We understand the tangible benefits of ERP adoption. Will it be wiser to adopt the successful IS supported ERP modules that could be inherited for improving efficiency and productivity of government, be it national or international?
Yes, Oracle HRMS and financials was implemented in Uganda 2005- 8 for Ministry of Defence & Finance
Dear Dr. Harekrishna Misra:
you touched on an important topic for me. I was trying to work on a research with one of my students on ERP in public sector and could not find resources (previous research). Would you be kind and send to me any articles related.
ps have a look at our new COBRA analytic Framework(Analog to the qualitative SWOT). It was published in 2014 see link below
The cost and risk express efficiency while benefit and opportunity express effectiveness in a new index for satisfaction.
Dr. Osman, I could not see the link... I hope I am not missing any thing here
https://www.researchgate.net/publication/261371387_COBRA_framework_to_evaluate_e-government_services_A_citizen-centric_perspective
http://eujournal.org/index.php/esj/article/viewFile/3622/3421
Article COBRA framework to evaluate e-government services: A citizen...
The wisdom, wise or not wise, depend on how you conduct the due process of selecting the outstanding COTS software for government. First of all, you have to compare the current government business process with the feature offered by the COTS software. Commonly, you will find that the COTS software offers so many features which could be luxurious for government officer. However, most of the features do not comply with government business process. As a result, you have two options; changing the government business process to fit the COTS software or modifying the COTS software.
Changing the government business process is a kind of aligning the business process to the technology. There are some risks in that practice. First, technology has a limit on the capacity and the lifetime. This will lead to scalability risk. For example, when the organization has the high growth in the five years and needs to increase the capacity, the compatible hardware is discontinued. Secondly, technology is changed rapidly and driven by market while business process is changed moderately and driven by internal; reorganization, high growth, and leadership, or external; regulation, competitor, and economy. When the new technology released, there is a need to update the software. The update may change the system behavior, thus, requiring a training on the new system. Considering IT Governance practice, IT should align with the business process, not the other way around.
The second option is the modification of the COTS software. Frankly speaking, this practice would be painful; effort, money and time. However, it is depending on the scope of modification. Let's say that the COTS software is a right hand. It has five fingers. If these fingers represent the features of COTS software, we should identify the fingers which comply with current process. If there is only one finger left, I think it is not wise to forcefully adopt the COTS software. Hiring the ISV would be wiser. If there is only one finger that does not comply, it would be wise to give the COTS software a chance.
The common jargon for COTS Software is that the COTS software is proven already in industry, internationally. Many industries use the COTS software. Please bear in mind that in industry, they can choose the employee and the customer. Government, on the other hand, cannot choose the citizen.
Can you tell me is existing cases of applying COTS are reported in the literature? Or we are talking about any type of ERP....
Does anyone have resources of statistics related to the spread-out of ERP vender products among public sector institutions?
Dear Prof. Emad, as you mentioned on the previous answer, the literature about ERP in Public Sector is still very limited. What I told in my answer is mainly based on my experience in several audit assignments.
Some literature that I found are as follow (a kind of old literature):
http://ieeexplore.ieee.org/xpl/login.jsp?tp=&arnumber=994295&url=http%3A%2F%2Fieeexplore.ieee.org%2Fxpls%2Fabs_all.jsp%3Farnumber%3D994295
http://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=19928645&AN=32507427&h=2G5i3rfOKp0BhMKInMD837KNmuUwT%2beQsN8ka%2fQmUL55eZs2p72Qz32xZPi3P4YWYYjWAiBaxSArS7x9qlGUzw%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d19928645%26AN%3d32507427
Implementing ERP is a journey not a destination. Deloitte has been implementing ERP globally.
http://www2.deloitte.com/content/dam/Deloitte/pa/Documents/human-capital/2015-01-Pa-HumanCap-Top10ChallengesERP.pdf
Dear Dr. Pingky Dezar Zulkarnain... can you be kind and send to me the articles as I could not access them. I prefer my e-mail:
Thanks a lot
This call is for all researchers who have resources about this topic
Hi Harekrishna Misra,
I am trying to work with one of my PhD students on a research on ERP in public administration. We published the paper "Critical Success Factors for ERP Systems Implementation in Public Administration" (https://www.researchgate.net/publication/264707514_Critical_Success_Factors_for_ERP_Systems_Implementation_in_Public_Administration).
Some other paper are focused on risks and and change management in information systems projects for public organizations in Poland.
All the best,
Ewa
Article Critical Success Factors for ERP Systems Implementation in P...
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