Risk Management and Business Processes Reengineering, Success Drivers for ERP Projects

Abstract

By using a case study example and focusing on the implementation phase, this chapter presents and emphasises the validity of specific risk management model. Briefly, an overview of another two ERP projects risk management’s models will be provided; the first model deals with ERP as technology where risks are managed in accordance to Information Technology and Information System (IT & IS) projects governance. The second model considers the integrated and interdisciplinary nature of ERP systems and introduces the term “ERP Governance” as a model that demands balance between IT and business governance. The third model, while similar to the second, relies heavily on best-practises and assessment frameworks from the industry. Throughout this chapter, the author explores this model, its importance, and application in contexts similar in nature to those found in the hierarchically structured intergovernmental organizations. Finally, the author concludes that embedding risk management best practices into the organization culture and business processes can positively influence the success of ERP system implementation. In other words, earlier adoption of risk management best practices for ERP system implementation will help both business & projects to meet their intended objectives and thus positively influence the success of ERP projects by ensuring that prescribed goals are met.