| dc.description.abstract | The 21st century is an era of globalization. With the rapid changes of the global economic environment and the outward shifting of Taiwan’s industry, the challenges that enterprises have to face have grown enormously, such as the shorter life cycle of products, the request for quick response to various customization orders, and the ever-increasing complexity of the supply chain relationship. Speed, flexibility and synchronization have all become important factors that affect enterprises’ viability and development. Besides large and international companies, some of the small and medium-sized enterprises are also aware that they need to promote their competitiveness by adopting some information technology, such as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), Product Lifecycle Management (PLM), Customer Relationship Management (CRM), and other types of packaged software to enhance the production advantage.
ERP system may cost millions of dollars to buy, take much time to implement, and often require disruptive organizational changes. The implementation projects were terminated before completion, and failed to achieve their business objectives even a year after implementation. As ERP implementations are difficult, approximately 90 percent of them are late or over budget. It may become a troubled project at any stage during the life cycle of the project. We must detect and correct the causes of a project’s problems before it fails. This study investigated troubled ERP implementation projects, sought the root causes of the troubled projects and determined what actions could be taken to turn around the troubled projects. We used case study methodology. The purpose of this paper was to help determine whether a project is troubled and summarize possible management methods for saving a project while it is still possible or cancelling it with minimal negative impact.
| en_US |