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Complexities, and some outright failures, with Enterprise Resource Planning (ERP) systems implementation have been well documented. The work described in this book empirically validated a model offering a systematic approach for successful ERP project management and achievement of business performance goals. Data collected from 217 organisations was analysed using structural equation modelling. Results show the need, at the adoption stage, to carefully analyse organisational readiness and the expected strategic value and quality of the ERP system. At the implementation stage project management and training are most crucial for success. Understanding is needed of the synergies among certain factors that have multiple influences across the different project stages, and also of the impact of a number of factors that can have two-way effects, where one needs to determine in which direction the effect is stronger.
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