Business leaders use enterprise resource planning (ERP) to integrate and streamline business functions and processes. Each year, the majority of these projects fail due to project managers’ ineffective management of the project scope. The successful implementation of ERP software enhances the flow of information in organizations and tends to improve the performance of employees and job satisfaction, resulting in improved sustainability and profitability. The Leavitt organizational change management model was used as the conceptual framework for this multiple-case study. The purpose of the study was to explore the strategies project managers in the energy sector used to implement successful ERP projects. The target population included 3 project managers from 3 energy-sector companies in the Greater Accra region of Ghana and the Nairobi region of Kenya who have successfully implemented ERP projects. Data were collected using face-to-face, semistructured interviews. Data analysis consisted of reviewing interview transcripts, grouping the data into themes, and interpreting the meaning of the themes and data. The 5 main emerging thematic categories encompass the strategies shared by the 3 participants, which were competency of the project managers, competency of the project team members, the involvement of the stakeholders, strategic practices employed and followed, and other strategies for improvement. From the perspective of positive social change, the findings of this study may provide insight that business leaders can use to improve the performance of their firms, enhance sustainability and profitability, and create employment opportunities for the community.
|Advisor:||Vadell, Jamiel, Truitt, Tim|
|Commitee:||Knight, Matthew, Garfield, Jan|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 81/2(E), Dissertation Abstracts International|
|Keywords:||Change management, ERP, Project management, Project managers, Stakeholders|
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