Global Journal of Computer Science and Technology, G: Interdisciplinary, Volume 23 Issue 1

business operations. However, since the countries underwent lockdowns, to get this requirement fulfilled, the only feasible option was to do the ERP implementations remotely. Several companies undertook this initiative in implementing ERP remotely. However, unlike the usual ERP implementation process, no physical meet ups were conducted between the project team of the ERP vendor company with the customer, nor the project team could physically visit the customer site for user trainings as usual. All the processes of the implementation were done remotely in the virtual setup. There is a plethora of past literature which discusses the importance and functionality of ERP systems (Ranjan & Jha, 2018; Saade & Nijher, 2016; Hwang, et al., 2015; Saini, et al., 2013). Although several research has been conducted to identify the critical success factors for ERP implementation, most of the studies have been conducted from the perspective of management. However, the literature's focus on users who are actively working with the established ERP system, rather than just top management and senior ranking executives, appears to be dubious (Saade & Nijher, 2016). Because the ERP implementation will primarily affect the changing nature of employees' tasks, it's necessary to establish the critical success factors for ERP implementation from the user's perspective (Saini, et al., 2013). Several previous studies have emphasized the relevance of assessing actual users' perceptions (Nah, et al., 2007). As a result of the Covid-19 pandemic, ERP implementation has grown more complex, and ERP software vendors have shifted to remote ERP implementations. While there are several studies on identifying CSFs in ERP implementation, there is a void in the literature on identifying CSFs in remote ERP implementation. According to the existing literature on critical success factors for ERP implementation, the factors vary depending on the circumstance. Based on the available literature, it is identified that from one geographical location to another geographical location, the factors that drive the successful ERP implementation are different. Moreover, from one situation to another situation these factors could be varied. Therefore, it is suggested that for more than 30 years, contingency theory has been the most prominent theory in the information systems literature (Donaldson, 2001). Although past literature has studied about the factors affecting successful ERP implementation in several geographical contexts, until the Covid-19 pandemic situation, almost all ERP implementations have been happening by having the ERP team physically present in the customer site. Therefore, based on the literature, it was found that, limited literature has been focused on remote ERP implementation. The current study tries to factors of remote ERP implementation during Covid-19 by taking Sri Lanka as a case study. II. O bjective The main objective of the study is to identify critical success factors of remote ERP implementation from system users’ perspective. III. L iterature R eview The right ERP system helps to boost the business and integrate the key business functions of a company (Jamie, 2013). Clare (2007), identifies a few controls that should be set up to keep consultants on task to work for the betterment of client organizations. Researchers looked at 18 factors in 10 different parts of the world, where commitment from the top management, and education & training emerged as the most important factors (Ngai et al. 2008). There are many reasons for customization like resistance to change, low project acceptance, lack of importance given to the implementers' recommendations, and lack of resistance to customization requests (Rothenberger & Srite., 2009). During the implementation of ERP, there are several parallel roll-out activities, so organizations should ascertain the complexity of the project, align the work with the organizational priorities and ensure strong integration with all modules (Ribbers & Schoo, 2002). Also, the role of a consultant is vital. Consultants should have extensive knowledge of the software to execute projects effectively (Ranjan & Jha, 2018). Ideally, the clients and consultants should agree on a single project implementation strategy for success (Chen, et al., 2009). As well as, consultants should analyze the multiple consequences of failure factors on project outcomes and assess the implications if the failure factors are not mitigated (Zare Ravasan & Mansouri, 2016). © 2023 Global Journals Global Journal of Computer Science and Technology Volume XXIII Issue I Version I 28 ( ) Year 2023 G bridge these gaps by identifying the critical success Various benefits have been demonstrated through the implementation of ERP, such as greater efficiency, improved communication and coordination, easier decision-making, better customer service and retention, increased financials, better asset management, and increased ease of use (Shang & Seddon, 2000). During ERP implementation phases, enterprises must focus on external factors (e.g., consultant and vendor commitment) and internal factors (e.g., project management). IT governance also plays a crucial role in enhancing the quality of ERP implementations (Scott & Vessey, 2000). According to the literature, roughly 70% of ERP projects fail to deliver their estimated benefits and three-quarters of ERP projects fail to succeed. In average, these projects run 178% over budget, take 2.5 times longer than originally estimated, and provide less than 30% of the anticipated benefits (Al-Mashari, 2002). Suraj (2013) stated that the estimated failure rate is 93% due to a poor-quality control system, which is abnormally high. Critical Success Factors of Remote ERP Implementation: From System Users’ Perspective