Big-Bang ERP Implementation at a Global Company

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Author(s): Nava Pliskin (Ben-Gurion University of the Negev, Israel)and Marta Zarotski (Ben-Gurion University of the Negev, Israel)
Copyright: 2000
Pages: 22
Source title: Organizational Achievement and Failure in Information Technology Management
Source Author(s)/Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-878289-83-4.ch003

Keywords: Information Resources Management / Information Science Reference / Library & Information Science

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Abstract

Dead Sea Works is an international multi-firm producer of Potash and other chemicals whose sales for 1998 were about $500 million. In 1996, the Information Systems group convinced top management to pursue a big-bang ERP implementation of SAP R/3. To reduce project risk, risk management was practiced. First, only modules that matched the functionality of the then-existing systems were targeted, avoiding as much as possible software modifications and process reengineering. Second, a steering committee was set up to handle conflict resolution and set priorities throughout the project and top users were given responsibility with implementing modules within their respective functions. R/3 went into production on July 1, 1998, six months ahead of schedule and without exceeding the $4.95 million budget.

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