Effective Use of Lessons Learned to Conduct the Project Review for ERP Implementation

Full Text (PDF, 969KB), PP.1-15

Views: 0 Downloads: 0

Author(s)

Atsushi Taniguchi 1,* Masahiko Onosato 1

1. Graduate School of Information Science and Technology, Hokkaido University, Sapporo 060-0814, Japan

* Corresponding author.

DOI: https://doi.org/10.5815/ijitcs.2018.05.01

Received: 22 Feb. 2018 / Revised: 12 Mar. 2018 / Accepted: 21 Mar. 2018 / Published: 8 May 2018

Index Terms

Lessons Learned, Project Review, Quality Audit, Project Management Information System, Independent Quality Reviewer, ERP Implementation, Solution Provider

Abstract

According to a recent study, it has been said that “lessons learned” is one of the most important and “value added” aspects of the project management lifecycle. However, it has been reported that it is often the most ignored part of finishing a project. Various reasons have been offered for this phenomenon. This article describes the systematic approach to initiate the project review on the specific project identified for requiring the formal quality audit based on the use of project management information system for having the execution date fixed by the independent quality reviewer with the project manager. Then, the project review process is started by retrieving the lessons learned data from the lessons learned repository, which were collected from the previous project reviews for the relevant ERP implementation projects, for the preparation of conducting the project document review and project stakeholder interviews. A case study methodology was applied to the historical lessons learned data of the ERP implementation projects conducted by the solution provider for their customers in the various industries in Japan, which were retrieved for a period of four years from 2014 to 2017 to analyze how the lessons learned collected from the project reviews of the earlier projects were reused in those of the succeeding projects conducted during the period. Use of lessons learned based on the past project review results was found to be effective in focusing on the specific areas projected for improvement during the processes of conducting the project document review and project stakeholder interviews, as well as putting together the practical recommendations for the findings to finalize the results of the project review, which were to be formally presented and submitted to the customer as the results of the quality audit.

Cite This Paper

Atsushi Taniguchi, Masahiko Onosato, "Effective Use of Lessons Learned to Conduct the Project Review for ERP Implementation", International Journal of Information Technology and Computer Science(IJITCS), Vol.10, No.5, pp.1-15, 2018. DOI:10.5815/ijitcs.2018.05.01

Reference

[1]M. S. Chaves, et al., “A New Approach to Managing Lessons Learned in PMBOK Process Groups: The Ballistic 2.0 Model,” International Journal of Information Systems and Project Management, Vol. 4, No. 1, 2016, 27-45. DOI: 10.12821/ijispm040102

[2]M. Hobday, “The Project-Based Organization: An Ideal Form for Managing Complex Products and Systems?” Research Policy, 29, 2000, 871-893.

[3]P. M. Carrillo, “Lessons Learned Practices in the Engineering, Procurement and Construction Sector,” Engineering, Construction and Architectural Management, 2005, 12 (3), 236-250.

[4]X. Ferrada, D. Nunez, A. Neyem, A. Serpell, M. Sepulveda, “A Lessons-Learned System for Construction Project Management: A Preliminary Application,” Procedia – Social and Behavioral Sciences, 226, 2016, 302-309. DOI: 10.1016/j.sbspro.2016.06.192

[5]F. O. Omotayo, “Knowledge Management as an Important Tool in Organizational Management: A Review of Literature,” Library Philosophy and Practice (e-journal), 2015, 1238.

[6]L. W. Walker, “Learning Lessons on Lessons Learned,” Paper presented at PMI® Global Congress 2008-North America, Denver, Co., 2008, Newton Square, PA: Project Management Institute.

[7]G. Disterer, “Management of Project Knowledge and Experiences,” Journal of Knowledge Management, Volume 6, Number 5, 2002, 512-520. DOI: 10.1108/13673270210450450

[8]P. Paranagamage, P. M. Carrillo, K. D. Ruikar, et al., “Lessons Learned Practices in the UK Construction Sector: Current Practice and Proposed Improvements,” Engineering Project Organization Journal, 2012, 2 (4), 216-230.

[9]A. Taniguchi, M. Onosato, “Use of Project Management Information System to Initiate the Quality Gate Process for ERP Implementation,” International Journal of Information Technology and Computer Science, 2017, Vol. 9, No. 12, 1-10. DOI: 10.5815/ijitcs.2017.12.01

[10]S. Berzisa, “Application of Project Management Information Systems in Efficiency Improvement of Quality Management System,” in Proceedings of the 10th International Scientific and Practical Conference on Environment. Technology. Resources, 2015, Volume III, 17-21. DOI: http://dx.doi.org/10.17770/etr2015vol3.173

[11]E. Sundqvist, F. Backlund, D. Chroneer, “What Is Project Efficiency and Effectiveness?” Procedia – Social and Behavioral Sciences, 119, 2014, 278-287. DOI: 10.1016/j.sbspro.2014.03.032

[12]H. A. Bilal, S. Amjad, M. Ilyas, “A Comparative Study of Global Software Development Tools Supporting Project Management Activities,” International Journal of Education and Management Engineering, 2017, 6, 32-39. DOI: 10.5815/ijeme.2017.06.04

[13]S. F. Rowe, S. Sikes, “Lessons Learned: Sharing the Knowledge,” Paper presented at PMI® Global Congress 2006-EMEA, Madrid, Spain, May 2006, Newtown Square, PA: Project Management Institute.

[14]S. F. Rowe, S. Sikes, “Lessons Learned: Taking It to the Next Level,” Paper presented at PMI® Global Congress 2006-North America, Seattle, WA, USA, October 2006.

[15]S. F. Rowe, “Lessons Learned: Taking It to the Next Level,” Paper presented at PMI® Global Congress 2007-EMEA, Budapest, Hungary, 2007, Newtown Square, PA: Project Management Institute.

[16]S. F. Rowe, “Lessons Learned: Applying Lessons Learned,” Paper presented at PMI® Global Congress 2008-EMEA, St. Julian’s, Malta, 2008, Newtown Square, PA: Project Management Institute.

[17]H. R. Kerzner, Ph.D., Project Management - Best Practices: Achieving Global Excellence, Third Edition, John Wiley & Sons, Inc., 207-211, 2014.

[18]M. R. J. Qureshi, A. M. Abdulkhalaq, “Increasing ERP Implementation Success Ratio by Focusing on Data Quality & User Participation,” International Journal of Information Engineering and Electronic Business, 2015, 3, 20-25. DOI: 10.5815/ijieeb.2015.03.03

[19]M. Antero, J. Hedman, S. Henningsson, “Sourcing Strategies to Keep up with Competition: The Case of SAP,” International Journal of Information Systems and Project Management, Vol. 2, No. 4, 2014, 61-74. DOI: 10.12821/ijispm020403

[20]M. Haddara, A. Elragal, “ERP Adoption Cost Factors Identification and Classification: A Study in SMEs,” International Journal of Information Systems and Project Management, Vol. 1, No. 2, 2013, 5-21. DOI: 10.12821/ijispm010201

[21]S. S. Zabukovsek, S. Bobek, “TAM-Based External Factors Related to ERP Solutions Acceptance in Organizations,” International Journal of Information Systems and Project Management, Vol. 1, No. 4, 2013, 25-38. DOI: 10.12821/ijispm010402

[22]S. Goyette, L. Cassivi, M. Courchesne, E. Elia, “The ERP Post-Implementation Stage: A Knowledge Transfer Challenge,” International Journal of Information Systems and Project Management, Vol. 3, No. 2, 2015, 5-19. DOI: 10.12821/ijispm030201

[23]T. Munkelt, S. Volker, “ERP Systems: Aspects of Selection, Implementation and Sustainable Operations,” International Journal of Information Systems and Project Management, Vol. 1, No. 2, 2013, 25-39. DOI: 10.12821/ijispm010202

[24]V. Hasheela-Mufeti, K. Smolander, “What Are the Requirements of a Successful ERP Implementation in SMEs? Special Focus on Southern Africa,” International Journal of Information Systems and Project Management, Vol. 5, No. 3, 2017, 5-20. DOI: 10.12821/ijispm050301

[25]Atsushi Taniguchi, Masahiko Onosato, "Effect of Continuous Improvement on the Reporting Quality of Project Management Information System for Project Management Success", International Journal of Information Technology and Computer Science(IJITCS), Vol.10, No.1, pp.1-15, 2018. DOI: 10.5815/ijitcs.2018.01.01

[26]Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition. PMI, 2004.

[27]E. Teller, “Lessons Learned on Conducting the Strategic Planning Progress for a Nonprofit: What Went Right and What Could Be Improved,” Journal for Nonprofit Management, Vol. 15, 2012, 50-64.

[28]S. Mclntyre, K. Dalkir, Perry Paul, I. C. Kitimbo, Utilizing Evidence-Based Lessons Learned for Enhanced Organizational Innovation and Change, IGI Global, 2015, 1-9.

[29]R. Weber, D. W. Aha, I. Becerra-Fernandez, “Intelligent Lessons Learned Systems,” International Journal of Expert Systems Research & Applications, Vol. 20, No. 1, 2001, 17-34.

[30]Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Sixth Edition. PMI, 2017-09-22.

[31]M. S. Chaves, G. S. Veronese, “Proposal to Manage Lessons Learned in Projects: Web 2.0 Technologies to Promote Innovation,” International Journal of Innovation, Sao Paulo, Vol. 2, No. 1, Jan/Jun 2014, 1-17.

[32]K. Jugdev, “Learning from Lessons Learned: Project Management Research Program,” American Journal of Economics and Business Administration, 4 (1): 13-22, 2012.

[33]T. Kotnour, “A Learning Framework for Project Management,” Project Management Journal, June 1999, 30 (2), 32-38.

[34]J. S. Busby, “An Assessment of Post-Project Reviews,” Project Management Journal, September 1999, 30 (3), 23-29.

[35]T. Dingsoyr, “Postmortem Reviews: Purpose and Approaches in Software Engineering,” Information and Software Technology, 47 (2005), 293-303.

[36]ISO, ISO 9001:2015 – Quality management systems – Requirements. Fifth edition, 2015-09-15.

[37]A. M. Qazi, S. Shahzadi, M. Humayun, “A Comparative Study of Software Inspection Techniques for Quality Perspective,” International Journal of Modern Education and Computer Science, 2016, 10, 9-16. DOI: 10.5815/ijmecs.2016.10.02

[38]S. Berzisa, “The Baseline Configuration of Project Management Information System,” Scientific Journal of Riga Technical University, Computer Science, 2009, Vol. 5, No. 40, 59-65.

[39]M. Light, B. Rosser, S. Hayward, Realizing the benefits of projects and portfolio management, Gartner, Research ID: G00125673, January 4, 2005, 1-31.

[40]L. Raymond, F. Bergeron, “Project Management Information Systems: An Empirical Study of Their Impact on Project Managers and Project Success,” International Journal of Project Management, 26 (2008), 213-220.

[41]S. Berzisa, “Application of Knowledge and Best Practices in Configuration of Project Management Information Systems,” Ph.D. Thesis, Riga Technical University, Latvia, 2012.

[42]S. Berzisa, “Project Management Knowledge Retrieval: Project Classification,” in Environment. Technology. Resources: Proceedings of 8th International Scientific and Practical Conference, June 20-22, 2011, Volume II, Vol. I, 33-39.

[43]B. El-Sharef, K. S. El-Kilany, “Process Modeling and Analysis of a Quality Management System for Higher Education,” in Proceedings of the World Congress on Engineering 2011, Vol. I, WCE 2011, July 6-8, 2011, London, U. K.

[44]L. Tsironis, A. Gentsos, V. Moustakis, “Empowerment the IDEF0 Modeling Language,” International Journal of Business and Management, May 2008, Vol. 3, No. 5, 109-118.