Causes the proposed remedies from the consultant’s point

Causes and remedies for the dominant risk factors in Enterprise System implementation projects: The consultants’ perspective was written by Przemys?aw Lech on 29.02.2016.

This critique is about the Dominant Risk Factors, affecting Enterprise System, Implementation of various projects and the proposed remedies from the consultant’s point of view. Research was completely based upon the Qualitative technique, which included the e-mail interviews, semi-structured, personal interviews with consultants and also the observant. The process of qualitative research is largely causative, so it is possible to generate the meaning of the data from the research work (Creswell, 2017)The overall discussion was further grouped into sub categories like “scope and the cost of the project, Communication between the project groups, Used strategies and methodologies, the dedicated consultants, the executing and monitoring team” (Lech, 2016).
To manage the efficiency of the Enterprise System, one should maintain correct attitude and the complete information transparency (Al-Jabri, 2015). Research tells that overall success depends upon the critical success factors. Categorization of the critical success factor were made for the general Project management, which included analysis of the data and software and also testing and fixing of those issues. Along with these factors, the external consultants should also be chosen wisely because their skills and knowledge impact the outcome of the project (Haines, 2003).
On the basis of the survey, writer ranked the most influential risk factors from the Consultant point of view. Consultants had many expectations from the Client, they wanted Client to involve themselves completely in to the project activities. The major risk factor mentioned in the article is to determine the scope of the project, if any case occurs where the client organization or the Budget changes, it will become obligatory to adjust the scope and budget of the project (Lech, 2013).There are few Superior factors about the article like it helps to understand the risks in the Enterprise system from the client point of view, which will further be useful for them to Focus more on the key issues. The overall ideas about the risk factors that maximum amount of Organizations face nowadays is briefly discussed and evaluated in this article. And hence is very useful for the other start-up or developing organizations to think and work accordingly. The limitation of this paper is that, the study of ES risks has been analyzed by the Consultants point of view. The overall study must contain Consultant as well as the Client approach, as both the parties play an equal role in the implementation of the project. The development of an Enterprise System works on the team work, to solve this issue the barrier between the two parties must be removed. Consultants can develop problem solving relationships and success with the clients at the early stage in order to be ready for bigger obstacles later.

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Indeed, it is crucial to fully understand the risks and the remedies of the Enterprise systems. The consultant’s approach will not only help the client understand the issues, but will also help them overcome the risks effectively. The piece, when taken as a whole, is convincing in theory but never lays out the tactile way of approaching this complex issues.


Al-Jabri, I. M. (2015). Adoption of ERP systems: Does information transparency matter? Telematics and Informatics, 32(2), 300-310.
Creswell, J. W. (2017). Research design, qualitative, quantitative and mixed methods approaches. Sage publications.
Haines, M. N. (2003). Implementation partner involvement and knowledge transfer in the context of ERP implementations. International journal of human-computer interaction, 16(1), 23-38.
Lech, P. (2013). Time, budget, and functionality?—IT project success criteria revised. . Information Systems Management, 30(3), 263-275.
Lech, P. (2016). Causes and remedies for the dominant risk factors in Enterprise System implementation projects: the consultants’ perspective. SpringerPlus, 5(1), 238.