Implementing ERP Systems in China - Report on a Survey Questionnaire

Year of publication:	2001-05-30
Authors:	Reimers, Kai
Institutions:	Technische Hochschule <Aachen> / Lehr- und Forschungsgebiet Wirtschaftsinformatik
Subject:	Enterprise-Resource-Planning \| Enterprise Resource Planning \| Implementation

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1 INTRODUCTION
2 GENERAL CHARACTERISTICS OF IMPLEMENTATION PROJECTS
2.1 Ownership, industry, size, and respondents
2.2 Extent of prior business process automation
2.3 Initiation of implementation project
2.4 Implementation scope and strategy
2.5 Implementation conflict
2.6 Motives for implementing the system
2.7 Implementation process characteristics
2.8 User motivation and top management involvement
2.9 External consultants
2.10 Steering committee
2.11 Extent of management satisfaction with project outcomes
2.12 Extent of resulting business process automation
2.13 Data maintenance problems after cut-over
2.14 Lead time reductions
2.15 Reasons for perceived financial benefits
2.16 Project management targets
2.17 Summary
3 THE IMPLEMENTATION PROJECT AND ITS ORGANIZATIONAL CONTEXT
3.1 Implementation motives
3.2 Implementation conflict
3.3 Implementation scope
3.4 Experience of external consultants
3.5 Top management participation
3.6 Parallel systems operation after cut-over
3.7 Project management targets
3.8 Degree of management satisfaction with project results
3.9 Degree of acceptance by users
3.10 Data maintenance problems after cut-over
3.11 Lead time reductions
3.12 Reasons for financial benefits
3.13 Summary
4 THE IMPLEMENTATION PROCESS AND IMPLEMENTATION RESULTS
4.1 Implementation conflict
4.2 Types of steering committees
4.3 Project management targets
4.4 Degree of management satisfaction
4.5 Degree of acceptance by users
4.6 Extent of automation
4.7 Data maintenance problems
4.8 Time for stabilizing the system after cut-over
4.9 Service level declines after cut-over
4.10 Lead time reductions
4.11 ROI known
4.12 Summary
5 CONCLUSIONS
6 APPENDIX
6.1 Method
6.2 Questionnaire
6.3 References

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