Applying Project Management Perspective for ERP Implementation: A Case Study


  • Li-Man Liao Department of Industrial Engineering and Management, National Chin-Yi University of Technology,Taiwan, ROC
  • Ching-Jen Huang Department of Industrial Engineering and Management, National Chin-Yi University of Technology,Taiwan, ROC
  • Xiang-Yu Lin Department of Industrial Engineering and Management, National Chin-Yi University of Technology,Taiwan, ROC


ERP, project management, BPR


The case-study company is a well-known enterprise whose primary product is precision locknuts in Taiwan. With the rise of sales performance, the legacy enterprise resource planning (ERP) system does not provide the degree of reliability and maintainability the case company needed. In order to meet the growing needs of enterprise, the case company faces to the challenge of application integration within the enterprise. The ERP implementation success depends on the rigor of the project management processes. In this research, firstly, case study approach is adopted to investigate how poor project management imperil the implementation of an ERP system. Having learned the lessons from the failure of its first ERP implementation, the case company applies the theory of business process reengineering (BPR) to explore and rationalize the business processes, and design its project management practices to successfully carry out its second ERP implementation. And the goal directed project management (GDPM) principles are applied to develop a proper ERP implementation plan. The summary descriptions of the important aspects of ERP implementation are stated that the sponsor or the client of the project, the goals, and limitations on the project, and time are included. This study explores and identifies the critical elements of project management to provide an effective guidance for the first implementation stage.


R. D. Austin, L. N. Richard, and J. C. Mark, Cisco Systems, Inc.: Implementing ERP, Harvard Business Review, pp.1-18, September 1999.

C. C. Chen, C. C. H. Law, and S. C. Yang, “Managing ERP implementation failure: a project management perspective,” Transactions on Engineering Management, vol. 56, no. 1, pp. 157-170, February 2009.

C. F. Gray, E. W. Larson, Project management: the management process, 4th ed. New York: McGraw-Hill, 2008.

M. J. Kemp and G. G. Low, “ERP innovation implementation model incorporating change management,” Journal of the Business Process Management, vol. 14, no. 2, pp. 228-242, 2008.

L. M. Liao, C. J. Huang, and P. C. Kang, “Applying fuzzy-AHP and VIKOR method to evaluate the fitness of ERP systems,” Proc. the 2016 International Conf. Industrial Engineering and Operations Management (IEOM2016), JW Marriott Hotel, Kuala Lumpur, Malaysia, March, 2016.

J. T. Marchewka, Information technology project management: providing measurable organizational value, 5th ed. New York: WILEY, 2015.

K. Metaxiotis, I. Zafeiropoulos, K. Nikolinakou, and J. Psarras, “Goal directed project management methodology for the support of ERP implementation and optimal adaptation procedure,” Information Management & Computer Security, vol. 13, no. 1, pp. 55-71, 2005.

Ministry of Economic Affairs (MOEA), Industry Technology Commentary: Discussion about upgrading of nuts and bolts fastener industry, 2016.

D. L. Olson, Managerial issues of enterprise resource planning systems, New York: McGraw-Hill, 2004.

S. Saini, S. Nigam, and S. C. Misra, “Success factors for implementing ERP in SMEs in India: A conceptual model,” International Conference on Information Management and Engineering (ICIME), IEEE Press, June 2010.

E. J. Umble, R. R. Haft, and M. M. Umble, “Enterprise resource planning: implementation procedures and critical success factors,” European Journal of Operational Research, vol. 146, no. 2, pp. 241-257, April 2003.




How to Cite

L.-M. Liao, C.-J. Huang, and X.-Y. Lin, “Applying Project Management Perspective for ERP Implementation: A Case Study”, Proc. eng. technol. innov., vol. 8, pp. 40–45, Apr. 2018.