Contributions of the Pmbok to the Project Management of an Erp System Implementation
The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have reveale...
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| Format: | article |
| Status: | Published version |
| Publication Date: | 2013 |
| Country: | Brasil |
| Institution: | Universidade Nove de Julho (UNINOVE) |
| Repository: | Revista Gestão e Projetos (GeP) |
| Language: | Portuguese |
| OAI Identifier: | oai:https://periodicos.uninove.br:article/10518 |
| Online Access: | https://periodicos.uninove.br/gep/article/view/10518 |
| Access Level: | Open access |
| Keyword: | Enterprise Resource Planning; Companies and Organizations: Projects at Ibico Portuguesa; Project Management Body of Knowledge (PMBoK); Stakeholders Enterprise Resource Planning; Companies and Organizations: Projects at Ibico Portuguesa; Project Management Body of Knowledge (PMBoK); Stakeholders. |
| Summary: | The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK), coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management. |
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