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Enterprise Resource Planning Execution/Implementation Methodology Classification

Aiman J. Albarakati Published in Information Sciences

International Journal of Applied Information Systems
Year of Publication: 2015
© 2013 by IJAIS Journal
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  1. Aiman J Albarakati. Article: Enterprise Resource Planning Execution/Implementation Methodology Classification. International Journal of Applied Information Systems 8(5):20-24, March 2015. BibTeX

    	author = "Aiman J. Albarakati",
    	title = "Article: Enterprise Resource Planning Execution/Implementation Methodology Classification",
    	journal = "International Journal of Applied Information Systems",
    	year = 2015,
    	volume = 8,
    	number = 5,
    	pages = "20-24",
    	month = "March",
    	note = "Published by Foundation of Computer Science, New York, USA"


The ultimate ERP systems are venture/enterprise broad or extensive systems which, just because of their incorporation or assimilation, automate or mechanize all of a corporation or organization business developments. They have hastily turned out to be the de facto industry or engineering standard for substitution of heritage systems. Because there is proof that the irresistible preponderance of Enterprise Resource Planning accomplishments and executions surpass their finances and their time allotments, researchers have started to scrutinize Enterprise Resource Planning implementation/execution in Case Studies in order to endow with an implementation/execution framework/structure which capitalize on effectiveness. In this research we squabble that the notion of an Enterprise Resource Planning implementation or execution is not a generic or common concept/idea, and we present/current classification of Enterprise Resource Planning implementation groups. The proof for the classification/taxonomy is strained/drawn from earlier studies and from a sequence of prearranged discussions with practitioners who are specialist in Enterprise Resource Planning implementation/execution. We additional squabble/argue that accepting the diversities between these categories/groups is critical if researchers are to do case study research of Enterprise Resource Planning implementation; or else, contrasts are being crafted between Enterprise Resource Planning implementation/execution projects which are fundamentally disproportionate. Conclusions based on incommensurate cases are innately invalid. The classification of implementation categories/groups is also accessible as a tool for implementation managers to demarcate the range of an Enterprise Resource Planning implementation project prior to in vigor requirement of the development/plan processes or progressions.


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