Universidad Popular

Autnoma del Estado de

Puebla
DOCTORATE IN
INFORMATION TECHNOLOGIES AND DECISSIONS
ANALYSIS

DOCTORAL PROTOCOL
Dra. Maria del Roco Guadalupe
Morales Salgado
Project: Forecasting ERP implementation results for
US public sector, applying predictive methodologies
Leopoldo Reyes Carballo
ID: 3335436
Escondido, California, May 18th, 2016.
Table of Contents
Introduction
Theme
Thematic
Problem
Problematic
Scope
Justification
Objective
Specific Objectives
Referential framework
Concept map
Conceptual framework

3
4
4
4
4
5
5
5
5
6
10
11

PROJECT

REYES

Method
Hypotheses
Chapters
Methodology
References

22
36
37
39
40

Introduction

The implementation process of an ERP system has been lacking an affective and
reliable methodology, which has caused a high rate of failed implementations. According
to the consulting firm Gartner, this rate is up to 75%.
This research has the objective of identifying, analyzing and correlating the various
critical factors which lead to a successful ERP implementation. The methodology for this
research will be mixed and correlational because of the subjective nature of
respondents opinions about the considerations of those critical factors, to the
objectiveness of processing of the data compiled by the surveys, and to the analysis that
will be performed to find out how those critical factors are interrelated.
More than a half of the ERP implementations have failed due to factors such as
inadequate planning of technology, user integration, training, budget and lack of proper
skills (Beheshti, Blaylock, Henderson and Lollar, 2014). Asemil, Davarpanah and Reza
(2010) state when the critical factors are properly addressed there may be a significant
improvement to the implementation of a project. Iranmanesh, Khodadadi, and YaghoubiPanah (2011) developed a framework for a fuzzy-neural expert system to evaluate the
risks of the ERP implementations, the results of their work may help the decision makers
when comparing different projects outcomes.

Pre-Project

REYES

Theme
This proposed research is intended to find a scientific method to forecast or predict a
Public Sector ERP implementations result based on the critical factor weights. The first
step is to correlate these critical factors, then assign those with weights and finally
develop an artificial intelligence application to learn from previous ERP cases and
predict the ERP implementation result.

Thematic
Other human knowledge areas involved within this proposed research are the business
management, IT management, business requirement, software development and
artificial intelligence.

Problem

To-Be: All ERP implementations should be successful.

As-Is: More than a half of ERP implementations fail. According to the consulting firm
Gartner this rate is up to 75%, because of diverse factors like experience, vendor
support, budget, incorrect expectations and delivery times.

Because of the high rate of failures in the ERP implementations within the public and
private sectors, what is the feasibility of applying heuristic strategies of artificial

Pre-Project

REYES

intelligence to discover implementation errors, learn of successful cases and elaborate

best practices in the implementation process and improve the success rate?

Problematic

1. How to correlate the critical factors in the ERPs implementations?

2. How to predict the results of an ERP implementation using its critical factors
weights?
3. Based on the predictions, how to adjust an ERP implementation plans tasks to
insure success?

Scope
The scope of this research proposal is limited to the following aspects:
Spatial: This research will be conducted in the United States of America.
Industry: This research will be conducted in the public sector, government agencies such
as cities, municipalities, states and federal, which are implementing or have
implemented an ERP system.
Theory: the information technology and the other computer sciences disciplines will be
the focus of this research. The business management area will serve as an auxiliary
discipline for this research.

Justification
The importance of this research is to find out a viable and accurate method to forecast
an ERP implementation success based on its critical factors and previous
implementations cases.
There is a big gap between the rate of success and failure that needs to be addressed in
order to save time, efforts and money to the USA public agencies implementing such
complex computer systems.

Objective
Forecast the ERP implementations results within the US government agencies.

Specific Objectives

Pre-Project

REYES

Determine technological and human factor which intervene in the ERP

implementations.
Analyze the importance of afore mentioned factors within the ERP implementation

process.
Ponder the afore mentioned factors assigning them a weight based on previous

experiences of ERP implementations.

Correlation of afore mentioned factors
Identify environmental conditions which affect the afore mentioned factors during the

ERP implementation process.

Propose a heuristics technique of artificial intelligence to learn from previous failures.
Create a methodology based on afore mentioned learning.

Referential framework
Government has been slowly adopting the IS strategies from the private-sector tech
companies. The adoption of the Web 2.0 standard and its interactive components has
enabled the government to provide its citizens with more and more online, wireless and
mobile tools to do business and interact with their government. Citizens are more
engaged and want a greater voice with which to transform the way government delivers
services to them. Because the government investment in IT is under public scrutiny,
government management has been very cautious about how they spend taxpayer
provided funding.
The Information Systems (IS) Strategy can be defined as the organizational
perspective on the investments for deployment, use, and management of information
systems. IS strategy is an output of the strategic development process and can hence
be distinguished from the latter (Chen, Mocker, Preston & Teubner, 2010, p. 238). IS
strategy needs to be viewed as a shared perspective on setting and meeting
organizationals goals (Chen at al., 2010, p. 236).
The County of San Diego IS strategy is anchored in its mission: to efficiently provide
public services that build strong and sustainable communities (County of San Diego,
2014, p. 2). In order to achieve that mission using IT as an enabler, County of San Diego
has defined the following IT strategy tenets (County of San Diego, 2014, p. 4):
1
2
3
4
5

Provide an IT environment that enhances communication among County

employees and their customers.
Leverage technology to increase the speed of County business processes.
Provide a reliable, predictable, secure and efficient infrastructure.
Utilize data collection technologies combined with analytics to enable employees
to make decisions in near real-time.
Create an IT environment that fosters and supports innovation at the enterprise
and business unit levels.

County of San Diego leadership has been fostering innovation by anticipating change,
searching for emerging technologies, and educating its staff to use them (County of San
Diego, 2014, p. 7). An Innovation Council has been created, and it includes Countys
5

Pre-Project

REYES

employees and private-sector tech companies, and its purpose is bringing innovative
tools to allow County to solve problems using the technology and empowering
government employees to be more productive saving taxpayers money (NACO, 2011, p.
2).
The County of San Diego as an IS innovator seeks to be the first to respond to the
opportunities through which it can explore, develop, and capitalize on innovative IS
initiatives for its benefits (Chen at al., 2010, p. 244).
For the County of San Diego the customer engagement is more than just social
media, web presence, forms and standing in lines (County of San Diego, 2014, p. 11), it
includes the IT platform, tools, support and the execution of IT projects that meets
County of San Diego business strategy.
The County of San Diego has been a pioneer adopting world class technology and
aligning IT strategy with its business strategy. In 2014, it received the Challenge award
from the California State Association of Counties (CSAC) for the County's Accela
Automation Implementation, a new website to streamline a wide variety of permitting
operations and allows you to apply for and pay for certain permits online (County of San
Diego, 2015, p. 34).
In 2015, the Center for Digital Government (CDG) and the National Association of
Counties (NACo) gave the 2nd place award to the County of San Diego recognizing its
leadership using technology to improve services and boost efficiencies (GovTech, 2015).
The County of San Diego has long been setting a precedence for the government best
practices in the utilization of technology to efficiently provide public services.
Lee, Tsui, and Yao (2010) consider that with the introduction of the Web 2.0 the
breadth of activities that an average citizen performs online has been steadily
increasing (p. 1). Now, citizens and business have mobile tools to interact with
government, report problems within their communities, pay fees online, extract public
data to monitor government spending, etc. The advent of the Web 2.0 has created
abundant opportunities for reinventing business and governments and as an enabler for
more informed and engaged society (Lee, Tsui, and Yao, 2010, p. 689). Citizens like
customers expect to have updates about their transactions with government, anywhere
and anytime access 24x7 to track the status of their applications, etc. "Citizens expect
around-the-clock access to government officials and services." (Hall, 2013).
Government has to learn from the highly competitive private sector about how to
improve delivery of services. E-government should be transformational and participatory,
however the transformation in existing e-government models appears to mean
technological transformation, which is neither efficient, nor desirable (Myoung, 2015, p.
2484).
Private-sector tech companies are doing more and more business with government.
Civic technology is a rapidly growing area of investment for state and local
governments, funding organizations, and start-ups. U.S. state and local governments are
expected to spend $25.5 billion on external IT in 2015, and civic technology is expected
to make up almost one-quarter of that spending, or $6.4 billion (Yesner, 2014, p. 1). In
the next section the Accela civic technology will be reviewed.

Pre-Project

REYES

The public sector services can be defined as activities used to satisfy public needs,
whereby the fundamental values of modern democratic societies are achieved.
(Kelemen, 2014, p. 1537). To find a suitable methodology for proper coordination of
business processes and services is an essential goal for Local governments (Attila,
Balzs, Orosz & Orosz, 2012, p. 119). There are many platforms and systems that the
government can implement to handle its business activities and aligns its business and
IS strategies together. However, an enterprise wide standardized and packed system
called ERP is the best option to achieve government goals to provide efficiently public
services to its citizens.
The ERP software was introduced in the 1990s (Beheshti, Blaylock, Henderson y
Lollar, 2014) and its utilization by mid to large size companies has been increased during
the last decade. The manufacturing firms were the first using the ERP systems
integrating the whole firm process into one distributed, shared and single entry point
MIS.
ERP systems are configurable information systems packages that integrate
information and information-based processes within and across functional areas in an
organization. (Allen, Kern & Havenhand, 2002, p. 3063).
In 2012, the ERP market share was of only 0.2% for Accela (Apps run the World,
2014, p. 5). However, within the government ERP market Accela is very well positioned,
is the dominant land management software vendor in the top 50 cities with half of the
market share (Accela, 2014a, p. 4). Figure 1 displays the breakdown of the technology
used by the top 50 cities.
Figure.1 Technology used by top 50 cities for the Land Management system
domain

Figure 1. Adapted from From planning to Permits, Zoning to Compliance. Research

on the 50 largest U.S. cities use of automated land management systems by Accela.
Copyright 2014 by Accela.
Accelas Civic platform is core to municipalitys mission of bridging the gap between
government and citizens. Stiles (2014a), explains that over the years, Accela
Automation has evolved to include a great many capabilities that are, in turn, part of the
solutions deployed to solve core government business problems in managing land,
licensing, assets, and public health and safety. Figure 2 shows the Accela Civic
Platform diagram.

Pre-Project

REYES

Figure 2 Accela Civic Platform

Figure 2. Adapted from What Does the Civic Platform Mean to Me? by J. Stiles.
Copyright 2014 by Accela.
In 2009, the County of San Diego LUEG group chose Accela Land Management on
the Civic Platform to improve efficiency by breaking down silos and sharing information
across departments (Accela, 2015b). Before the Accela ERP adoption, the LUEG group
had more than 40 different platforms to manage its daily business activities, and the
incompatibility among these platforms caused problems when the different LUEGs
departments tried to share data. There werent online public services citizens could use
to do business with the LUEG group, and LUEGs inspectors didnt have the information
handy when they go to the field. (Accela, 2015b).
Now, the County of San Diego LUEG group has improved its business workflow,
reduced the time required to process an application, improved customer service, and
provided customers with more online tools and mobile apps, accomplishing its mission to
provide efficient public services to build strong and sustainable communities.
The implementation of an ERP system is very expensive and takes a long time to be
fully deployed to the company IT environment. Besides that, almost one half of the ERP
implementations failed because of factors such as inadequate technology planning,
user involvement and training, budget and schedule overruns and availability of
adequate skills are considered reasons for ERP failures (Beheshti, Blaylock, Henderson
y Lollar, 2014). Asemil, Davarpanah y Reza (2010) state that when the critical success
factors are addressed there are chances to improve significantly a project
implementation. The selection of the ERP system didnt follow the proper approach and
then the ERP system selected didnt properly fit the company needs, the project
managers didnt motivate or encouraged the end users explaining the advantages of the
new system, etc.
Iranmanesh, Khodadadi, and Yaghoubi-Panah (2011) developed a fuzzy neural
network (FNN) expert system framework to evaluate the risk of ERP project

Pre-Project

REYES

implementations and their results might help decision makers to compare different
projects.

Concept Map

Pre-Project

REYES

Pre-Project

REYES

Pre-Project

REYES

Pre-Project

REYES

Pre-Project

REYES

Conceptual framework
1. Factors
6

Pre-Project

REYES

1.1. Critical
Crucial factors in an ERP implementation to turn it into success.

1.1.1. Clear and attractive vision

1.1.2. Top management support
1.1.3. Project management
1.1.4. Communication
1.1.5. Change management
1.1.6. Cultural factors
1.1.7. Implementation team
External consultants, internal staff and vendor work team.

1.1.7.1.

Light

1.1.7.2.

Heavy

1.1.8. Outside experience

1.2. Non Critical
Factors needed but not crucial in an ERP implementation to turn it into success.

1.2.1. Business processes re-engineering

1.2.2. Vendors support
1.2.3. Minimal customization
1.2.4. Organizational culture
1.2.5. Change management planning

2. Implementation
Computer application installation.

Pre-Project

REYES

2.1. Components
ERP system building blocks.

2.1.1. Hardware
Computer equipment for entering, processing and outputting information.

2.1.1.1.

Servers
Networks nodes providing services to other nodes called clients.

2.1.1.1.1.

Application

2.1.1.1.2.

Web

2.1.1.1.3.

Data bases

2.1.1.2.

Networks
Telecommunications Network which allows computers to Exchange and
share data.

2.1.1.2.1.

Firewalls
Network Security system that monitors and controls the incoming and
outgoing Network traffic base on predetermined Security rules.

2.1.1.2.1.1. Internal
2.1.1.2.1.2. External
2.1.1.2.2.

Proxy

2.1.1.2.3.

Safety Zones
Describe design methods that isolate systems from other systems or
Networks.

2.1.1.2.3.1. Data center

2.1.1.2.3.2. Back DMZ
2.1.1.2.3.3. Front DMZ
2.1.2. Software

Pre-Project

REYES
Programs or instructions given to a computer. These programs and
instructions allow the computer to process the information.

2.1.2.1.

Operating System
System software that manages computer hardware and software resources
and provides common services for computer programs.

2.1.2.1.1.

Server
Computer program or a device that provides functionality for other
programs or devices, called "clients". This architecture is called
the clientserver model, and a single overall computation is
distributed across multiple processes or devices.

2.1.2.1.1.1. Windows Server

2.1.2.1.1.2. UNIX
2.1.2.1.2.

PC
Operating System for personal computers.

2.1.2.1.2.1. Windows
2.1.2.1.2.2. Linux
2.1.2.2.

Core
Software components providing ERP basic services such like
administration, configuration and the application interface.

2.1.2.2.1.

Applications

2.1.2.3.

Interfaces
Shared boundary across which two separate components of a computer
system exchange information.

2.1.2.3.1.

Web

2.1.2.3.2.

Mobile

2.2. Sectors
Different divisions of economic activity.

Pre-Project

REYES

2.2.1. Public
The public sector is the part of the economy concerned with providing various
governmental services.

2.2.1.1.

Consultants
Professionals who provide expert advice in the computer sciences and
business Management areas.

2.2.1.1.1.

HP

2.2.1.1.2.

Accenture

2.2.1.1.3.

Deloitte

2.2.1.1.4.

CGI

2.2.1.2.

Vendors
Enterprise that contributes goods or services.

2.2.1.2.1.

Accela
Leader provider for government Solutions for citizens.

2.2.1.2.1.1. Permitting
2.2.1.2.1.2. Assets
2.2.1.2.1.3. Licenses
2.2.1.2.2.

Oracle
Software Company that primarily develops databases and relational
databases Management systems.

2.2.1.2.2.1. Financials
2.2.1.2.3.

Microsoft
Microsoft develops, manufactures, licenses, supports and sells
software and consumer electronics and personal computers and
services.

2.2.1.2.3.1. Dynamics

10

Pre-Project

2.2.1.3.

REYES

Government agencies
Permanent or semi-permanent organization in the machinery of
government that is responsible for the oversight and administration of specific
functions.

2.2.1.3.1.

Municipalities
An urban administrative division having corporate status and powers of
self-government or jurisdiction.

2.2.1.3.1.1. County of San Diego

2.2.1.3.2.

State
An organized political community living under a single system of
government.

2.2.1.3.2.1. New York State

2.2.1.3.3.

Federals
A political entity characterized by a union of partially self-governing states or
regions under a central (federal) government.

2.2.1.3.3.1. Department of Education

2.2.1.3.3.2. Department of Defense
2.2.1.3.4.

Locals
A city is a large and permanent human settlement.

2.2.1.3.4.1. City of San Diego

2.2.2. Private
The private sector is the part of the economy, sometimes referred to as
the citizen sector, which is run by private individuals or groups, usually as
a means of enterprise for profit, and is not controlled by the State (areas
of the economy controlled by the state being referred to as the public
sector).

2.2.2.1.

Vendors

11

Pre-Project

REYES
Enterprise that contributes goods or services.

2.2.2.1.1.

Oracle

2.2.2.1.2.

Microsoft

2.2.2.1.3.

IBM

2.2.2.1.4.

Tress

2.2.2.2.

Consultants
Professionals who provide expert advice in the computer sciences and
business Management areas.

2.2.2.3.

Industry
Industry is the production of goods or related services within
an economy.

2.2.2.3.1.

Banks

2.2.2.3.2.

Insurance companies

2.2.2.3.3.

Utilities companies
Private companies that provides services to the public.

2.2.2.3.3.1. Gas
2.2.2.3.3.2. Electricity
2.3. Types
2.3.1. Highly customized
It is defined as building custom features by using standards programming
languages or the ERP systems language, changing the ERP system
code, and/or including third-party packages that require some degree of
programming to implement.

2.3.1.1.1.

Third party components

12

Pre-Project

REYES
A third-party software component is a reusable software
component developed to be either freely distributed or sold by an
entity other than the original vendor of the development platform.

2.3.1.1.1.1.
2.3.1.1.1.2.
2.3.1.1.1.3.
2.3.1.1.2.

Source code

2.3.1.1.3.

Configuration

2.3.1.1.4.

System

2.3.1.1.5.

Legacy system

Documentum
IVR
Paypal

2.3.2. Pre-packaged
Packed applications are designed to work in different organizations, or
even in different industries, they often do not provide all the functionality
needed in a specific business.

2.3.2.1.1.

Source code

2.3.2.1.2.

System

2.3.2.1.3.

Configuration

2.3.2.1.4.

Third party components

2.3.2.1.5.

Legacy system

2.4. Technical support

Refers to a plethora of services by which enterprises provide assistance to users
of technology products such as mobile phones, televisions, computers, software
products or other electronic or mechanical goods.

2.4.1. Internal
Technical support provided by clients IT personnel to clients end users.

2.4.1.1.

IT Coordinators

13

Pre-Project

REYES
IT expert users who provide technical support to end users.

2.4.1.1.1.

Remote session tools

2.4.1.1.2.

Phone

2.4.1.1.3.

Email

2.4.2. External
Technical support provided by vendor or IT consultants to clients end
users.

2.4.2.1.

Vendor
Enterprise that contributes goods or services.

2.4.2.1.1.

Phone

2.4.2.1.2.

Remote session tools

2.4.2.1.3.

Email

2.4.2.1.4.

Website for incidents

2.4.2.2.

System Integrator Company

Company that provides IT services to end users, installing third party
systems, providing the necessary IT infrastructure and being responsible
for the maintenance and support of those systems.

2.4.2.2.1.

Remote session tools

2.4.2.2.2.

Website for incidents

2.4.2.2.3.

Phone

2.4.2.2.4.

Email

2.5. Benefits
The main advantage for an ERP adoption is the simplification of the enterprise
activities by automating administrative tasks.

2.5.1. Processes improvement

14

Pre-Project

REYES
It is a systematic approach to help an organization optimize its underlying
processes to achieve more efficient results.

2.5.1.1.

Operations control

2.5.1.2.

Decisions making process speed improved

2.5.2. Costs reduction

A more efficient administration normally leads to save money and efforts.

2.5.3. Contribute to other areas

An ERP system provides improvements in other organization areas such
as interdepartmental communication, business processes
standardization, transparency, etc.

2.5.3.1.

Standardization

2.5.3.2.

Transparency

2.5.3.3.

E-commerce

2.6. Business requirements

It represents the organization or client high level goals for an automated system.

2.6.1. Functional
Functional requirements express the nature of the system behavior.

2.6.2. Non Functional

These requirements define how the system should be.

2.6.2.1.

Organizational specifications
Requirements given by the organization and depend heavily on the
specific needs of the different business processes.

2.6.2.1.1.

Organizational politics

2.6.2.1.2.

Procedures

2.6.2.2.

Products

15

Pre-Project

REYES
Requirements that vendor needs to follow to make a product
multiplatform, portable and having good performance.

2.6.2.2.1.

Performance

2.6.2.2.2.

Portability

2.6.2.2.3.

Accountability

2.6.2.2.4.

Usability

2.6.2.2.5.

Space

2.6.2.3.

External specifications
Information external access requests specified by external entities.

2.6.2.3.1.

Privacy

2.6.2.3.2.

Ethics

2.6.2.3.3.

Security

2.6.2.3.4.

Interoperability

2.7. IT Strategy
It is the overall plan which consist of objective(s), principles and tactics relating to
use of the technologies within a particular organization.

2.7.1. Vision
2.7.2. Mission
2.8. Results
2.8.1. Failure
2.8.1.1.

Rate

2.8.1.1.1.

40-75%

2.8.1.2.

Impact

16

Pre-Project

REYES
ERPs long, middle and short terms benefits.

2.8.1.2.1.

Economic

2.8.1.2.2.

Operational

2.8.2. Success
2.8.2.1.

Impact
ERPs long, middle and short terms benefits.

2.8.2.1.1.

Economic

2.8.2.1.2.

Operational

2.8.2.2.

Rate

2.8.2.2.1.

25-60%

2.9. Maintenance
ERP post-Implementation services to maintain the system updated, in good
shape and with all the needed improvements.

2.9.1. Maintenance
ERP post-Implementation services to maintain the system updated, in
good shape and with all the needed improvements.

2.9.1.1.

Oracle

2.9.1.2.

SSRS

2.9.1.3.

Crystal

2.9.1.4.

XML

2.9.2. Configuration
Process used to tune up an ERP system accordingly to the clients needs
and specifications.

2.9.2.1.

System

17

Pre-Project

2.9.2.2.

REYES

Processes

2.9.3. Development
Process used to create new applications that interact with the core ERP
system through ERP APIs, ERP web services calls or accessing directly
to the ERP database.

2.9.3.1.

Interfaces
Shared boundary across which two separate components of a computer
system exchange information.

2.9.3.1.1.

Web

2.9.3.1.2.

Stand alone

2.9.3.1.3.

Mobile

2.9.4. Updates
Functionality and other types of improvements that enable end users to
benefit from lessons learned and other vendor technology development.

2.9.4.1.

Updates

2.9.4.2.

HotFixes

2.10.

Modules
ERP modules that offer services to the different organization departments.

2.10.1. CRM
2.10.2. Finance
2.10.3. HR
2.10.4. Production
2.11.

Approach

2.11.1. Traditional

18

Pre-Project

REYES
All the IT infrastructure such as servers, databases, among others, are
installed and hosted locally, belong to the client and all the administration is
performed by IT internal staff.

2.11.1.1.

Client/Server
The clientserver model of computing is a distributed
application structure that partitions tasks or workloads between
the providers of a resource or service, called servers, and service
requesters, called clients.

2.11.1.1.1.

Client

2.11.1.1.2.

Server

2.11.1.2.

Multi-tier
System architecture that has data, logic and client tiers.

2.11.1.2.1.

Client

2.11.1.2.2.

Middle tier

2.11.1.2.2.1. Server web

2.11.1.2.2.2. Application server
2.11.1.2.3.

Data
System architecture tier for the data.

2.11.1.2.3.1. Data base server

2.11.2. Cloud
ERP cloud model is the externalization of an ERP through the Internet.

2.11.2.1.

Service model

2.11.2.1.1.

SaaS
It is software licensing and delivery model in which software is licensed
on a subscription basis and is centrally hosted.

2.11.2.1.2.

IaaS

19

Pre-Project

REYES
IaaS refers to online services that abstract the user from the details of
infrastructure like physical computing resources, location, data
partitioning, scaling, security, backup etc.

2.11.2.2.

Implementation model
Cloud implementation model that allows on demand access of
configurable computer resources, through a Network, ubiquitously,
efficiently and conveniently, which can provisioned quickly and
released with a minimum administration and interaction effort with
the service provider.

2.11.2.2.1.

Public

2.11.2.2.2.

Private

2.11.2.2.3.

Community

2.11.2.2.4.

Hybrid

2.12.

Phases
Organization activities for adopting, administering and making an ERP
implementation a routine.

2.12.1.1.

Project organization

2.12.1.2.

Data preparation

2.12.1.3.

Go-live

2.12.1.4.

Testing

2.12.1.5.

Analysis

2.12.1.6.

Design

3. Forecasting
Forecasting is the process of making predictions of the future based on past and
present data and analysis of trends.

20

Pre-Project

REYES

3.1. Heuristics
It is any approach to problem solving, learning, or discovery that employs a
practical method not guaranteed to be optimal or perfect, but sufficient for the
immediate goals.

3.1.1. Artificial intelligence

Academic field of study which studies how to create computers and
computer software that are capable of intelligent behavior.

3.1.1.1.

Fuzzy logic
Fuzzy logic is a form of many-valued logic in which the truth values of
variables may be any real number between 0 and 1, considered to be
"fuzzy".

3.1.1.2.

Neural Networks
In machine learning and cognitive science, artificial neural
networks (ANNs) are a family of models inspired by biological neural
networks (the central nervous systems of animals, in particular the brain)
and are used to estimate or approximate functions that can depend on a
large number of inputs and are generally unknown.

3.1.1.3.

Bayesians Networks
A Bayesian network is a probabilistic graphical model (a type of statistical
model) that represents a set of random variables and their conditional
dependencies via a directed acyclic graph (DAG).

21

Pre-Project

REYES

Method
Item

Source

Instrument

Analysis

Critical Factors->Clear and attractive

mission

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Top Management

support

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Project Management

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Communication

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Change management

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Cultural Factors

Project
Manager,
client and
consultant

Survey

Qualitativ
e

Critical Factors->Implementation team

Survey

Qualitativ
e

Critical Factors->Outside experience

Project
Manager,
client and
consultant
Project
Manager,
client and
consultant

Survey

Qualitativ
e

Non-critical factors->Business
processes re-engineering

Project
Manager,
client and
consultant

Survey

Qualitativ
e

22

Pre-Project

REYES

10

Non-critical factors->Vendors support

Project
Manager,
client and
consultant

Survey

Qualitativ
e

11

Non-critical factors->Minimal
customization

Project
Manager,
client and
consultant

Survey

Qualitativ
e

12

Non-critical factors->Organizational
culture

Project
Manager,
client and
consultant

Survey

Qualitativ
e

13

Non-critical factors->Change
Management planning

Survey

Qualitativ
e

14

Implementation->Components>Hardware->Servers->Application

ERP System
configuration
Manual

Quantitati
ve

15

Implementation->Components>Hardware->Servers->Web

ERP System
configuration
Manual

Quantitati
ve

16

Implementation->Components>Hardware->Servers->Database

ERP System
configuration
Manual

Quantitati
ve

17

Implementation->Components>Hardware->Network->Firewall>Internal

ERP System
configuration
Manual

Quantitati
ve

18

Implementation->Components>Hardware->Network->Firewall>External

ERP System
configuration
Manual

Quantitati
ve

19

Implementation->Components>Hardware->Proxy

ERP System
configuration
Manual

Quantitati
ve

20

Implementation->Components>Hardware->Safety Zones->Data
Center

ERP System
configuration
Manual

Quantitati
ve

21

Implementation->Components>Hardware->Safety Zones->Back DMZ

Project
Manager,
client and
consultant
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or

ERP System
configuration
Manual

Quantitati
ve

23

Pre-Project
22

Implementation->Components>Hardware->Safety Zones->Front DMZ

23

Implementation->Components>Software->Operating System->Server>Windows Server

24

Implementation->Components>Software->Operating System->Server>UNIX

25

Implementation->Components>Software->Operating System->PC>Windows

26

Implementation->Components>Software->Operating System->PC>Linux

27

Implementation->Components>Software->Core->Applications

28

Implementation->Components>Software->Interfaces->Web

29

Implementation->Components>Software->Interfaces->Mobiles

30

Implementation->Sectors->Public>Consultants->HP
Implementation->Sectors->Public>Consultants->Accenture
Implementation->Sectors->Public>Consultants->Deloitte
Implementation->Sectors->Public>Consultants->CGI
Implementation->Sectors->Public>Vendors->Accela->Permitting
Implementation->Sectors->Public>Vendors->Accela->Licenses
Implementation->Sectors->Public>Vendors->Accela->Assets
Implementation->Sectors->Public>Vendors->Oracle->Financials
Implementation->Sectors->Public>Vendors->Microsoft->Dynamics

31
32
33
34
35
36
37
38

39

Implementation->Sectors->Public>Government agencies->Municipalities>County of San Diego

REYES
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
Client
Client
Client
Client
Consultants
Consultants
Consultants
Consultants
Consultants

Consultants
and
Vendors

24

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

ERP System
configuration
Manual

Quantitati
ve

Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report

Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve

Projects Annual
Report

Quantitati
ve

Pre-Project

REYES

40

Implementation->Sectors->Public>Government agencies->State-> New

York State

Consultants
and
Vendors

Projects Annual
Report

Quantitati
ve

41

Implementation->Sectors->Public>Government agencies->Federals>Department of Education

Consultants
and
Vendors

Projects Annual
Report

Quantitati
ve

42

Implementation->Sectors->Public>Government agencies->Federals>Department of Defense

Consultants
and
Vendors

Projects Annual
Report

Quantitati
ve

43

Implementation->Sectors->Public>Government agencies->Locals->City
of San Diego

Consultants
and
Vendors

Projects Annual
Report

Quantitati
ve

44

Implementation->Sectors->Private>Vendors->Oracle
Implementation->Sectors->Private>Vendors->Microsoft
Implementation->Sectors->Private>Vendors->IBM
Implementation->Sectors->Private>Vendors->Tress
Implementation->Sectors->Private>Consultants
Implementation->Sectors->Private>Industry->Banks
Implementation->Sectors->Private>Industry->Insurance companies
Implementation->Sectors->Private>Industry->Utilities companies->Gas

Client

Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report
Projects Annual
Report

Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve
Quantitati
ve

52

Implementation->Sectors->Private>Industry->Utilities companies>Electricity

Client

Projects Annual
Report

Quantitati
ve

53

Implementation->Types->Highly
customized->Third party components>Documentum

ERP System
configuration
Manual

Quantitati
ve

54

Implementation->Types->Highly
customized->Third party components>IVR

ERP System
configuration
Manual

Quantitati
ve

55

Implementation->Types->Highly
customized->Third party components>Paypal

ERP System
configuration
Manual

Quantitati
ve

56

Implementation->Types->Highly
customized->Source code

ERP System
configuration
Manual

Quantitati
ve

57

Implementation->Types->Highly
customized->System

ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat

ERP System
configuration
Manual

Quantitati
ve

45
46
47
48
49
50
51

Client
Client
Client
Client
Client
Client
Client

25

Pre-Project

REYES
or

58

Implementation->Types->Highly
customized->Configuration

ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
ERP
System
administrat
or
Department
s IT
Coordinator
s
Department
s IT
Coordinator
s
Department
s IT
Coordinator
s
Technical
Support
Department

ERP System
configuration
Manual

Quantitati
ve

59

Implementation->Types->Highly
customized->Legacy system

ERP System
configuration
Manual

Quantitati
ve

60

Implementation->Types->Prepackaged->Source code

ERP System
configuration
Manual

Quantitati
ve

61

Implementation->Types->Prepackaged->System

ERP System
configuration
Manual

Quantitati
ve

62

Implementation->Types->Prepackaged->Configuration

ERP System
configuration
Manual

Quantitati
ve

63

Implementation->Types->Prepackaged->Legacy system

ERP System
configuration
Manual

Quantitati
ve

64

Implementation->Technical Support>Internal->IT Coordinators->Remote

session tools

Break fix handling

Manual

Implementation->Technical Support>External->Vendor->Phone

Technical
Support
Department

Break fix handling

Manual

69

Implementation->Technical Support>External->Vendor->Email

Technical
Support
Department

Break fix handling

Manual

70

Implementation->Technical Support>External->Vendor->Website for

incidents

Technical
Support
Department

Break fix handling

Manual

Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve

65

Implementation->Technical Support>Internal->IT Coordinators->Phone

66

Implementation->Technical Support>Internal->IT Coordinators->Email

67

Implementation->Technical Support>External->Vendor-> Remote session

tools

68

26

Break fix handling

Manual
Break fix handling
Manual
Break fix handling
Manual

Pre-Project

REYES

71

Implementation->Technical Support>External->System integrator company> Remote session tools

Technical
Support
Department

Break fix handling

Manual

72

Implementation->Technical Support>External->System integrator company>Phone

Technical
Support
Department

Break fix handling

Manual

73

Implementation->Technical Support>External->System integrator company>Email

Technical
Support
Department

Break fix handling

Manual

74

Implementation->Technical Support>External->System integrator company>Website for incidents

Technical
Support
Department

Break fix handling

Manual

75

Implementation->Benefits->Processes
improvement->Operations Control

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Quantitati
ve

76

Implementation->Benefits->Processes
improvement->Decisions making
process speed improvement

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Quantitati
ve

77

Implementation->Benefits->Costs
reduction

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Quantitati
ve

78

Implementation->Benefits->Contribute
to other areas->Standardization

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Quantitati
ve

79

Implementation->Benefits->Contribute
to other areas->Transparency

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Quantitati
ve

27

Pre-Project

REYES

80

Implementation->Benefits->Contribute
to other areas->E-commerce

Clients
Application
s Portfolio
Manager

Clients IT Strategy
Annual Report

Quantitati
ve

81

Implementation->Business
requirements->Functionals

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

82

Implementation->Business
requirements->Non Functionals>Organization specifications>Organizational Politics

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

83

Implementation->Business
requirements->Non Functionals>Organization specifications>Procedures

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

84

Implementation->Business
requirements->Non Functionals>Products

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

85

Implementation->Business
requirements->Non Functionals>Performance

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

86

Implementation->Business
requirements->Non Functionals>Portabilidad

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

87

Implementation->Business
requirements->Non Functionals>Accountability

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

88

Implementation->Business
requirements->Non Functionals>Usability

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

28

Pre-Project

REYES

89

Implementation->Business
requirements->Non Functionals>Space

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

90

Implementation->Business
requirements->Non Functionals>External specifications->Privacy

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

91

Implementation->Business
requirements->Non Functionals>External specifications->Ethics

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

92

Implementation->Business
requirements->Non Functionals>External specifications->Security

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

93

Implementation->Business
requirements->Non Functionals>External specifications>Interoperability

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

94

Implementation->IT Strategy->Vision

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

95

Implementation->IT Strategy->Mission

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

96

Implementation->Results->Failure>Rate->40-75%

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

97

Implementation->Results->Failure>Impact->Economic

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

98

Implementation->Results->Failure>Impact->Operational

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

29

Pre-Project

REYES

99

Implementation->Results->Success>Rate->25-60%

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

10
0

Implementation->Results->Success>Impact->Economic

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

10
1

Implementation->Results->Success>Impact->Operational

Project
manager
and
stackholder
s

Interviews,
Surveys,
questionnaires

Qualitativ
e and
Quantitati
ve

10
2

Implementation->Maintenance>Maintenance->Oracle

System
Analyst and
client

Interviews

10
3

Implementation->Maintenance>Maintenance->SSRS

System
Analyst and
client

Interviews

10
4

Implementation->Maintenance>Maintenance->Crystal

System
Analyst and
client

Interviews

10
5

Implementation->Maintenance>Maintenance->XML

System
Analyst and
client

Interviews

10
6

Implementation->Maintenance>Configuration->System

System
Analyst and
client

Interviews

10
7

Implementation->Maintenance>Configuration->Processes

System
Analyst and
client

Interviews

10
8

Implementation->Maintenance>Development->Interfaces->Web

System
Analyst and
client

Interviews

10
9

Implementation->Maintenance>Development->Interfaces->Stand
alone

System
Analyst and
client

Interviews

11
0

Implementation->Maintenance>Development->Interfaces->Mobile

System
Analyst and
client

Interviews

Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve

30

Pre-Project

REYES

11
1

Implementation->Maintenance>Updates->Updates

ERP
System
administrat
or, Vendor
and client

Interviews and
vendor releases
notes

Qualitativ
e and
Quantitati
ve

11
2

Implementation->Maintenance>Updates->Hot fixes

ERP
System
administrat
or, Vendor
and client

Interviews and
vendor releases
notes

Qualitativ
e and
Quantitati
ve

11
3

Implementation->Modules->CRM

ERP
System
administrat
or, Vendor
and client

Interviews

Qualitativ
e and
Quantitati
ve

11
4

Implementation->Modules->Finance

ERP
System
administrat
or, Vendor
and client

Interviews

Qualitativ
e and
Quantitati
ve

11
5

Implementation->Modules->HR

ERP
System
administrat
or, Vendor
and client

Interviews

Qualitativ
e and
Quantitati
ve

11
6

Implementation->Modules->Production

ERP
System
administrat
or, Vendor
and client

Interviews

Qualitativ
e and
Quantitati
ve

11
7

Implementation->Approach>Traditional->Client/Server->Client

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

11
8

Implementation->Approach>Traditional->Client/Server->Server

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

31

Pre-Project

REYES

11
9

Implementation->Approach>Traditional->Muti tier->Client

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
0

Implementation->Approach>Traditional->Muti tier->Middle tier>Web server

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
1

Implementation->Approach>Traditional->Muti tier->Application
server

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
2

Implementation->Approach>Traditional->Data->Database Server

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
DBA and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

32

Pre-Project

REYES

12
3

Implementation->Approach->Cloud>Service model->SaaS

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
4

Implementation->Approach->Cloud>Service model->IaaS

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
5

Implementation->Approach->Cloud>Implementation model->Public

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

33

Pre-Project

REYES

12
6

Implementation->Approach->Cloud>Implementation model->Private

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
7

Implementation->Approach->Cloud>Implementation model->Community

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
8

Implementation->Approach->Cloud>Implementation model->Hybrid

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
Cyber
security
team and
Vendor

Interviews, ERP
installation and
administration
manual

Qualitativ
e and
Quantitati
ve

12
9

Implementation->Phases->Project
organization

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

34

Pre-Project

REYES

13
0

Implementation->Phases->Data
preparation

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

13
1

Implementation->Phases->Go-live

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

13
2

Implementation->Phases->Testing

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

13
3

Implementation->Phases->Analysis

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

13
4

Implementation->Phases->Design

Client,
consultant
and
vendors
Application
s Portfolio
Manager,
and Vendor

Interviews, ERP
installation and
administration
manual, Client
Business
processes and IT
strategy
documentation

Qualitativ
e and
Quantitati
ve

35

Pre-Project

REYES

13
5

Forecasting->Heuristics->IA->Fuzzy
logic

Researcher

Articles

13
6

Forecasting->Heuristics->IA->Neural
networks

Researcher

Articles

13
7

Forecasting->Heuristics->IA->Bayesian
networks

Researcher

Articles

Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve
Qualitativ
e and
Quantitati
ve

Hypothesis
Null

hypothesis:

By

applying

predictive

methodologies

to

the

ERP

implementation it wont cause any improvement on the implementation.

Sub hypotheses:
1. Will the proper identification and address of the critical factors improve the
ERP implementation outcome?
2. Will the proper weigh up of the critical factor help to predict the ERP
implementation outcome?
3. Will the utilization of risk assessment methodologies in the early ERP
implementation stages help to adjust the implementations direction?

36

Pre-Project

REYES

Chapters
Activity

Time
(Min)

Deliverable
(rubric)

Chapter 1

3,452

-Introduction
(problem,
objective,
hyphotesis, )
- Sub
theme
1.1.
Successf
ul critical
factors
- 1.2
Failure
critical
factors
- 1.3
Revised
literatura
critical
factors
- Conclusi
on

Impact Factor
(low 1, medium
2, high 3)
1

Risk

Mitigation
Strategy
-

37

Search
for
Statistics
advisor
Suscribe
to the
IEEE
Digital
Xplore
database

Pre-Project

REYES

Chapter 2

12,00
0

Chapter 3

12,00
0

-Introduction
(problem,
objective,
hyphotesis, )
- Sub
theme
2.1.
Successf
ul critical
factors
correlatio
ns
- 2.2
Failure
critical
factors
correlatio
ns
- 2.3
Revised
literatura
critical
factors
correlatio
s
- Conclusi
ons
-Introduction
(problem,
objective,
hyphotesis, )
- Sub
theme
3.1. Risk
assessm
ent
methodol
ogy
- 3.2 ERP
impleme
ntation
framewor
ks
- 3.3

38

Search
for ERP
implemen
tation
expert

Search
for
predictive
methodol
ogies
expert

Pre-Project

REYES
Fuzzyneural
tool
evaluatio
n
- ERP
readines
s
assessm
ent
framewor
k
Conclusion

Methodology
Due to the fact this research will handle numeric and statistical data to weight and
correlate the critical factors that influence a successful ERP implementation, this will be
a quantitative research.
However, the surveys will have subjective questions therefore IT managers,
consultants, vendors and end users will answer them based on their own perspective
and perception, this research also includes a qualitative research.
The research methodology is described as follows:
1. Reading and discussion of literature related to the project and projects
problematic.
2. Recollection and analysis of information related to the companies to be
researched.
3. Application of interviews to selected companies.
4. Discussion and interpretation of information compiled from researched
companies.
5. Comparative interpretation of cases of study.
6. Development of a fuzzy-neural tool for analyzing the risks of ERP
implementations.
7. Results validation of application of fuzzy-neural tool.
8. Doctoral thesis writing.

39

Pre-Project

REYES

References
Abbas, S. (2015). Factors Affecting ERP Implementation Success in Banking Sector of
Pakistan. International Review of Basic and Applied Sciences, 3 (7), pp. 79-90.
Retrieved Apr 3rd, 2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwi53uPOr
PnLAhVM7iYKHZMMBEEQFgghMAA&url=http%3A%2F%2Firbas.academyirmbr.com
%2Fpapers
%2F1440407884.pdf&usg=AFQjCNGfp2_T15t91Og3LqSkXgJCWnBbuw&bvm=bv.11
8443451,d.eWE
Accela (2014a). From planning to Permits, Zoning to Compliance. Research on the 50
largest U.S. cities use of automated land management systems. Retrieved January
20th, from http://www.accela.com/images/resources/whitepaper/CDG14_Research_Report_Accela_V.pdf
Accela (2015b). San Diego County, California, Migrates to Accela Civic Platform to
Improve Efficiency and Overall Customer Experience. Retrieved January 20th, from
http://accela.com/images/resources/success_stories/accela-case-study-civic-platform-san-diego-county.pdf

Afarieh, S., Alhaid, I., and AlMalahmeh, H. (2015). RELATIONSHIP BETWEEN

ORGANIZATIONAL FACTORS, TECHNOLOGICAL FACTORS AND ENTERPRISE
RESOURCE PLANNING SYSTEM IMPLEMENTATION. International Journal of
Managing Information Technology (IJMIT), 7 (1), pp. 1-16. Retrieved Apr 3rd, 2016
from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiMmJHW
qPnLAhUG0iYKHYDhAY0QFgghMAA&url=http%3A%2F%2Fairccse.org%2Fjournal
%2Fijmit%2Fpapers
%2F7115ijmit01.pdf&usg=AFQjCNHb2rO3kWVhMvJKxtppA2MJQdL9Q&bvm=bv.118443451,d.eWE

40

Pre-Project

REYES

Ainin, S., and Dezdar, S. (2011). The influence of organizational factors on successful
ERP implementation. Management Decision, 49 (6), pp. 911-926. Retrieved Apr 3rd,
2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjx9424qf
nLAhXD4iYKHRM0CikQFggfMAA&url=http%3A%2F%2Fwww.emeraldinsight.com
%2Fdoi%2Fabs%2F10.1108%2F00251741111143603&usg=AFQjCNHToxhF7AQQqyfSnFt_w4_3Tnirw&bvm=bv.118443451,d.eWE
Allen, D., Kern, T., & Havenhand, M. (2002). ERP critical success factors: an exploration
of the contextual factors in public sector institutions. 2002 HICSS Proceedings of the
35th Annual Hawaii International Conference on System Sciences, pp.3062-3071.
Retrieved January 20th, from IEEE Digital Library.
Apps run the World (2014). Top ERP applications Vendors and Market forecast 20132017. Retrieved January 20th, from
https://www.appsrunerp.com/features/downloadfile/pdfdownlaod/1392341650p100ERP.pdf

Asemil, A., Davarpanah, M. J., and Reza, M. M.(2010). A Comparative Study of Critical
Success Factors (CSFs) in Implementation of ERP in Developed and Developing
Countries. International Journal of Advancements in Computing Technology, 2 (5), pp.
99-110. Retrieved January 20th, from IEEE Digital Library.
Attila, S., Balzs, T., Orosz, I., & Orosz, T. (2012). Local Goverments-specific BPR miniproject with SAP applications. 2012 IEEE 10th International Symposium on Applied
Machine Intelligence and Informatics (SAMI), pp.119-123. Retrieved January 20th,
from.
Azani, M. H., Giri, Y. S., Nizar, A. H., & Wuri, P. H. (2013). Framework for Measuring
ERP Implementation Readiness in Small and Medium Enterprise (SME): A Case
Study in Software Developer Company.JOURNAL OF COMPUTERS, 8 (7), pp. 17771782.
Bajwa, D., Garcia, J., & Mooney, T. (2004). An integrative framework for the assimilation
of Enterprise Resource Planning Systems: phases, antecedents, and outcomes.
Journal of Computer Information Systems.
Batenburg, R., Catersels,R., & Helms, R. W. (2010). Exploring the gap between the
practical and theorical world of ERP implementations: results of a global survey. In
Proceedings of IV IFIP International Conference on Research and Practical Issues of
Enterprise Information Systems.Retrieved from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiw_MP32
M7MAhVIRiYKHVNADLsQFggiMAA&url=http%3A%2F%2Fwww.cs.uu.nl%2Fgroups
%2FOI%2Fdownloads%2Fcatersels
%2520paper.pdf&usg=AFQjCNHCXkQcDuwXSA0hoj9s8mxsFpcog&bvm=bv.121421273,d.eWE
Beheshti, H. M., Blaylock, B. K., Henderson, D. A., and Lollar, J. G. (2014). Selection
and critical success factors in successful ERP implementation. CompetitivJANss
Review, 24 (4), pp. 357 375. Retrieved January 20th, from IEEE Digital Library.
Camara, M. S., Kermad, L., and Mhamedi, A. E. (2006). Risk prediction in ERP
Projects: Classification of Reengineered Business Process. International Conference
on Computational Intelligence for Modelling Control and Automation,and International
Conference on Intelligent Agents,Web Technologies and Internet Commerce.
Retrieved January 20th, from .
Carlsson, F., Magnusson, J., & Nilsson, A. (2004). Forecasting ERP Implementation
Success -Towards a Grounded Framework. Paper presented at ECIS 2004
Proceedings. Paper 75.
Chan, T., Gable, G., and Sedera, P. (2003). Knowledge management for ERP success.
7th Pacific Asia Conference on Information Systems, 10 (13), pp. 1405-1420.

41

Pre-Project

REYES

Retrieved Apr 3rd, 2016 from http://www.google.com/url?

sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiRqtLopP
nLAhWLKCYKHcBAAKsQFgghMAA&url=http%3A%2F%2Faisel.aisnet.org%2Fcgi
%2Fviewcontent.cgi%3Farticle%3D1096%26context
%3Dpacis2003&usg=AFQjCNGurotA0YelvkHobrbqFDdJp3JtYg&bvm=bv.118443451,
d.eWE
Cheffi, W., Clegg, B., & Kumar, P. D. (2013). Risk management in enterprise resource
planning implementation: a new risk assessment framework.Production Planning &
Control, 24 (1), pp. 1-14. Retrieved from https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0ahUKEwjwhP2a1
s7MAhUCKCYKHSUbD3MQFgg0MAI&url=https%3A%2F%2Fresearch.aston.ac.uk
%2Fportal%2Ffiles
%2F10671585%2FRisk_management_in_enterprise_resource_planning_implementat
ion.pdf&usg=AFQjCNGVeinBysEPBxPddUbTaH8LBTBXPg&bvm=bv.121421273,d.e
WE
Chen, E., Faisal, F. M., and Shad, S. F. (2012). Performance Enhancement Factors of
ERP Projects in a Telecom Public Sector Organization of Pakistan: An Exploratory
Study. Retrieved Apr 3rd, 2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjj9Mzzo_
nLAhXHeCYKHSsGAO8QFgghMAA&url=http%3A%2F%2Farxiv.org%2Fpdf
%2F1207.2862&usg=AFQjCNHzeFyy1MxRVfQcAkIUZG6YBBUWg&bvm=bv.118443451,d.eWE
Chen, D. Q., Mocker, M., Preston, D. S., & Teubner, A. (2010). Information Systems
strategy: Reconceptualization, measurement, and implications. MIS Quarterly, 34 (2),
pp. 233-259. Retrieved January 20th, from EBSCO.
County of San Diego (2015). Awards and recognition. Retrieved January 20th, from
http://www.sandiegocounty.gov/cao/docs/Awards_101014.pdf
County of San Diego (2014). County of San Diego 2014 - 2017 INFORMATION
TECHNOLOGY STRATEGY. Retrieved January 20th, from
http://www.sandiegocounty.gov/cto/docs/it_strat_plan.pdf
Dawei, L. (2008). Models on Web-based information gap between e-goverment and
citizens. 2008 ISECS International Colloquium on Computing, Communication,
Control, and Management, 3, pp.156,160, 3-4. Retrieved January 20th, from .
Deloitte (s. f.). Your guide to a successful ERP journey. Pp. 1-15. Retrieved Apr 3rd,
2016 from from https://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwiphK2Rm
_nLAhUJJiYKHeYdBGcQFggcMAA&url=http%3A%2F%2Fwww2.deloitte.com
%2Fcontent%2Fdam%2FDeloitte%2Fpa%2FDocuments%2Fhuman-capital%2F201501-Pa-HumanCapTop10ChallengesERP.pdf&usg=AFQjCNE3dyC2CbTA3CyPg98vf2bt8bPL7Q&bvm=bv
.118443451,d.eWE
Esteves, J., & Pastor, J. A. (2002). A FRAMEWORK TO ANALYSE MOST CRITICAL
WORK PACKAGES IN ERP IMPLEMENTATION PROJECTS. Paper presented at
International Conference on Enterprise Information Systems (ICEIS).
Ferrario, L., & Montagna, J. M. (May, 2004). A FRAMEWORK TO ASSESS ERP
IMPLEMENTATION. Paper presented at Second World Conference on POM and 15th
Annual POM Conference: Enterprise Resource Planning. Cancn, Mxico.
Genesh, L., and Mehta, A. (2010). Critical success factors for successful enterprise
resource planning implementation at Indian SMEs. International Journal of Business,
Management and Social Sciences, 1 (1), pp. 65-78. Retrieved Apr 3rd, 2016 from
http://www.google.com/url?
42

Pre-Project

REYES

sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjHR76Wq
_nLAhVEOCYKHYWkCNIQFggfMAA&url=http%3A%2F%2Funpan1.un.org
%2Fintradoc%2Fgroups%2Fpublic%2Fdocuments%2Fapcity
%2Funpan050205.pdf&usg=AFQjCNEeN2BUwdiIt8sh0NCtVWgg1dXVpQ&bvm=bv.1
18443451,d.eWE
Government Finance Officers Association (2012). The real impact of ERP systems in the
Public sector. Pp. 2-12. Retrieved Apr 3rd, 2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwivoCTovnLAhVB2SYKHSS0D2oQFgghMAA&url=http%3A%2F
%2Fdownload.microsoft.com%2Fdownload%2F3%2F8%2F2%2F382a6117-f7014aca-bc1e-39dcfd21369e
%2Fgfoa2012_survey_final.pdf&usg=AFQjCNH6VCricsi0kXchOtozDy3XWZjFiQ&bvm
=bv.118443451,d.eWE
Govindaraju, R. (2012). Enterprise Systems Implementation Framework:an
organisational perspective. Procedia - Social and Behavioral Sciences, 65, pp. 473
478.
GovTech (2015). 13th Annual Digital Counties Survey 2015 Results. Retrieved
January 20th, from http://www.govtech.com/dc/digital-counties/13th-Annual-Digital-Counties-Survey-2015.html
Hall, B. S. (2013). It's Time To Hack City Hall. Retrieved January 20th, from
http://readwrite.com/2013/06/25/its-time-to-hack-city-hall

Hanafizadeh, P., & Zare, A. R. (2011). A McKinsey 7S Model-Based Framework for ERP
Readiness Assessment. International Journal of Enterprise Information Systems, 7(4),
pp. 23-63. Retrieved from
https://www.researchgate.net/publication/220527074_A_McKinsey_7S_ModelBased_Framework_for_ERP_Readiness_Assessment
Hou, L. (2012). The System Dynamics Analysis of the Enterprise ERP Project. Retrieved
January 20th, from .
Hsing, H., and Wang, J. (2014). Factors of Affecting Internal Control Benefits under ERP
System An Empirical Study in Taiwan. International Business Research, 7 (4), pp. 3143. Retrieved Apr 3rd, 2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwi4a2PrvnLAhWE5yYKHaDTDTAQFggfMAA&url=http%3A%2F%2Fwww.ccsenet.org
%2Fjournal%2Findex.php%2Fibr%2Farticle%2Fview
%2F35382&usg=AFQjCNHNPmnPqP5VDZYKtQqVI3CklFNDWg&bvm=bv.118443451
,d.eWE
Irani, Z., Love, P.E.D., & Themistocleous, M. (2005). Developing E-Government
Integrated Infrastructures: A Case Study. HICSS '05 Proceedings of the 38th Annual
Hawaii International Conference on System Sciences, pp.228,228, 03-06. Retrieved
January 20th, from IEEE Digital Library.
Iranmanesh, S. H., Khodadadi, S. B., and Yaghoubi-Panah, M. (2011). A Framework of
Fuzzy Neural Network Expert System for Risk Assessment of ERP Projects. Pp. 118122. Retrieved January 20th, from IEEE Digital Library.
Jeyaraj, A., & Sethi, V. (2008, March). TRADITIONAL AND MODERN
METHODOLOGIES IN ERP SYSTEMS IMPLEMENTATION USING MICROSOFT
DYNAMICS GP. Paper presented at Proceedings of the Southern Association for
Information Systems Conference, Richmond, VA, USA.
Kansal, V. (2007). Systemic analysis for inter-relation of identified critical success factors
in Enterprise Systems Projects. Contemporary Management Research, 3 (4), pp. 331346. Retrieved Apr 3rd, 2016 from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=2&cad=rja&uact=8&ved=0ahUKEwip2tSofnLAhWEJCYKHStKDrsQFggsMAE&url=http%3A%2F%2Fwww.cmr-journal.org

43

Pre-Project

REYES

%2Farticle%2Fdownload%2F746%2F1868&usg=AFQjCNE76LHdD1bgLegzNqvKUPvLJpVEg&bvm=bv.118443451,d.eWE
Kelemen, R. (2014). ERP Systems in Public Sector. MIPRO 2014, pp. 1537-1543.
Retrieved January 20th, from .
Kraemmergaard, P., & Moller, C. (2000). A Research Framework for Studying the
Implementation of Enterprise Resource Planning (ERP) systems. Paper presented at
Proceedings of IRIS 23. Laboratorium for Interaction Technology, University of
Trollhttan Uddevalla, 2000. L. Svensson, U. Snis, C. Srensen, H. Fgerlind, T.
Lindroth, M. Magnusson, C. stlund (eds.).
Kumar, U., Kumar, V., and Maheshwari, B. (2008). HOW PERCEIVED
TECHNOLOGICAL AND PEOPLE-RELATED CHARACTERISTICS OF AN
ORGANIZATION AFFECT SUCCESS IN INSTITUTIONALIZING ERP SYSTEMS? Pp.
162-179. Retrieved Apr 3rd, 2016 from
http://ojs.acadiau.ca/index.php/ASAC/article/download/776/673
Kwahk, K., & Lee, J. (2008). The role of readiness for change in ERP implementation:
Theorical bases and empirical validation. Information & Management, 45, pp. 474481. Retrieved from
https://biz1.korea.ac.kr/ibre/sites/korea.ac.kr.ibre/files/articles/84.pdf
Lee, C., Tsui, H, & Yao, C. (2010). E-government, politics and Web 2.0. 4th International
Conference on New Trends in Information Science and Service Science (NISS), pp.
687-691. Retrieved January 20th, from IEEE Digital Library.
Lpez, C., and Salmern, J. L. (2012). Forecasting Risk Impact on ERP Maintenance
with Augmented Fuzzy Cognitive Maps. IEEE TRANSACTIONS ON SOFTWARE
ENGINEERING, 38 (2), pp. 439-452. Retrieved January 20th, from .
Lutovac, M., & Manojlov, D. (2012).The Successful Methodology for Enterprise
Resource Planning (ERP) Implementation. Journal of Modern Accounting and
Auditing, 8 (12), pp. 1838-1847.
Mikuli, Z., and Urem, F. (2010). Using NHPP model for ERP software module reliability
growth. MIPRO, pp. 414-417. Retrieved January 20th, from .
Moalagh, M., & Zare, A. R. (2013). Developing a practical framework for assessing ERP
post-implementations success using fuzzy analytic network process. International
Journal of Production Research, 51 (4), pp. 1236-1257. Retrieved from
https://www.researchgate.net/profile/Ahad_Zare_Ravasan/publication/248541318_Devel
oping_a_practical_framework_for_assessing_ERP_postimplementation_success_using_fuzzy_analytic_network_process/links/55477a590cf2
e2031b36ba10.pdf?
origin=publication_detail&ev=pub_int_prw_xdl&msrp=Rnjx50r4gkeP_He98viZlVsxlmGrkmyGPM2i8iWeIY4eFtOtXBYDpqaJJMtR5qVhX_u9_xdz2Br5lO31w_65e
u_7P1R87tnVAMajjjPC7o.cXEnCrGec-VzmCZUAX4sBylBvEG_LOyYmDzTvLDA9hpoFDnheLbTYTrV1i3E-I5wrAFHRXdb0V9OMneI0Pw.TBXiRM5pUeUeV2LVx2VdCtn1hdNiG5d8wsZmrJErdIf47Qzyi48TEMDnyiUmQdFB2I4ED2LoKTrUuYvJQ1vxg
Mwirigi, F. M., and Njihia, E. (2014). The effects of Enterprise Resource Planning
systems on firms performance: A survey of commercial banks in Kenya. International
Journal of Business andf Commerce, 3 (8), pp. 120-129. Retrieved Apr 3rd, 2016 from
http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwimoz8ovnLAhXI5iYKHYlECMkQFgggMAA&url=http%3A%2F%2Fwww.ijbcnet.com
%2F3-8%2FIJBC-143812.pdf&usg=AFQjCNHJXW5WGAsxCLf3hhBHyQUHMpyMog&bvm=bv.118443451,d.
eWE
44

Pre-Project

REYES

Myoung, H. P. (2015). Should E-government be Transformational and Participatory? An

Essay on E-government in the Utilitarian Mode of Information Technology Use. 48th
Hawaii International Conference on System Sciences (HICSS), pp.2476,2485, 5-8.
Retrieved January 20th, from . IEEE Digital Library.
NACO (2011). Expanding mobility. The County of San Diego improves its mobility work
force with persistent connectivity. Retrieved January 20th, from
http://www.naco.org/sites/default/files/documents/San%20Diego%20County%20Expanding%20Mobility.pdf

Obk, I., and Ziemba, E. (2013). Critical Success Factors for ERP Systems
Implementation in Public Administration. Interdisciplinary Journal of Information,
Knowledge, and Management, 8, pp. 1-19. Retrieved Apr 3rd, 2016 from
http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjuxvbDqv
nLAhWCbSYKHQk6AqsQFggfMAA&url=http%3A%2F%2Fwww.ijikm.org
%2FVolume8%2FIJIKMv8p001019ZiembaFT85.pdf&usg=AFQjCNE44u8DqEjDc6NBOpQ3no8RI8Q9EQ&bvm=bv.11
8443451,d.eWE
Ozcan, G., & Yilmaz, Y. (2011). Implementing ERP-systems with accelerated ERP more
efficient and quickly - a best practice. JOURNAL OF SYSTEMS INTEGRATION, pp
28-37.
Rabaai, A. (2009). THE IMPACT OF ORGANISATIONAL CULTURE ON ERP SYSTEMS
IMPLEMENTATION: LESSONS FROM JORDAN. Pacific Asia Conference on
Information Systems (PACIS). Retrieved Apr 3rd, 2016 from
http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved=0ahUKEwiniJbvq_n
LAhWG7iYKHU3oAZAQFggyMAI&url=http%3A%2F%2Feprints.qut.edu.au
%2F29838%2F1%2FTHE_IMPACT_OF_ORGANISATIONAL_CULTURE_ON_ERP_S
YSTEMS_IMPLEMENTATION.pdf&usg=AFQjCNFxYtSLwWdwPTMOgqxPtd8RrWCf6
w&bvm=bv.118443451,d.eWE
Rouhania, S., and Zare, A. R. (2013). ERP success prediction: An artificial neural
network approach. Scientia Iranica, 20 (3), pp. 9921001. Retrieved Apr 3rd, 2016
from http://www.sciencedirect.com/science/article/pii/S1026309812002684/pdfft?
md5=012e8202ec54743da3fdb5bc726577b8&pid=1-s2.0-S1026309812002684main.pdf
Seo, G. (2013). Challenges in Implementing Enterprise Resource Planning (ERP)
System in Large Organizations: Similarities and Differences Between Corporate and
University Environment. (Master's thesis). Massachusetts Institute of Technology,
Cambridge, MA.
Stiles, J. (2014). What Does the Civic Platform Mean to Me? Retrieved January 20th,
from https://www.accela.com/easyblog/entry/what-does-the-civic-platform-mean-tome
Sumner, M. (2000). Risk factors in enterprise-wide/ERP projects. Journal of Information
Technology, 15, pp. 317-327. Retrieved from http://www.google.com/url?
sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjcgdeW1
c7MAhWJJCYKHUhPCx0QFggfMAA&url=http%3A%2F
%2Fwww.siue.edu%2Fmobile%2Fbusiness%2Fcmis%2Fmsumner%2Fpdf
%2FRiskFactorsERPSumner.pdf&usg=AFQjCNGNlQnR4BlOqwL5rohkcqnt0wRag&bvm=bv.121421273,d.eWE
Wanjiru, J. K. (2013). FACTORS AFFECTING THE IMPLEMENTATION OF
ENTERPRISE RESOURCE PLANNING IN STATE CORPORATIONS: A CASE
STUDY OF NAIROBI CITY WATER AND SEWERAGE COMPANY.
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS,

45

Pre-Project

REYES

5 (8), pp. 23-55. Retrieved Apr 3rd, 2016 from http://www.google.com/url?

sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwidoe2hrfn
LAhXEbSYKHUDYCGQQFggcMAA&url=http%3A%2F%2Fjournalarchieves36.webs.com%2F2355dec.pdf&usg=AFQjCNHnPG8iUGVDSU6rdjKdmrr2ghtROg&bvm=bv.118443451,d.e
WE
Yesner, R. C. (2014). Civic Tech Fuels U.S. State and Local Government
Transformation. IDC Government Insights. Retrieved January 20th, from
http://www.accela.com/images/resources/whitepaper/idc-civic-tech-report.pdf
Yu, C. (2005). Causes influencing the efectiveness of the post-implementatioon ERP
system. Industrial Management & Data Systems, 105 (1), pp. 115-132. Retrieved Apr
3rd, 2016 from from http://www.emeraldinsight.com/doi/pdfplus/10.1108/02635570510575225

46