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This paper examines the implementation of ERP systems in small/medium-sized enterprises in South East Queensland, Australia. Nine case studies were conducted to determine factors for success or failure in the implementations, Key success factors identified included cross-functional team approaches, organisational experience of similar scale IT or organisational change projects, and 'deep' understanding of the key issues relating to ERP implementations. Failure factors identified included top-down or consultant driven implementations, IT department driven implementations, or implementations where the ERP is seen as a quick technological fix to problems within the operation of the firm, rather than as a strategic investment.
Alex Marsh (Mon,) studied this question.
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