I provided some context and I am sorry if the email is far too long. I listened to the Firmsconsulting podcasts and articles I like the honest views provided. I started casing about 6 months ago and completed about cases with casing partners in my consulting club and over the internet. I bought several books and other programs.
Al- though, ERP systems can bring many benefits to organizations, the high failure rate is a ma- jor concern Davenport, Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. These statistics imply that ERP projects are one of the most difficult system development projects.
To avoid such costly failures, much effort has been done by researchers. Considering the importance of ERP, some works conducted in this area are reviewed here. They showed that most of the literature published prior to focused on implementation approaches.
Other studies conducted considering categories proposed by Esteves and Pastor approved these results and suggested that literature on implementa- tion dominates others, i. So, it is clear that there is a dearth of studies in the pre-implementation phases such as ERP selection, readiness assess- ments, ERP acquisition planning, etc.
Thus, the aim of this paper is introducing the concept of ERA and developing and validating a practical framework for such an assessment. In practice, the results of the paper would en- able managers to achieve a comprehensive understanding of ERP project and help them to make a proper decision on initiating the ERP project.
In addition, they would be aware of their weakness areas prior to project implementa- tion. Therefore, they can effectively manage the potential risks and costs associated with the project and avoid most of the challenges in later stages of the implementation.
Also, a brief review on avail- able renowned models in the field is presented.
Finally the most important factors in ERA are extracted from the most relevant literature and the conceptual framework is developed based on these factors. Failures of ERP implementation can be caused by multiple factors. However, there are extensive challenges in the implementation of ERP sys- tems which sometimes turn the project into a complete failure.
These challenges affect the success of ERP project in the implementation stage and must be identified at the beginning of the project to avoid potential risks in latter stages.
Thus, it would be necessary to assess and analyze the preparedness of an organization before initiating the project. Without proper readiness, the project probably fails or faces intensive challenges.
The model was created as a recognizable and easily remembered model in business. Table 1, summarizes the definition of the model elements. It is believed that for long-term benefit, these variables should be changed to become more congruent as a system. Effective organi- zations achieve a fit between these seven ele- ments.
The hard elements strategy, structure, and systems are feasible and easy to identify. Regarding the high capability of the 7S model to give a comprehensive view of every organization, authors have exploited the model in developing their conceptual framework.
This would help them have a proper and comprehen- sive look on organizational diverse dimensions and their associated factors.A Brief History of the 7-S ("McKinsey 7-S") Model I have always found that the 7-S framework offers a sound we develop an alliterative model—find stuff that began with "Ss" in this case.
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The McKinsey 7-S framework was developed by Tom Peters and Robert Waterman at McKinsey & Company.
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And we begin with McKinsey. McKinsey Global Institute Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy.