Developing an agile principles-based ERP implementation method for business

Enterprise resource planning (ERP) systems are widely implemented by a large number of companies in the business industry. Although ERP implementations have successful stories in enterprises, a significant part of them either fail or even if they are successful, they would not meet the expected targets of the enterprises. This study aims to develop a method based on agile principles for enterprises by following the opinion of the experts in ERP implementations. In this context, first of all, basic business practices in every phase of the ERP implementation life cycle (pre-implementation, implementation phase, post-implementation) have been evaluated in line with expert opinions, as well as Planning, Design, Analysis, Implementation, Test & Integration, and Maintenance processes of the Software Development Life Cycle (SDLC) approaches. In this research, an exploratory mixed-method approach was employed. In the first part of the research (qualitative), the business applications needed in a business throughout the ERP Life Cycle were revealed by using the Delphi method. This part is designed as an embedded multi-case study with the phenomenological research approach. In the second part of the research (quantitative), three distinct models were developed with the PLS-SEM approach for each step of the life cycle in the context of SDLC in order to make predictions about the whole ERP Life Cycle. According to the findings; during the ERP pre-implementation, 54% of the total variance in the Analysis process, 47% in the Design process, 44% in the Development process, 50% in the Test & Integration process, and 28% in the Maintenance process can be explained. In the pre-implementation phase; the Planning process has the power to influence the Analysis process, the Analysis process to the Design Process, and the Design process to the Maintenance process at a high level. On the other hand, the Design process has a moderate impact on the Test & Integration, and Development processes, while the Planning process has a low impact on the development process. In the ERP implementation phase, 26% of the total variance in the Analysis process, 58% in the Design process, 37% in the Development process, 39% in the Test & Integration process, and 22% in the Maintenance process can be explained. In the implementation phase, the Analysis process has the power to affect the Design process as well as the Planning process, the Test & Integration process, and the Analysis process at a high level. On the other hand, the Analysis process affects the Maintenance and Development processes at a moderate level, while the Planning process affects the Development and Maintenance processes at a low level. During the ERP post-implementation, there is no need for the Planning or Design process. In the model, 38% of the total variance in the Test & Integration process, 36% in the Development process, and 40% in the Maintenance process can be explained. During this phase, the Test & Integration process has the power to influence the Maintenance process, Design process as well as Development process at a high level. On the other hand, the Development process affects the Test & Integration process moderately, while the Design process has a low impact on the Test & Integration process. Within the scope of the research, implementation design suggestions that can provide guidance to ERP project managers and MIS practitioners are presented. Keywords: Enterprise Resource Planning, Software Development Life Cycle, ERP Life Cycle, Process Management, Agility