Success is the key-outcome of interest in our framework. The definition of success outcome:
• Multidimensional (Verschillende afdelingen)
• Dynamic concept (Dynamisch, wat je nu vindt hoeft niet over een half jaar nog zo te zijn)
• Relative (tijd)

There is a lack of consensus and clarity about the meaning of success.

Based on our observations of enterprise systems projects, we argue that a minimum set of success metrics includes the fellowing:

1. Project metrics
2. Early Operational Matrics
3. Longer-Term Business Metrics

To accommodate the multidimensionality and relativity of enterprise system success from the adopting organization’s perspective, we define a standard of optimal success, which refers to the best outcomes the organization could achieve with enterprise systems, give its business situation measured against a portfolio of project, early operational, and longer-term business results metrics.

1. Lack of “feature function fit”
2. Organisatie grootte, Strategische flexibiliteit, Decentralized decision-making style (Dell)
3. Toegankelijkheid van alternatieven (Data warehouse system, BI, middleware)
4. Costs, competitive advantage, resistance to change

1. Technical reasons (operating costs, Y2K)
2. Business reasons (one face to the customer)

Je hebt bij grote bedrijven te maken met 3 zaken, ten opzichte van kleine bedrijven:
• Fusies en overnames
• Internationaal
• One client vision

1. Integration, Enterprise Systems promise seamless integration of all the information flowing through a company. However, it is extremely important to note that achieving this integration depends on “configuring” (setting up) the system in particular ways.

2. Packages, Enterprise systems are commercial packages. The process of configuring an enterprise system for an organization differs substantially from software programming. Programming (new software functionality), Configuration (adapting the generic functionality of a package to the needs of a particular organization).

3. Best Practices, The vendors of Enterprise Systems have crafted what they claim to be “best practices”. Hier zal zeker BPR mee gepaard gaan, vóór, tijdens of na de implementatie van het system.

4. Some Assembly Required, At one level, the claim of enterprise systems to be “integrated” is wildly overstated. What is integrated is the software, not the computing platform on which it runs.

5. Evolving, Like all of IT enterprise systems are rapidly changing. Zowel op het gebied van architectuur, functionaliteit en de service die de systemen te bieden hebben.