BPM based ERP implementation
In this research paper we take a look at Enterprise Resource Planning systems implementation from a
Business Process Management point of view. It attempts to improve ERP implementations, which are
often unsuccessful, with insight provided through the BPM Paradigm. This is done by looking at the
critical success factors of both methods, resulting in a new, combined, framework based on critical
success factors, for the implementation of ERP systems. We hope this framework will improve the
overall success of ERP implementations.
Enterprise resource planning (ERP) systems are enterprise wide, comprehensive software packages
that integrate processes and functions needed to run a company (Klaus, Rosemann, Gable, 2000).
Businesses started to recognize the need for such ERP systems in the early 1990’s, and these systems
are now the most important use of corporate information systems. The use of an ERP system is
nowadays seen as a ‘commodity’, and most companies have implemented some sort of ERP.
However, ninety percent of all ERP implementations still end up late, over budget or both; and half of
all implementations failed to achieve the desired results (Jarrar, Al-Mudimigh, Zairi, 2000). These
failures can be attributed to the extensive, complex, and integrated structure of ERP systems and the
lack of management and employees to conform to several critical success factors (CSF) during the
implementation (Idorn, 2008).
Earlier research looked at critical success factors, such as in Corbett and Finney (2007) and Jarrar, Al-
Mudimigh and Zairi (2000). Gulledge and Summer (2007) specifically looked at how existing
enterprise systems are aligned with business process management and view Business Process
Management (BPM) as a critical success factor for ERP implementations. Today, there is much
interest in BPM, an approach which primarily focuses on business processes. BPM systems (BPMS)
are systems that are based on BPM and allow modeling, execution, monitoring and representation of
business processes and rules. ERP has influenced BPM Systems as they are currently used, but at the
same time ERP may possibly benefit from BPMS project experiences.
In this research we want to compare BPMS implementations with ERP implementations. Taking CSFs
from both ERP implementations and BPMS implementation, we will look at how they differ and what
CSFs from BPMS implementations can be used in ERP implementations. Thus, creating a more
successful ERP implementation method based on CSFs of BPM. Taking the foregoing into account
and further taking the research of Gulledge and Summer (2007) this paper focuses on answering the
following research question:
“How can the use of a business process management based strategy for implementing enterprise
resource planning systems, improve the chances of a successful implementation?”