Critical success factors for enterprise resource planning system implementation in Qatar

Abstract

The purpose of this study is to examine the impact of project management planning processes (including team competency and business process re-engineering) and top management support on the success of enterprise resource planning (ERP) system implementation in Qatar. This study adopted a quantitative method to collect data through a survey from employees working in Qatari government ministries that implemented an ERP system in the last 10 years. Partial least square structural equation modeling analysis was used to test the relationship among variables. The findings revealed that project management, top management support and business process re-engineering make a significant contribution to the success of ERP implementation. However, team competency and composition had no significant effect on ERP implementation success. The study recommends that governmental agencies who are planning to implement a new ERP system should consider these factors during the early planning stages in order to successfully implement the system and avoid any delays or overspending in project delivery. - 2019, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. in terms of change management is ranked the highest because of the level of resistance employees exercise when a new ERP is adopted. Employees may push against change that the team's change management strategy can help resolve conflicts. Top management support comes as the second most significant reason after key users' competence. Although informants in Qatar confirmed the importance of top management support and team competencies as critical success factors, project management and business process re-engineering are not yet identified as critical. This study is the first to introduce these two variables along with team competency and top management support to test their effect on implementation success in Qatar.