free travel

because of some accident happened yesterday, there will be free travel on friday.

and iphone 4 will come to Australia at the end of this month

ok, some essays of BAO 2208-COMPUTERISED ACCOUNTING INFORMATION SYSTEMS

totally 7 samples...

SAMPLE 1

Abstract


Based on the fiercer competition emerged with new economic conditions, utilization of computerized system is popular and common today. Since computerized systems have incomparable advantages to traditional systems. This essay is mainly about which critical successful factors addressed by Somers & Nelson(2001) should be emphasised during the process of the adoption of computerized system. In this essay, a review of the current literature relating to computerized systems was made. The case study “vicious and virtuous cycles in ERP implementation” written by H Akkermans & K van Helden was studied. Some other resources were coming from internet. After the analysis, the conclusion presents itself. I regard the clear objectives and goals; careful package selection; top management support; inter-departmental communication and cooperation, these four factors as the most critical for the success of adoption of computerized systems.


Introduction

There is no doubt that the development of computer speed up our rhythm and increase the work efficience. It is common to employ one or several computerized systems within a company to gain competitive advantages. Undeniable, compare to traditional systems, computerized systems got some distinct preponderance such as: Faster and efficient in processing of information, relatively cheaper than manual accounting system, more timely information can be produced, many types of useful reports can be generated for management to make decisions.(http://basiccollegeaccounting.com).

Nevertheless, while computerized systems have so many visible benefits if employed, several critical success factors still needs to be highlighted if we want the adoption for the computerized systems implemented properly. Briefly, the most important four critical success factors, or CSFs, are clear objectives and goals; careful package selection; top management support, interdepartmental communication and cooperation. Besides when these four CSFs be performed, the sequence should be the same as I just mentioned. Following on, I will make explanations in detail.

Clear objectives and goals

It has long been common knowledge that the first phase of an IT project should start with a conceotualisation of goals and ways to accomplish these(Cleland & King, 1983; Slevin & Pinto, 1987). A goal is a long-range aim for a specific period. An objective is a specific step, a milestone, which enables you to accomplish a goal. Poorly defined, or even non-existent goals and objectives for employees will cause unsuccessful systems implementation in all probability. To set up a eligible goal, here is a method used by instuctors to design lessons which I think is also suitable, only needs small changes. The ABCD method (Heinich, et al., 1996). In this system, the original meanings for "A" is for audience, "B" is for behavior, "C" for conditions and "D" for degree of mastery needed. In this case, we can regard ABCD as following.

1. Audience –which? Which computerized system you want to use?

2. Behavior – What? What do you expect it to be able to do?

3. Condition – How? Under what circumstances the systems should be used?

4. Degree – How well? how well will the behavior need to be performed, and to what level?

I think this method can be the principle when set down goals and objectives and the concrete standard should be “SMART” which stands for specific, measurable, attainable, relevant and timely. (Otilia Otlacan, 2005)

Careful package selection

As I refered last paragraph, choosing a proper computer system package is excessively critical for achieving the goal successfully.

But what type of system package you should “purchase”, I think there is no one definite answer. Just like the question what's the best car to buy? In order to answer, you would first need to ask yourself such as: How many passengers do you normally have? How much are you willing to spend? What features are important to you? One of these considerations might outweigh all of the others. Once you have all the information, there might be two or three cars which meet your need. A similar set of questions and circumstances can be applied to selecting a system package. Take accounting systems as a example: There are several popular software package used around world, such as,MYOB(which is relatively simple) NetSuite, SAP, EPICOR, etc.

So, the principle is get a appropriate understand of your company's position first and then make clear your need. After checking out all possible alternatives, choose the one which can best fit your desire. Why I regard this is so important is because if the wrong choices are made, and these choices have to be made very early on, the company faces either a misfit between package and business processed and stategy, or a need for major modifications, which are time-consuming, costly and risky(Janson & Subramanian,1996)

Top management support

Although I put this factor at the third place, I think it is the most important and most complicated part out of all the 22 factors. The reason is, this part usually involved the most powerful man in the company. Adopting a new system maybe a chance to make their capital increased, but on the other hand it also can be viewed as a threaten to the top manager. Therefore whether the tops have faith in employing a certain computerized system is the key point whether the system can be successfully implemented. So there is a saying: If you need it, you don’t deserve it(Myer, 2007).

If top management is not actively backing and all-pervasive project, there is little hope fot it. This is especially so in the early stages of some big project(Slevin & Pinto, 1986; Bingi et al, 1999). Obviously, resistance is unavoidable when making changes and it should the top managers’s responsibility performing their authority and prestige to solve such problems when it happens.

Only relying on top management support is not omnipotent. Middle management and other staff are at lease as important, but will play different roles.(Mumford, 1983; McKersie & Walton, 1991) Hence,in order to fully explore the potential ability of middle management, interdepartmental communication and cooperation are closely related.

Inter-Departmental Communication and Cooperation

Communication is the oil that keeps everything working properly(Schwalbe, 2000).

Clearly, that guy in the cartoon does not have enough “oil”---good communication channel with others, when events emerged, he even does not know whom he should speak to. At such a situation, we can not even think about the cooperation and efficience.

As I mentioned above, middle management should be a strong backup for the top management. Generally, a standard company should have at least 4 or 5 departments. when adopting a project like a computerized system, a company should be viewed as a whole, every major department would be involved in. Under this situation, only responsible for your own duty is not enough. Since the computerized system is new to all people, when whatever fault or successful experience emerged, it should solved by cooperation or shared bt all departments, and good communitcaion is the prerequisites to make this real. It is believed that the key to successful cooperation is ongoing, wide-ranging communication. Usually, personal conflict, phsical separation, short of time etc, can be the barriers of developing communication. To solve this, five approches can be considered: Identify What Information is Really Needed; Conduct Team Building with Department Heads; Reengineer Processes to Include Communication Components; Implement Job Rotation; Conduct the "JFK Communication Exercise(http://www.discoverysurveys.com)

Certainly, everybody knows good cooperation would lead to prductivity, it also can generate team morale and a good working atmosphere. These two treasure may bring big progress and help for the adoption of computerized system. All in all, good interdepartmental communication and coopertion are such like virtuous circles that would provide unmeasurable benefit for the operation of the order from top management.

Conclusion

All the stuff I discussed above is how to make this entire company’s issue face the least resistance when implementing by going though the four critical success factors properly and sequentially. Clear goals and objectives are like the order sent out by the brain: when you want to go? Careful package selection can be seen as how you can go there, by bus or by train? Top management support may be likened to the parents, whom you must get support from, because they have “money”. Inter-departmental communication and cooperation are just like your healthy. It’s the prerequisite that only when all organs work on well, you are not suffering from diarrhoea, you may be able to have a travel.

As Somers & Nelson(2001) listed, there are other 18 factors that can affect the consequences of the adoption of computerized system as well. Different people have different views, there is no rule which factor should be put at the first place. But then in my opinion, these four factors are the mainstay for the adoption of computerized system.

Bibliography

BINGI P, SHARMA MK and GODLA JK (1999) Critical issues affecting an ERP implementation. Information Systems Management 16, 7-14

BRUCE L. KATCHER. 2008. HOW TO IMPROVE INTERDEPARTMENTAL COMMUNICATION Retrieved April 22th, 2008, from http://www.discoverysurveys.com/articles/itw-017.html

CLELAND DI and KING WR(1983) Systems Analysis and Project Management. McGraw-Hill, New York, NY

HEINRICH, R., MOLENDA, M., RUSSELL, J.D., SMALDINO, S.E. (1996). Instructional Media and Technologies for Learning. Englewood Cliffs, NJ: Merrill

JANSON MA and SUBRAMANIAN A (1996) Packaged software:selection and implementation policies. INFOR 34. 133-151

MCKERSIE RB and WALTON RE (1991) Organizational Change. In The Corporation of the 1990s: Information Technology and Organizational Transformation ( Scott Morton MS, Ed), pp 244-277. Oxford University Press, New York.

MUMFORD E (1983) Designing Human Systems for New Technology. Manchester Business School, Manchester.

N DEAN MYER. 2007. CIO-Top Management Suppot. Retrieved April 22th, 2008, from http://www.cio.com.au/index.php/id;1332094453

OTILIA OTLACAN. (2005). Rules To Setting Business Goals And Objectives: When And How To Be Smart. Retrieved April 22th, 2008, from http://www.my1stbusiness.com/section/content.php?SectionId=2&SubsectionId=12&ContentId=903

SCHWALBE K (2000) Information Technology Project Management, Course Technology, Cambridge MA.

SLEVIN DP and PINTO JK (1986) Balancing strategy and stactics in project implementation. Sloan Management Review 29, 33-41

SLEVIN DP and PINTO JK (1987) The project implementation profile: new tool for project managers. Project Management Journal 17, 57-70

SOMERS TM and NELSON K(2001) The impact of critical success fators across the stages of enterprise resource planning implementations. Proceeding of the 34th Hawaii International Conference on Systems Sciences(HICSS-3), Janurary 3-6 Maui.Hawaii (CD-ROM)

No author name, 2006, Factors to consider when buying a small business accounting software. Retrieved April 22th, 2008, from, http://basiccollegeaccounting.com/factors-to-consider-when-buying-a-small-business-accounting-software/

SAMPLE 2
Abstract


Computerized records can save time by automatically issuing routine reports, improve work efficiency, improve interpersonal communication and ease collection and analysis of data for research which is an useful tool for companies reduce the cost and gain more profit. Managers also need computerized decision support and supporting technologies to do their jobs better. For a company, adopting the computerized system to get a competitive advantage is an intelligent method. The essay will emphasis on four critical successful factors during the process of the adoption of computerized system. These are clear objectives and goals, top management support, project management and project champion, which should be considered carefully during set up a successful computerized information system.

Introduction

The objective for every business is making profits, the fundamental requirements to achieve this is having competitive advantage. Currently, the adoption of computerized system is in a popular style, which replace the tradition system is becoming an inevitable trend. Without implementing a computerized system, certain competitive advantage will lose which means the business is going to lose money, even lead to a failure. Definitely, computerized system enjoys many advantages, which records can save time by automatically input routine reports and data, ease collection and analysis of data for research and ensure decision quality and decision making effectiveness. In addition, there are some essential critical factors to support the companies adopt a computerized information system. In this essay, I will demonstrate some important points in detail.

Clear goals and objectives

Set up the clear goals and the objective is the basic element for adopting and implementing a computerized information system successfully. Generally speaking, it has long been common knowledge that the first phase of an IT project should start with a conceptualization of goals and ways to accomplish these (Cleland & King, 1983; Slevin & Pinto, 1987). An objective is a way of knowing what action or plan is to be taken and identifying the expected results (http://www.careersonline.com.au/), which provides a set of directions so that making the decision will not be as complicated as when the goal is just being considered.

Once fix up the goals and objectives of adopting computerized system, the employee understand what they should accept and confrontation clearly. The correct decisions are made by employee means less work for managers. In a word, the clear objectives and goal could guild the employees’ behaviors. Furthermore, clear goals and objectives makes the relative activities and implement would run smoothly in the future, because the criteria is clear, which let both the manager and employee work in the same direction. That will reduce arguments in the performance process.

All in all, setting effective objectives is very important. The S.M.A.R.T method should be considered carefully. S.M.A.R.T refers to the acronym that describes the key characteristics of meaningful objectives, which are Specific (concrete, detailed, well defined), Measurable (numbers, quantity, comparison), Achievable (feasible, actionable), Realistic (considering resources) and Time-Bound (a defined time line) (http://www.thepracticeofleadership.net), which will benefit to the company in future.

Top management support

In order to success to adopt the computerized system, the top manager support is indispensable, even the most critical point. If there’s no support and commitment of the top management, no program can be completed smoothly. Top management support for introduce into a new technology not only influence the popularity of new technology, but also affected the work efficiency.

If top management is not actively backing and all-pervasive project, there is little hope for it. This is especially so in the early stages of some big project (Slevin & Pinto, 1986; Bingi et al, 1999). Obviously, when make changes in the whole company, resistance is unavoidable. That’s the time when top manager exert authority to coordinate the whole company reasonable.

Middle management and other staff are at least as important, but will play different roles (Mumford, 1983; McKersie & Walton, 1991). Only the support from the top manager is not enough, the detailed step of popularize computerized system rely mainly on the middle management and other staff to arrange and oversee. Hence, it will be easier to implement the computerized information system under the top management support.

Project Management

To a company, adopting a computerized system is a complex work which will involve almost every department and it indicates the project would be complicated and involved numbers of details. It is essential that various details should be pay more attention as slight negligence may lead to great disaster. To resolve this problem, “a great amount of methodical planning and calculated management” is required (Soliman & Youssef, 1998 p.890).

As it defined, project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives (http://en.wikipedia.org/). It is said nothing can be accomplished without norms or standards. A successful project management can bring benefits by establishing certain reasonable rules then making everything in perfect order. That’s why an outstanding project management is so vital. It has long been a common knowledge that the first step of project management is making an appropriate plan. For one thing, the plan should state the certain desired outcomes which applying to this particular circumstance, the goal is making the adoption successful. Considering the approach, the plan should be set down by interviewing relative principals and approved by the top manager in advance.

A clear idea of the scope of the project is important as well. Be clear about what tasks are beyond the scope of the project can avoid wasting of time and resources. To ensure every effort is not useless, a project summary statement which identifies issues need to be addressed is necessary. Following on, a clear and methodical schedule is helpful to fulfill the requirement of the project. It can assure the process goes on in the perfect order by identify prioritize tasks and assign start and stop dates to each task. These are the benefits from the organizing function of the project management. As regards of resource, it can refer to the regular types: money, people, materials, energy and some intangible stuff like space, communication, motivation (http://en.wikipedia.org/).As a excellent project management would optimize the allocation of the resource, in order to make the adoption of computerized system successfully, project management can not be absent. Like what Macredie and Sandom said (1999), “some degree of improvisation may also need to be part of the skill set of the project manager.”

Project champion

“The success of technological innovations has often been linked to the presence of a champion, who performs the crucial functions of transformational leadership, facilitation, and marketing the project to the users” (Beath, 1991; quoted from Somers & Nelson, 2001). The project champion is an individual person with a vested interest in the project, he may be the person who initiates the project, or may have high-level oversight, or may be the project leader.

The champion is the core of a project team. In some way, he is more like a spiritual leader rather a technological expert in the project team. Once a project loses its champion, progress may be put off or the project may be in hot water due to lack of leadership. Even worse, the project may become an army waiting to be took in and commanded by the new leadership. Once the implementation of adopting a computerized system has began, it can not be reworked, and for an individual company the funds for a specific project usually can not be reallocated to other projects once it started. So the competence of the project champion is very important. Put the importance of the project champion aside, there are several characteristics a champion should exhibit in order to be a qualified leader. Influence: The individual needs to carry weight in organizational decision-making. That's why you'll find most successful project champions in mid- to senior-level management.

Proactive ness: This person must be someone who will be diligent when actively pursuing project support within the organization. Relations: Successful champions are skilled relationship managers and bridge builders. Rising star or VIP: Many successful champions are current employees whose careers are on the rise or who are already organizational leaders (http://www.builderau.com.au). Altogether, there is an axiom in project management circles is "If you don't have a project champion, you don't have a project." In other words, if there isn't someone in your organization who is actively promoting, supporting, and advocating the benefits of your project, your project may be at risk (http://www.builderau.com.au).

Conclusion

To conclude, as the technology develops dramatically, the computerized information system is adopted by many firms to improve the effectiveness and efficiency, which can provide the users with reliable information in a quick and convenient way. There are four critical success factors, which important to assist the computerized information system to be successful, have introduced in this essay: the clear goal and objectives ensure the manager and employee work to the same direction, top manager support makes the new program put in practice smoothly, project management can coordinate the whole company to adopt the new technology and project champion can solve the concrete problem and argument in the project. It is important for the organization to consider there factors when they adopting the computerized information systems.

Bibliography

1. CLELAND DI and KING WR(1983) Systems Analysis and Project Management. McGraw-Hill, New York, NY

2. SLEVIN DP and PINTO JK (1987) The project implementation profile: new tool for project managers. Project Management Journal 17, 57-70

3. 1995, Setting Clear Objectives. Retrieved April 28th, 2008, from (http://www.careersonline.com.au/Articles/objectives.html)

4. 2006, Setting SMART Objectives. Retrieved April 28th, 2008, from (http://www.thepracticeofleadership.net/2006/03/11/setting-smart-objectives/)

5. BINGI P, SHARMA MK and GODLA JK (1999) Critical issues affecting an ERP implementation. Information Systems Management 16, 7-14

6. SLEVIN DP and PINTO JK (1986) Balancing strategy and stactics in project implementation. Sloan Management Review 29, 33-41

7. MCKERSIE RB and WALTON RE (1991) Organizational Change. In The Corporation of the 1990s: Information Technology and Organizational Transformation ( Scott Morton MS, Ed), pp 244-277. Oxford University Press, New York.

8. MUMFORD E (1983) Designing Human Systems for New Technology. Manchester Business School, Manchester.

9. Wikipedia. 2008. Project Management. Retrieved April 29th, 2008, from (http://en.wikipedia.org/wiki/Project_management)

10. Scott Withrow. 2004. How project champions can rally support for your team. Retrieved April 29th, 2008, from (http://www.builderau.com.au/strategy/projectmanagement/soa/How-project-champions-can-rally-support-for-your-team/0,339028292,339130323,00.html )

11. Soliman F and Youssef MA (1998) The role of SAP software in business process reengineering. International Journal of Production and Operations Management 19, 886–895.

12. SOMERS TM and NELSON K (2001) The impact JANSON MA and SUBRAMANIAN A (1996) Packaged software: selection and implementation policies. INFOR 34. 133-151

SAMPLE 3

Abstract


In the modern society, there are more and more organizations consider using the computerized information system to help their work. This is because the system can not only increase the efficiency of a project or a particular work in process, but also the effectiveness. There are many companies now using the computerized system to maintain and even to create the competitive advantages. Certainly, there are some essential critical factors to help the companies adopt a computerized information system. This article emphasis on four factors which are top management support, the clear goal and objectives, the business process reengineering, project management and discuss comprehensively how the factors help to set up a successful computerized information system.

Introduction

With the development of science and technology, the information system has changed a lot. When facing the today’s challenge business environment, it is important that a reliable system to manage the business. As well as the computer science has been familiar to officers and widely used, the computerized information system becomes more and more popular nowadays; although there is some security problems need to be solved such as the “hacks”, there are still more companies which considering about using the computerized information system with their daily business affairs. Not only because the computerized information system is efficiency when process the data and the information but also it coordinate the data, technology and human resources well. Certainly there are some critical successful factors to implement the computerized information system, such as the clear goals and objectives, top management support, business process reengineering (BPR), project management, etc. obviously there are more critical successful factors when implement or adopt a computerized system, but in the following I will emphasis on the listed critical successful factors and explain in detail.

Critical successful factors for computerized information system

Clear goals and objectives

The first critical successful factor is to set up the clear goals and the objectives for adopting and implementing a computerized information system. Generally speaking, goals have to do with the whole purpose of the entire computerized information system, and may be more qualitative in nature

First of all, to set up and implement computerized information system is not easy job, and obviously it costs a lot of money and time to work on it. If the goal and objective is not proper, it may lead to a waste of time and effort and will be a loss to the company.

Secondly, when the goal and objective is clearly set up, the relative series activities and implement would run smoothly in the future, because both the management and staff can make great effort on the computerized information system together. As well as the company’s strategy may be changed to adapt the new environmental of information technology. (Whisler. 1970)

To conclude, setting objectives is being crucial importance for the computerized information system and is the core criteria which influence the system. At the same time, when setting the objectives, “SMART” is considerable which is specific, measurable, attainable, relevant and timely. It will help with goal setting up. (http://www.teawithedge.com/ 2006))

Top management support

.The senior management which consists of the Office of the Provost, Office of the President and a Steering Committee co-chaired by the Director of Computer Centre and the Registrar plays a vital role in leading the organization and the employee, and there is no doubt that the top management support is equally vital in implementing a computerized information system. (https://staffweb.nus.edu.sg/ISIS/Newsroom/Issue_4/issue200604-1.htm 2005) (Al-Mashari M and Al-Mudimigh, 2003) After clarify the goal and objective of an entity, the following matter is the support from the top managers. If without the support and commitment of the top management, there is no program can be implementing truly successful. Another essential point is that with the support of the top management, there are fewer problems with the human capital and the financial resources. So, it will be easier to implement the computerized information system.

As well as, if there is no support of the top management, some business of the entity may delay, it is not good for the organization to carry on business. It may have the negative influence on schedule of some project, or even worse that it may have some bad influence of the goodwill of the company. Furthermore, the support of the top management can not only help and promote the company make plan, have appropriate strategy and then to carry out practice activities according to the plan and strategy, but also, it can positively influence the power and environment of the implement and stimulate the employee to innovate. The series of activities can facilitate the successful of the computerized information systems.

Business process reengineering (BPR)

After setting the goal and objective for company, the next critical factor is the business process reengineering (BPR).

A business process is defined as a series of activities which is corporative to solve a particular question. It has three types which are management processes, operational processes and supporting processes. (http://en.wikipedia.org/wiki/Business_process 2007 ) these three processes are influenced by each other to achieve the goal. Then the business process reengineering is first adopted in US in early 1990s, in order to achieve the competitive advantage. The business process reengineering (BPR) which is a useful management method emphasizes on the existing process in an organization to improve the efficiency and effective. (http://en.wikipedia.org/wiki/Business_process_reengineering 2006)

According to the computerized information system, as we know, some of the organizations always use the existing even the outmoded way to solve problem, not emphasis on the how the work should be properly done with the help of the computerized information system, so the information system can not do their best job with the existing system. But the situation will be different if the company uses the business process reengineering. After the redesign and improvement of the business process, it has more possibility that the computerized information system will come to expected results. As well as the enterprise resource planning (ERP) plays an important role in that process.

In a word, the business process reengineering is a essential because it can help the computerized information system to implement to achieve the goal better.

Project management

There are various reasons that the project management is a key factor for the computerized information systems. Simply, the project management is the controlled process of feasibility study, planning, executing, and closing down a project, even evaluation and maintenance. (http://www.cbu.edu/~lschmitt/I351/glossary.htm 2005)All of the activities are in order to make the all project being successful.

Due to the high development of business technology; the complexity of business also increases. To increase the competitive advantage, it is more important to develop complex product and system which involved with process, people and technology issues. So it is essential to introduce the project management to the computerized information system to handle with. (Tai-Yue, 2006)

To be specific, the ERP (enterprise resource planning) as one of the computerized information system may not be successful if the project management does not have specific and proper strategies. The most problem occurs in the ERP system is due to the lack of preparation and failure to understand what should be done about them. (Sammon et al, 2005) Even the issue of less awareness to the changes will be a problem. Because using the resources in a more efficiency and effective way, the project management can solve these issues to some degree.

In a word, the project management applies the technology, skills and techniques to meet the requirement of a particular project. It can deal with the complex combination of software, hardware, as well as some other resources in order to help the computerized information system to achieve a specific goal.

Conclusion

To conclude, the computerized information system is essential in order to provide the users with reliable information in a quick and convienent way. It is through the company and coordinates into all functions, such as the human resource, marketing, finance, etc. As the technology develops dramatically, the computerized information system is adopted by many firms to improve the effectiveness and efficiency. There some factors which is important to assist the computerized information system to be successful, such as the top management support, the clear goal and objectives, the business process reengineering, project management, outcomes, users, resources, etc. there are four factors being introduced in the article particular. In a word, the computerized information system is useful tool for company; especially there are some essential factors help with the set up of the system. It is important for the organization to consider there factors when they dealing with the computerized information systems.

Bibliography

1. Whisler, T. (1970) the impact of computers on organizations. New York: Praeger.

2. http://www.teawithedge.com accessed 2 Sep 2007

3. https://staffweb.nus.edu.sg/ISIS/Newsroom/Issue_4/issue200604-1.htm accessed 5 Sep 2007

4. Al-Mashari M, Al-Mudimigh A. ERP implementation: lessons from a case study. Infor-mation Technology & People 2003; 16(1): 21-33.

5. Archibald, A., Managing High-Technology Programs and Projects, 3rd Edition, Wiley (2003).

6. http://en.wikipedia.org/wiki/Business_process accessed 10 Sep 2007

7. http://en.wikipedia.org/wiki/Business_process_reengineering accessed 11 Sep 2007

8. http://www.cbu.edu/~lschmitt/I351/glossary.htm accessed 15 Sep 2007

9 Tai-Yue W. (2006) the value of profect management in high-tech and manufacturing operations. Journal of the Chinese Institute of Industrial Engineers, Vol. 23, No. 6, pp. 443-448

10. ADAM, A, SAMMON, D. CARTON, F. (2005) Project Managemen Issues in Implementing ERP – Towards an Approach more Suited to ERP Projects