Bibliographic citations
Piminchumo, J., (2015). Propuesta metodológica ágil para la implantación de ERP en las universidades de Trujillo [Tesis, Universidad Privada Antenor Orrego - UPAO]. https://hdl.handle.net/20.500.12759/3426
Piminchumo, J., Propuesta metodológica ágil para la implantación de ERP en las universidades de Trujillo [Tesis]. : Universidad Privada Antenor Orrego - UPAO; 2015. https://hdl.handle.net/20.500.12759/3426
@mastersthesis{renati/376653,
title = "Propuesta metodológica ágil para la implantación de ERP en las universidades de Trujillo",
author = "Piminchumo Flores, Jorge Luis",
publisher = "Universidad Privada Antenor Orrego - UPAO",
year = "2015"
}
There are diversity of Enterprises Systems or Enterprise Resources Planning (ERP) grouped in property and Open Source, both cases about 75% of investment is allocated to the implementation process, this amounts usually represent a significant outlay for universities, in most projects the ERP’s vendors becomes a strategic partner, this means that the company should have the necessary assistance in most cases for more than five years period; average time given the ROI (Rate of Investment). Between the main problems identified in ERP implementation projects are the deficiency implementation methodology that integrates the different issues and involved in the process of implementation, poor project management and high resistance to change. The main ERP´s solutions implemented in Peru are SAP ERP, ERP PeopleSoft, Microsoft Dynamic, Oracle E-Business Suite all oriented to business management. The universities of Trujillo have several information systems: own systems and ERP systems, such as: Banner ERP, PeopleSoft ERP, ERP University, Spring ERP, ERP Aditiva. The ERP’s implementation agile methodology proposal manages five processes: initiation, business modeling, customization, pre-production and go live, and 4 dimensions: functional, technical, project and quality; pretending to manages all processes in ERP’s implementation projects in a flexible manner. To evaluate the process of implementing ERP were identified 13 Critical Success Factors (CSF), the most important are the implementation methodology, project management, process reengineering and customization system; and 76 CSF indicators. To validate the results are subjected to expert judgment (9 experts) the evaluation of 76 indicators in the 13 Critical Success Factors of ERP implementation projects, obtained in 57 of them that are in favor of the proposed methodology, 9 are not in favor and 10 equal. And the results of the difference of the average of the CSF which were simulated if it has been applied the proposed methodology compared to the averages of the CSF in their methodology currently applying for a project to implement ERP, show an improvement with proposed methodology since the average is 4.1085 compared to 3.6385 methodology currently applied by the experts.
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