By Mary C. Jones
Communications of the ACM,
Vol. 51 No. 10, Pages 113-116
Much has been written in the last few years about the success, or usually, failure of enterprise resource planning (ERP) projects. Many guidelines for success have been given including top management commitment, organizational change management initiatives, and comprehensive process mapping. Although these are all important components of an ERP project, little attention is given to the implementation project team itself.
The full text of this article is premium content
No entries found
Log in to Read the Full Article
Please select one of the options below for access to premium content and features.
Create a Web Account
If you are already an ACM member, Communications subscriber, or Digital Library subscriber, please set up a web account to access premium content on this site.
Join the ACM
Become a member to take full advantage of ACM's outstanding computing information resources, networking opportunities, and other benefits.
Subscribe to Communications of the ACM Magazine
Get full access to 50+ years of CACM content and receive the print version of the magazine monthly.
Purchase the Article
Non-members can purchase this article or a copy of the magazine in which it appears.