Browsing by Author "Shakir, Maha"

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    Decision making in the evaluation, selection and implementation of ERP systems
    (Massey University, 2000) Shakir, Maha
    The evaluation, selection and implementation (ESI) of ERP systems involve making multiple decisions during the lifecycle of the ERP project. This study tries to map six models of decision-making to the ERP project lifecycle, which is conceptualized using case study data for a health service provider organization in New Zealand. ERP projects are deemed strategic projects for which success or failure has a great impact on the organization. Gaining an understanding of the decision-making process during the life of the project helps in better preparations and planning before and during each phase. Findings suggest that some decision-making models apply to the stages of evaluation, selection and implementation while others are missing. The three models that apply are the administrative, adaptive and political models. This study aids practitioners in better planning and implementation of ERP projects through better understanding the decision-making process. A benefit to academics is in providing new insights for ERP systems implementation, an area where little research is conducted.
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    An ES process framework for understanding the strategic decision making process of ES implementations
    (Massey University, 2001) Shakir, Maha
    Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners.
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    A process approach for understanding strategic enterprise system implementation decisions : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Information Systems at Massey University, Albany Campus, New Zealand
    (Massey University, 2004) Shakir, Maha
    Enterprise system (ES) implementation involves large investment of resources for a long period of time before business benefits can be realized, meaning the choice of system is one of the most critical decisions an organization makes. However, a right choice does not guarantee a successful working system because ES implementation is a complex and a dynamic process that involves a mix of technological and organizational decisions. These decisions cannot be structured and need to be revised and reformulated with the pace of implementation. As a result, the understanding of these decisions cannot be separated from the understanding of the implementation process. A review of the IS literature suggests that the dominant stream of strategic decision making (SDM) research follows a strategy formulation approach, while research into implementation of strategic IT decisions receives little attention. To fill this gap, this study takes the latter approach both to understand 15 key ES implementation decisions, and to establish a model for facilitating ES implementation that has both a theoretical and a practical significance. Using the multiple theoretical perspectives of SDM models and through two case studies of ES implementation, qualitative data on the SDM process pertaining to the 15 decisions was gathered to inductively develop a model of the ES implementation process as it unfolded over time. The SDM model reveals ES implementation as a four-phase process: (1) preparation, (2) design, (3) configuration, and (4) realization. For each phase of the model, key activities pertaining to the decision process for these 15 decisions that enabled implementation to move forward are described. Key words: Enterprise system (ES), enterprise resource planning (ERP), strategic decision-making (SDM), decisions models, process approach, case studies
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    The selection of case studies: strategies and their applications to IS implementation case studies
    (Massey University, 2002) Shakir, Maha
    Case study research by definition is well suited to the study of IS implementation, especially when context is important. Furthermore, its products are highly relevant and therefore they appeal to IS practitioners, an audience for which the IS literature has been critiqued of ignoring. While the value of single case research is methodologically viable in the study of critical cases, the multiple case study approach is believed to be more appropriate to the study of typical cases of IS implementations. However, the IS literature provides little guidance on strategies for case study selection, particularly for multiple case studies. More important, is the need to provide the rational for case selection that relates these suggested strategies to the particular objectives of the case research inquiry. The purpose of this study is to fill this gap by providing a review of strategies for single and multiple case study selection in the context of systems implementation. Furthermore, the application of these guidelines in a multiple case study of strategic decision making of enterprise systems implementations will be illustrated.