The First ERP Upgrade Project at DSW: Lessons Learned From Disillusion With Simplicity Expectations

Marta Zarotsky (Dead Sea Works, Israel), Nava Pliskin (Ben-Gurion University of the Negev, Israel), and Tsipi Heart (University College Cork, Ireland)
Copyright: © 2006 |Pages: 23
EISBN13: 9781605665771|DOI: 10.4018/jcit.2006100102
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While abundant research deals with risks of ERP implementation, only a handful deal with ERP upgrades. This case study describes the first ERP upgrade project at the Dead Sea Works (DSW) chemical company. Whereas DSW succeeded in completing the initial ERP implementation project within budget and six months ahead of schedule, the first ERP upgrade project was fraught with difficulties in project planning, schedule control, cost containment, risk assessment, and employee involvement. Based on this case analysis, it is possible to conclude that the first ERP upgrade project at DSW was much more complicated than originally expected.
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