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

Table 1: Supportive Literature for CSFs Proposed CSFs Supportive Literature Top Management Commitment Persistent top management involvement (Ranjan & Jha, 2018) Top management support and commitment (Saade&Nijher, 2015) Support of top management (Shaul & Tauber, 2013) Change Management Cultural change readiness (Saade & Nijher, 2015) Organizational experience of major change (Shaul & Tauber, 2013) Change management programme (Nah, et al., 2007). Communication Open and transparent communication (Saade & Nijher, 2015) Enterprise-wide communication and cooperation (Dezdar & Ainin, 2011) Interdepartmental coordination for excellent communication (Chen, et al., 2009) Implementation Strategy Contingency plans (Saade & Nijher, 2015) Implementation strategy (Saini, et al., 2013) Implementation strategy and timeframe (Scott & Vessey, 2000) ERP team composition, competence and compensation (Dezdar& Suleiman, 2009) Balanced team (Finney & Corbett, 2007) User Training & Education Education and training (Shaul& Tauber, 2013) User training and education (Noudoostbeni, et al., 2010) Project Management Project Management (Ranjan & Jha, 2018) Project tracking (Shaul& Tauber, 2013) Project management and evaluation (Dezdar& Suleiman, 2009) Quality management (Saade&Nijher, 2015) System quality (Dezdar& Suleiman, 2009) © 2023 Global Journals Global Journal of Computer Science and Technology Volume XXIII Issue I Version I 31 ( )G Year 2023 This is especially important at the start of the project (Cliffe, 1999). According to Nah et al. (2001), it is identified that the project management is crucial in ERP implementation projects. The project management approach indicates that project planning and control are related to project factors such as project size, technological experience, and project structure (Somers & Nelson, 2004; Holland & Light, 1999). The responsibility for project management success should be delegated to an individual or group of employees (Nah et al., 2001). After the project team has been properly formed, milestones must be established (Holland & Light, 1999). It comprises assessing the project's critical paths, calculating the timeliness of the project, and managing the force of timely decision- making (Nah et al., 2001). As a result, the project scope should be well-specified, well-defined, and limited. ERP projects are often massive and fundamentally challenging due to the comprehensive mix of hardware and software, as well as the various organizational, human, and political concerns (Somers & Nelson, 2004). When a project scope is too broad or ambitious, problems can occur (Somers & Nelson, 2001). The impact of project management on ERP deployment has been empirically explored in the past literature, and it has been proven to be one of the CSFs in physical ERP implementation success (Ranjan & Jha, 2018). Apart from the aspects in the literature, the relevance of risk and quality management for any system deployment success is stressed in several IS publications (Saade & Nijher, 2016; Shaul & Tauber, 2013). The reason for this is that the system's overall performance is dependent on the team's ability to maintain data accuracy when converting it to the new system. Furthermore, Business Process Re-engineering (BPR) is mentioned in the literature as a CSF in physical ERP deployment during project management. Customization and BPR are essential at different stages of ERP systems, according to Francoise et al., (2009). Furthermore, BPR entails business alignment with the new ERP system, process adoption, adherence to new process standards, flexibility in business process skills, and job redesign (Dezdar & Sulaiman, 2009). As a result of the literature analysis, it is clear that numerous elements have been identified as CSFs for physical ERP deployment success. Accordingly, a summarized literature review table is generated based on the literature study, which will serve as the foundation for the derived conceptual framework for identifying the elements that influence the success of remote ERP implementation. Critical Success Factors of Remote ERP Implementation: From System Users’ Perspective