Handbook of Management Scales/Project management
The paper defines and operationalizes eight Enterprise Resource Planning (ERP) competence constructs. A two-stage normative process of scale development is followed. First, a portfolio of eight generic constructs that are hypothesized to be associated with successful ERP adoption is identified. Each construct is then operationalized as a multi-item measurement scale by applying a manual item sorting technique iteratively to independent panels of expert judges until tentative reliability and validity is established. Second, the multi-item scales is further refined and validated using survey data from 79 North American manufacturing users of ERP systems. The following items are taken from the project management dimension of the ERP competence construct.
Project management involves the use of skills and knowledge in coordinating the scheduling and monitoring of defined activities to ensure that the stated objectives of implementation projects are achieved.
- The tasks to be performed during the ERP project are clearly defined.
- The responsibilities of project team members are clearly defined.
- There is a formal management process to track external contractor activities.
- Problems found during reviews of external project members are not tracked to closure. (reverse coded)
- Measurements are used to determine the status of project tasks.
- Project tasks are reviewed on a periodic basis.
- The ERP project leader is able to track project tasks to completion.
- The ERP project leader is experienced in project management.