Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects

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dc.contributor.advisor Boshoff, W.
dc.contributor.author Plotnikova, Svetlana en_ZA
dc.contributor.other University of Stellenbosch. Faculty of Economic and Management Sciences. Dept. of Accountancy.
dc.date.accessioned 2008-07-24T10:08:55Z en_ZA
dc.date.accessioned 2010-07-09T11:11:04Z
dc.date.available 2008-07-24T10:08:55Z en_ZA
dc.date.available 2010-07-09T11:11:04Z
dc.date.issued 2007-03 en_ZA
dc.identifier.uri http://hdl.handle.net/10019.1/3474
dc.description Thesis (MAcc (Accountancy))--University of Stellenbosch, 2007.
dc.description.abstract The successful implementation of an Enterprise Resource Planning (ERP) System can help an organisation to redefine its business processes and enhance its competitive advantage. An ERP System Implementation is a transformation project, which changes the way an organisation thinks and acts about its business. An ERP System implementation is also a complex endeavour, and as such, it requires rigorous risk management. The understanding and management of risks relevant to ERP System Implementation Projects are critical in order to ensure that the project delivers on its objectives within the specified budget and timelines, and eventually realises the envisaged business benefits. The purpose of this study is to discuss how key risks relevant to ERP System Implementation Projects could be addressed by applying project management disciplines derived from the PRINCE2 (PRojects IN Controlled Environment) project management methodology. This methodology was developed by the Office of Government Commerce in the United Kingdom. This study also provides a framework that could be applied at the outset and during an ERP System Implementation Project by business management, to understand the risks (“what could go wrong?”) and project management disciplines that should be applied to address these risks (“what must go right?”). This framework was derived by: • Identifying key risks relevant to ERP System Implementation Projects; • Mapping these key risks onto SAP Implementation phases to highlight where these risks could materialise in the SAP Implementation process; • Then mapping these key risks across PRINCE2 project management processes and SAP Implementation phases by creating the SAP Implementation Key Risks Map; and finally • Providing a detailed description of how to apply PRINCE2 project management disciplines to address each risk in the SAP Implementation Key Risks Map. en_ZA
dc.language.iso en en_ZA
dc.publisher Stellenbosch : University of Stellenbosch
dc.subject Management information systems en
dc.subject Business enterprises -- Computer networks -- Management en
dc.subject Business planning en
dc.subject Project management en
dc.subject Risk management en
dc.subject Enterprise resource planning systems -- Implementation en
dc.subject Dissertations -- Accountancy en
dc.subject Theses -- Accountancy en
dc.title Applying PRINCE2 project management disciplines to address key risks in ERP System Implementation Projects en_ZA
dc.type Thesis en_ZA
dc.rights.holder University of Stellenbosch


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