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Pramudya Mahardhika
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Computer Science & IT

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Analysis of ERP Critical Failure Factors: A Case Study in an Indonesian Mining Company Shinta Dewi Larasati; Imairi Eitiveni; Pramudya Mahardhika
Jurnal Sistem Informasi Vol. 19 No. 2 (2023): Jurnal Sistem Informasi (Journal of Information System)
Publisher : Faculty of Computer Science Universitas Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21609/jsi.v19i2.1291

Abstract

ERP is a useful application for companies to run day-to-day operations by automating business processes, but the complexity and difficulty of deploying ERP systems causes unanticipated implementation failures. Around 70% of ERP implementation fails to produce expected benefits, and three quarters of these projects fail. This study aims to uncover potential reasons that cause the failure of ERP system adoption using Company XYZ, a mining company as the case. A questionnaire was distributed to its management and employees. TOPSIS approach was used to rank the variables according to their significance in affecting failure of ERP systems implementation. The findings revealed that the two most important critical failure causes for ERP implementation are bad understanding of organization’s business processes and poor business process reengineering. The company needs to conduct a deeper analysis of the existing business processes in the business unit to be able to determine more appropriate business process reengineering for ERP implementation in the future. Companies and academics can utilize the study's findings as a helpful resource to identify the cause of ERP implementations failure
Onboarding Model to Integrate Newcomers into Scrum Team at an Insurance Company Pramudya Mahardhika; Budiardjo, Eko K.; Mahatma, Kodrat; Larasati, Shinta Dewi
Jurnal Sistem Informasi Vol. 20 No. 1 (2024): Jurnal Sistem Informasi (Journal of Information System)
Publisher : Faculty of Computer Science Universitas Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21609/jsi.v20i1.1390

Abstract

PT XYZ applies the Scrum framework to meet application’s user demands quickly. The average percentage of IT employee turnover that occurred at PT XYZ from 2020 to 2022 was 14.5%. Every time a company recruits a new employee, the company must help that employee to adapt the Scrum method used for the company's system development process. However, PT XYZ information technology division does not yet have a specific onboarding method to help new employees adapt to the implementation of Scrum effectively without disrupting the ongoing sprint. Qualitative methods are used in the case study to collect data from a hybrid working Scrum team through interviews. The interview data was analyzed thematically with a determined model from an existing onboarding theory. Onboarding practices and adjustments are described and delivered consisting of onboarding activities, newcomer adjustments, and workplace adjustments. A combination of general and specific onboarding practices related to agile helps the successful onboarding of new members to a Scrum team. A practical guide is also described to improve successful onboarding practices into Scrum teams.
Co-Authors Eko K. Budiardjo Imairi Eitiveni Mahatma, Kodrat Shinta Dewi Larasati Shinta Dewi Larasati, Shinta Dewi