Section two: Discussion construct

This section further elaborates on the construct of discussion and the data collection process used for the research purposes.

5.3.1 The initial model

On the first day of discussion, an initial version of the ERP adoption model for midsize business was presented for a higher level (overview) discussion. The initial version represented a composition of ERP adoption stages and the factors influencing ERP at each stage of implementation. The ERP implementation stages and the factors impacting at each stage were provided as a baseline to initiate the discussion with experts. The ERP implementation stages - pre-planning, planning, setup and re-engineering, system design, construction, production installation, and ‘go live’ - were presented with the specific activities to be included in each stage. The inter-relationship between the factors and ERP implementation stages were presented in a diagrammatical form and the information regarding each factor - midsize business factors, organisational, technical and people factors - were presented separately. It was also indicated that, in most cases, ERP research had been described as factor-based research (Aladwani, 2001), primarily focused on identification of factors or variables critical for ERP implementations. Other aspects of ERP research focussed on implementation stages that help understand the procedural details of ERP implementations. In the analysis, the researcher integrated both approaches to create a thorough representation of the issues relating to ERP implementation and the impact on each process or activity included in ERP implementation.

The experts were asked to analyse the representation of factors in the model and their impact on the ERP implementation stages whilst discussing their relevance and significance to the overall ERP implementation in midsize businesses. The first page of the online discussion forum provided introductory information on the research background, its purpose and objectives. A definition of midsize business from the ERP perspective was also provided to ensure consistency in the interpretation of approaches being followed by different experts from around the world. The initial iteration of the ERP adoption model for midsize business is presented in Figure 5.2.

Figure 5.2: An initial model based on factors impacting on midsize business

Table 5.2: Content of literature based ERP adoption model for midsize business

Please note: The above presentation is the same as presented on page 106 (table 3.1)

Stages Bancroft et al. (1998) Parr et al. (2000) Activities Bancroft et al. (1998) Parr et al. (2000) Markus et al. (2000) Factors Organisational Aladwani (2001) People Aladwani (2001) Technical Aladwani (2001) Midsize business

Barad et al. (2001), Rao (2000), Gable (1999), Rovere (1996)

Pre-planning

•Business case development/ project charter

•Decisions leading to financial approval

•Identification of key stakeholders •Formation of steering committee

* Change strategies development;

* Risk management * Communication strategies

* Business & technology issues * Strategic management issues;

Planning

* ERP application selection * Project scope determination * Project team selection * Resource determination

* Change strategies development * Project management

* Risk Management

* Training strategies * Change management

* Time & cost of implementation

* Criteria of selecting an IS * Accurate information

* Limited resources (time, budget)

Setup and re-engineer

* Team structure & integration * Guiding principles

* Business process analysis * Installation of ERP app * BP mapping * Team training * Organisational resources * Organisational structure * Managerial style * Organisational ideology

* Staff attitude to change * Management attitude

* ERP complexity * In-house expertise * Cost of implementation

* Limited resources (budget, skill)

System design

* High level designing * Additional details for user acceptance * Interactive prototyping * User communication * Organisational resources * Communication * Coordination * Risk monitoring * Staff engagement * ERP complexity * In-house expertise * Cost of implementation

* Business & technology Issues;

Configuration and testing

* Comprehensive configuration * Real-time data in test instance * Build test interfaces

* Write & test reports * System & user testing

* Information system function * Communication

* Coordination

* Staff involvement

* ERP installation aspects * In-house expertise * Cost of implementation

* Limited resources (budget, skill)

Installation and ‘go live’ * Building network * Desktop installation * User training * System Support

* Change strategies (update) * Risk management (update)

* Staff attitude to change (update)

* Management attitude (update)

* ERP implementation issues (update)

* Business & technology issues (update)

* Strategic management issues (update);

5.3.2 The discussion structure

The discussion was conducted in five rounds, with each round completed in one week. In each week, a certain set of questions were asked to the panel members on different topics, related to the structure and presentation of the model content. The pattern of discussion was provided as follows:

• Week one: Introduction and general discussion on factors impacting on ERP implementation

• Week two: (Step one) ERP implementation processes and the activities in each process

• Week three: (Step two) Midsize business factors related to ERP implementation

• Week four: (Step three)Technical factors related to ERP implementation

• Week five: (Step four, five) Organisational and people factors related to ERP implementation.

Table 5.3 provides an overview of the discussion structure and the participation of experts at any given stage.

Table 5.3: Discussion structure and expert participation patter

Respo nse No

Expert Response

Week One Expert Response Week Two Expert Response Week Three Expert Response Week Four Expert Response Week Five

1. C 2. H 3. E 4. B 5. F 6. J 7. M 8. D End of week 1 9. C 10. C* 11. C** 12. H 13. B 14. E 15. M End of week 2 16. F H 17. D E 18. B 19. C 20. J 21. M End of week 3 22. D C 23. E 24. F 25. B 26. D 27. B* End of week 4 28. M C 29. B 30. H 31. E End of week 5 32. F 33. D 34. M

Note: The letters (A, B .... M) represent the expert’s ID; the number of asterisks (*) against each character represent the additional comments made by each expert during a given discussion week.

The topics for discussion were designed in accordance with the model pattern. However, experts were allowed to post comments on components of the model discussed in previous 147 | P a g e

weeks. Table 5.4 provides an encapsulated view of the total number of responses received from every expert in each week of the discussion. The table also provides the total number of responses received over the period of five weeks. For instance, during five weeks of discussion, a total of thirty-eight responses were posted by eight different experts. Some comments were comprehensive, covering most of the areas of discussion and some experts provided an opinion in a few lines. It was requested that all experts provide comments based on their area of expertise with regards to ERP implementation or ERP in midsize businesses.

Table 5.4: The number of responses received from each expert across the five weeks.

Week B C D E F H J M Total 1         8 2        9* 3        7 4       7 5        7 Total 6 7 5 5 4 4 2 5 38

Note: **Two of the experts provided comments more than once on two occasions.