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usiness Process Reengineering (BPR) required to optimize local business processes or to streamline and standardize centralized processes due to independently evolved business processes of multiple sites implementation. Further critical concerns are the number of the legacy systems and the integration method to be adopted integrating the ERP module. It is either the 'module-by-module' or the 'full ERP' method. The high number of legacy systems integration required exponentially increases the complexity of the implementation which involves large resource allocation, challenging project management and excessive risk management but reveals the full advantages of the ERP package. Such big scale implementation may take seven years, and tens of millions dollars cost was measured.

Middle road

Middle road tend to be three to five years projects implemented at the single site or at few similar sites. Major decision is to implement only a selection of core ERP modules. BPR is required but not as extensive as for a comprehensive approach. Level of modifications to system depends on BPR requirement. The projects involve some technical and organizational risks, have no typical implementation strategy and require average resource allocation.

Vanilla

This approach is the least ambitious and least risky implementation approach involving small projects and typically they may be implemented within a year. Usually, it is implemented at one particular site with no coordination with other sites. The decision is to activate the core and standard ERP functionality and do little on BPR. These projects are least complicated, contain no substantial technical or organizational risks and are less costly.

Characteristics considered in each category are Physical Scope, BPR Scope, Technical Scope, Module Implementation Strategy, and Resource Allocation. The blend of these characteristics serves to place the implementation within one of the categories (see Table 1).

2.1.4 The ERP Project life cycle and Phases

2.1.4.1 Project Management Bodies Definition

International and National Project Management Bodies such as PMI and APM define the definition of the project lifecycle and phases.

“Project life cycle defines the phases that connect the beginning of a project to its end.” “Project life cycles generally define: what the technical work to do in each phase. When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified and validated? Who is involved in each phase and how to control and approve each phase?” Figure 2 illustrate the typical sequence of Phases in a general project life cycle. (PMBOK, 2004, p20)

PMBOK (2004) characterizes the distinction between project and product life cycles. It defines project life cycle starting with business plan, through idea in initial phase, design and build the product in the intermediate phase, quality check and assurance and accept the product in the final phase. The project will then be closed with the product handover to operation.本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。