Internati
o
nal
Journal of Ele
c
trical
and Computer
Engineering
(IJE
CE)
V
o
l.
6, N
o
. 4
,
A
ugu
st
2016
, pp
. 19
20
~
1
928
I
S
SN
: 208
8-8
7
0
8
,
D
O
I
:
10.115
91
/ij
ece.v6
i
4.1
086
3
1
920
Jo
urn
a
l
h
o
me
pa
ge
: h
ttp
://iaesjo
u
r
na
l.com/
o
n
lin
e/ind
e
x.ph
p
/
IJECE
An Investigation Study on Opti
mizing Enterpris
e
Res
o
urce
Planning (ERP) Implementation in Emerging Public
University: Al Baha
University Case Study
Moh’D S
u
liman
Sh
akk
a
h
1
,
Khal
ed
Al
aqe
e
l
2
, Ali Alfag
e
eh
3
, Rah
m
at
Budiarto
4
1
MIS Department, Faculty
of A
d
ministrativ
e an
d Fina
ncial Sciences Albah
a
Un
ive
r
si
ty
, Sa
udi Ara
b
i
a
2
Ministr
y
of
Co
mmerce & Indus
tr
y
,
Al
Karj br
an
ch office, Saud
i
Arabia
3
Information
Technolog
y
C
e
nter
, Albah
a
Univ
ersity
, Saudi Ar
abia
4
Smart Network
e
d Computing R
e
search
Group,
College of
Comp. Sc. & I.T.
, Albaha Univ
ersity
,
Saudi Arab
ia
Article Info
A
B
STRAC
T
Article histo
r
y:
Received Apr 14, 2016
Rev
i
sed
Jun
29,
201
6
Accepte
d
J
u
l 10, 2016
This work investigat
es the
corre
lati
on b
e
tween the organi
zat
iona
l read
ines
s
in Albah
a
Univ
ersit
y
(ABU) a
nd the
respe
c
ti
ve Crit
ic
al Suc
cess Factor
s
(CSFs)
with
regards to the Enterpr
i
se Resource Plan
ning (ERP)
im
plem
entat
i
on.
The inv
e
stiga
tion al
so
c
onside
r
s some
sug
g
e
s
tions to
improve the ABU’s ERP sy
s
t
ems and roadmap towards t
h
e self –
development str
a
teg
y
and r
e
duce vendo
r-d
epen
dency
.
A survey
r
e
gard
ing
ERP to the
end
-
user,
expert an
d de
veloper
in
ABU was conducted
.
Th
e
anal
ysis of the r
e
sults in this work c
onfirm
e
d with the resul
t
s of an existin
g
work. The four
significance su
ccess f
actors: Project Manag
e
ment, Business
Process Re-engineer
ing (BPR), Sy
st
em Integration
,
and Training an
d
Education
are recommended to b
e
adop
te
d
to
assure th
e smooth
adoption
of
ERP at Albaha
University
.
Keyword:
BPR
ERP
O
R
GD
Pr
oj
ect m
a
n
a
ge
m
e
n
t
Syste
m
in
teg
r
atio
n
Copyright ©
201
6 Institut
e
o
f
Ad
vanced
Engin
eer
ing and S
c
i
e
nce.
All rights re
se
rve
d
.
Co
rresp
ond
i
ng
Autho
r
:
R
a
hm
at
B
udi
art
o
,
Sm
art
Net
w
or
k
e
d C
o
m
put
i
ng
R
e
search
G
r
o
u
p
,
C
o
l
l
e
ge
of C
o
m
put
er Sci
e
nc
e &
In
fo
rm
at
i
o
n Tec
h
nol
ogy
,
Al
ba
ha
Uni
v
er
si
t
y
,
P.O.
Box
19
88,
A
l
b
a
h
a
, 6
5431
K
i
ng
do
m
o
f
Saud
i
Ar
ab
ia.
Em
a
il: rah
m
a
t
@bu
.
edu
.
sa
1.
INTRODUCTION
The four criti
cal success fa
ctors (C
SFs)
that he
lp
ing
t
o
ach
iev
e
effectiv
e i
m
p
l
e
m
en
tatio
n
o
f
Ent
e
r
p
ri
se
R
e
s
o
u
r
ce
Pl
an
ni
n
g
(ER
P
)
pr
o
j
ect
s are
p
r
o
j
ect
m
a
nagem
e
nt
(P
M
)
,
bu
si
ness
p
r
oces
s r
e
-e
ngi
n
eeri
n
g
(BPR), system in
tegratio
n (SI), and
train
i
n
g
an
d edu
cat
i
o
n
(TE
D
).
T
h
e
O
r
ga
ni
za
tio
n
a
l
read
in
ess (OGRD) is
sig
n
i
fican
tly an
d
po
sitiv
ely asso
ciated
with
th
ese CFSs
. Man
a
g
e
rially, th
is
k
n
o
w
ledg
e can
h
e
l
p
in b
e
tter
pl
an
ni
n
g
, m
a
n
a
gem
e
nt
and
c
ont
rol
of
ER
P
pr
o
j
ect
s [
1
]
.
In
t
h
e
o
t
h
e
r
h
a
n
d
, a
nu
m
b
er of stud
ies
h
a
v
e
b
een co
m
p
leted
th
at l
o
ok
i
n
to
th
e su
ccess /
failu
re rates
of IT
pr
o
j
ect
s
i
n
gene
ral
[2]
,
[
3
]
.
These st
u
d
i
e
s i
ndicate that serious problem
s exist a
c
ross a broad
cross
-
sectio
n
o
f
indu
stries.
A stud
y o
f
5
,
40
0
larg
e scale
IT proj
ects (p
roj
e
cts with
in
itial b
udg
ets greater th
an
$
1
5
M
)
co
ndu
cted
b
y
McK
i
nsey [
4
] f
i
nd
s th
at th
e w
e
ll-kn
own
pr
ob
lems w
ith
I
T
Pr
oject Man
a
g
e
m
e
n
t
ar
e
persi
s
t
i
n
g.
Am
on
g t
h
e
key
fi
n
d
i
n
gs
q
uot
e
d
f
r
o
m
t
h
e rep
o
rt
:
-
1
7
p
e
r
c
en
t of
l
a
r
g
e I
T
pr
oj
ect
s go
so
b
a
d
l
y th
at th
ey ca
n t
h
reaten t
h
e
very
existence
of t
h
e com
p
any
-
On
ave
r
a
g
e,
la
rge IT p
r
o
j
ects
ru
n 4
5
perce
n
t
ove
r
b
udg
et
an
d 7 p
e
r
c
en
t
o
v
e
r
tim
e, w
h
i
l
e d
e
liv
er
i
n
g 56
p
e
rcen
t less
v
a
lu
e th
an
p
r
ed
icted
.
Th
ere are a
num
b
e
r o
f
in
terestin
g
stud
ies
with
sta
tistics on project s
u
cc
ess rates, s
u
c
h
as Standish
Gr
ou
p
’
s
fam
ous C
h
ao
s r
e
p
o
r
t
ga
rn
ere
d
at
t
e
nt
i
o
n
st
art
i
n
g
i
n
t
h
e m
i
d 90
s, i
n
pa
rt
i
c
ul
ar
base
d
o
n
ver
y
hi
g
h
reporte
d
proje
c
t failure
rates
( ~
90% a
r
e
not s
u
cces
sful
). More rec
e
nt
data from
their 2013 re
port
shows
i
m
provem
ent, but
still only 39%
of pr
oj
ects are
successful, with
61% eithe
r
‘failed’ or
‘challenged’
[5].
Evaluation Warning : The document was created with Spire.PDF for Python.
I
J
ECE
I
S
SN
:
208
8-8
7
0
8
An Inve
stigation Study on
O
p
t
i
mizi
ng Enter
p
rise Resource
Planning
(
ERP
)
.... (
M
oh'D
Suliman
Shakk
a
h)
1
921
Th
e
In
fo
rm
atio
n
System
an
d
App
licatio
n d
e
v
e
lop
m
en
t in
Alb
a
h
a
Un
i
v
ersity is still p
r
og
ressi
ng
. Th
e
devel
opm
ent
o
f
t
h
e I
n
f
o
rm
ation T
ech
n
o
l
o
gy
i
n
ge
neral
i
s
n
o
t
so e
n
c
o
u
r
ag
i
ng, e
s
peci
al
l
y
t
h
e de
vel
o
pm
ent
o
f
ERP syste
m
s.
Based
on
a stud
y co
ndu
cted
i
n
tern
ally in
2
0
1
3
, Alb
a
h
a
Univ
ersity (ABU) h
a
s th
e fo
llowing
pr
o
b
l
e
m
s
.
-
Low
u
s
er satisfactio
n
lev
e
l
-
No well co
mmu
n
i
cation
b
e
tween
ITCen
t
er an
d end
u
s
er en
tity
-
H
i
gh
v
e
ndo
r
dep
e
nd
en
cy
-
Lack
of IT
awa
r
enes
s
program
-
Aut
o
m
a
ti
on
of
m
a
ny
key
p
r
oc
ess i
s
p
a
rt
i
a
l
-
Ab
sen
c
e of
d
o
cu
m
e
n
t
atio
n
of th
e
ro
les, respo
n
s
i
b
ilities, and
acco
u
n
t
ab
ilities
-
Abse
nce
o
f
we
l
l
-
defi
ne
d o
r
ga
ni
zat
i
onal
a
n
d pr
ocess
f
r
am
ewo
r
k
-
Lim
i
t
e
d IT st
a
nda
r
d
s a
n
d
co
m
m
on p
o
l
i
c
i
e
s an
d
pr
oce
d
u
r
e
s
.
At th
e
sam
e
ti
me, ABU h
a
s
p
o
s
itiv
e fact
o
r
s th
at are b
e
lieved
m
a
y su
pp
ort to
ward
s th
e i
m
p
r
o
v
e
m
e
n
t
o
f
th
e ER
P syste
m
s. Th
e
p
o
sitiv
e fact
o
r
s in
cl
u
d
e
:
-
Head
way
m
a
de by
few
de
par
t
m
e
nt
s by
i
m
plem
ent
i
ng ER
P
and
st
u
d
e
n
t
i
n
f
o
rm
at
i
on sy
st
em
-
En
thu
s
iasm
to
ad
op
t e-wo
rk
ing
p
r
actices at
dep
a
rtm
e
n
t
s/u
n
i
ts/ cen
tres
-
There
is a
realization that m
o
re form
alized oversi
ght
o
f
I
T
i
s
re
qui
red
an
d
i
t
needs
t
o
be a
sha
r
ed
-
Go
o
d
s
u
p
p
o
rt
f
r
om
AB
U t
o
p
m
a
nagem
e
nt
t
o
ha
ve
best
t
ech
nol
ogy
t
h
at
h
e
l
p
uni
versi
t
y
t
o
achi
e
ve t
h
ei
r
vi
si
o
n
.
R
e
search
w
o
rk
s ha
ve
bee
n
c
o
nd
uct
e
d
i
n
ER
P i
m
pl
em
ent
a
ti
on
suc
h
as R
a
m
a
y
a
h an
d
An
nam
a
l
a
i
[6]
th
at ex
am
in
ed
th
e b
e
n
e
fits of two
en
terp
rises reso
urce pl
anni
ng (ER
P
) packa
g
es
namely SAP and Oracle.
Ki
n
g
[7]
m
e
nti
one
d t
h
at
t
h
e
m
a
jori
t
y
fi
r
m
s of any
significant size are in som
e
stages of im
ple
m
e
n
ti
ng
en
terp
rise resou
r
ces
p
l
ann
i
ng (ERP) systems o
r
o
t
h
e
r si
m
i
l
a
r m
u
ltifu
n
c
tion
a
l en
terp
rise syste
m
s. So
m
e
are i
n
the early stage
s
of t
h
e
proces
s, where
ot
hers
have
succe
ssfully im
ple
m
ented ERP
a
n
d are tying these s
y
ste
m
s
i
n
su
ppl
y
-
c
h
ai
n m
a
nagem
e
nt and c
u
st
om
er rel
a
t
i
ons
hi
p
m
a
nagem
e
nt
sy
st
em
s t
o
have i
n
t
e
grat
ed s
y
st
em
s.
Vo
or
di
jk et
al
. [
8
]
hel
d
a st
udy
a
b
out
l
a
r
g
e e
ngi
neeri
n
g
co
nsul
t
a
ncy
f
i
rm
s i
n
t
h
e N
e
t
h
erl
a
n
d
s t
h
at
ha
ve
im
pl
em
ent
e
d ER
P sy
st
em
s. Its pu
rp
ose
was t
o
she
d
l
i
ght
o
n
t
h
e cha
n
gi
n
g
rol
e
of i
n
f
o
rm
at
i
on t
ech
nol
o
g
y
(IT
)
in these
firm
s
after im
ple
m
e
n
ting
ERP. T
h
ey used em
pi
ri
cal
case st
udy
researc
h
m
e
t
hod
ol
o
g
y
,
whi
c
h wa
s
con
d
u
ct
ed
by
anal
y
z
i
ng
ER
P
im
pl
em
ent
a
t
i
ons i
n
t
e
n
D
u
t
c
h-
base
d e
ngi
ne
eri
n
g c
ons
ul
t
a
ncy
fi
rm
s. G
r
o
ssm
an
&
Walsh [9
] men
tio
n
e
d a lo
t
o
f
reco
mm
en
d
a
tio
n
s
t
o
ER
P i
m
p
l
e
m
en
tatio
n
as a hug
e m
i
ss
io
n fu
ll with ri
sk
. In
th
is article a lot o
f
practical ad
v
i
ces fo
r m
i
n
i
m
i
z
i
n
g
th
e
ris
k
s.
It looks at t
h
e technical,
operational, a
nd legal
aspects
of e
n
s
u
ri
ng a
n
acce
ptable ERP de
pl
oym
e
nt. Along
with the
prom
ise of
ha
ving
t
h
e latest technology
that represente
d the best
pract
ices of m
a
ny c
o
m
p
anies'
p
r
ior to
im
p
l
e
m
en
tatio
n
s
of ERP
syste
m
s, th
e so
ftware
coul
d
be i
m
pl
em
ent
e
d i
n
a s
h
ort
e
ned
t
i
m
e
fram
e
wi
t
h
l
e
ss
ri
sk.
Orga
nizational
rea
d
iness
for
change is a multi-level,
m
u
lt
i-faceted c
o
nst
r
uct. As a
n
organization-
l
e
vel
co
nst
r
uct
,
rea
d
i
n
ess
f
o
r
chan
ge
re
fers
t
o
or
ga
ni
zational
m
e
m
b
ers'
shared res
o
lve
to im
ple
m
ent a change
(cha
nge commit
m
ent) and
share
d
belie
f in their c
o
llective cap
abilit
y to do so (c
hange efficacy).
Or
ga
ni
zat
i
onal
readi
n
e
ss f
o
r
chan
ge
vari
es
as a fu
nct
i
on
of
ho
w m
u
ch or
ga
ni
zat
i
onal
m
e
m
b
ers val
u
e t
h
e
ch
ang
e
and
how favorab
ly th
ey ap
p
r
aise th
ree k
e
y d
e
termi
n
an
ts of i
m
p
l
emen
tatio
n
cap
ab
ility:
task
d
e
man
d
s
,
resource av
ail
a
b
ility, an
d
situ
atio
n
a
l facto
r
s.
Wh
en
o
r
g
a
n
i
zatio
nal read
in
ess
for ch
ang
e
i
s
h
i
gh
,
o
r
g
a
n
i
zatio
n
a
l
me
m
b
ers are
m
o
re lik
ely to
in
itiate ch
an
ge
, ex
ert
g
r
eater effo
rt, exh
i
b
i
t g
r
eater
p
e
rsisten
c
e,
and dis
p
lay m
o
re c
o
operati
v
e
beha
vior. The
re
su
lt is m
o
re effectiv
e im
p
l
e
m
en
tatio
n
[1
0
]
.
Th
is
p
a
p
e
r inv
e
stig
ates t
h
e correlation
between th
e
org
a
n
i
zation
a
l
read
in
ess in ABU an
d th
e
resp
ectiv
e C
S
Fs. Furth
e
rm
o
r
e, th
e inv
e
stig
at
io
n
also
con
s
iders so
m
e
su
ggestio
n
s
to
im
p
r
o
v
e
t
h
e AB
U’s ERP
syste
m
s and
roadm
a
p towa
rds
the self –de
v
el
o
p
m
en
t str
a
tegy an
d r
e
du
ce
ven
dor
-d
ep
end
e
n
c
y.
2.
R
E
SEARC
H M
ETHOD
2.
1.
Rese
arch hypotheses an
d the Conceptual
model
2.
1.
1.
ORG
D
vs
PM
Th
e OGR
D
fo
r ERP em
p
l
oy
m
e
n
t
with
in
an
org
a
n
i
zation
is essen
tial for early id
en
t
i
ficatio
n
of
p
r
ob
ab
le
p
r
ob
le
m
s
th
at
m
a
y
affect th
e im
p
l
e
m
en
tatio
n
ou
t
c
om
e [11]
. Te
sch, et
al
.
,
[
12]
em
phasi
ze t
h
e nee
d
t
o
u
n
d
e
rst
a
nd
an o
r
gani
zat
i
o
n’s
rea
d
i
n
ess
b
e
fo
re st
art
i
n
g t
h
e p
r
oject
w
o
r
k
.
An
o
r
ga
ni
za
t
i
on t
h
at
i
s
rea
d
y
f
o
r
ERP i
m
ple
m
entation will ha
ve the PM capa
b
ilities and ski
lls
necessary to system
a
ticall
y
m
a
nage the
proj
ect
to
d
e
liv
ery. Such
an
org
a
n
i
zatio
n
will h
a
v
e
estab
lis
h
e
d PM cap
ab
ilities to
p
l
an
ex
ecu
t
e
and
con
t
ro
l
p
r
oj
ect
work.
It is expected
th
at
OGRD will con
t
ri
b
u
t
e si
g
n
i
fi
cantly to
th
e su
ccess of a
n
u
m
b
e
r of
p
r
oj
ect related
activ
ities. Hence, th
e
fo
llo
wi
n
g
h
y
p
o
t
h
e
sis i
s
con
s
tru
c
ted.
HI
: OGRD is
positively a
n
d
significa
ntly associ
ated (corre
lated) w
ith the
success of PM.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
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08
I
J
ECE
Vo
l. 6
,
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o
. 4
,
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st 2
016
:
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20
–
1
928
1
922
2.
1.
2.
ORG
D
vs
BP
R
A B
P
R
exe
r
ci
s
e
i
n
cl
ude
s rest
ruct
uri
n
g a
nd
r
e
desi
g
n
i
n
g t
h
e
busi
n
ess
pr
oc
esses o
f
an
or
g
a
ni
zat
i
on t
o
b
r
i
n
g th
em
in
to
lin
e w
ith
w
h
at ar
e
ju
dg
ed
go
od-
pr
actice pro
cesses.
D
e
Soysa and
N
a
nayak
k
a
r
a
[1
3
]
note th
at
B
P
R
i
s
an i
m
po
rt
ant
c
o
m
p
o
n
ent
of
t
h
e
or
gani
zat
i
o
n a
w
are di
m
e
nsi
o
n
of
t
h
e
ove
ral
l
or
gani
zat
i
o
n
a
l
ER
P
readi
n
ess framework. Capal
d
o and Ripp
a [14
]
find
ou
t th
e
BPR is to
b
e
on
e of th
e
d
i
m
e
n
s
ion
s
for OGRD fo
r
t
h
e i
m
pl
em
entat
i
on
of
ER
P.
An orga
nization that
displays OGRD
has t
h
e hum
a
n resources a
n
d structural ca
pa
bilitie
s necessa
ry
to
un
d
e
rtak
e
variou
s BPR related
activ
ities
;
in
clu
d
i
ng
i
d
en
tifyin
g
an
y gap
s
b
e
tween
th
e ex
isting
b
u
sin
e
ss
p
r
o
cesses an
d
rou
tin
es, and
th
e b
e
st-practice p
r
o
cesses
d
e
fin
e
d
in
g
e
n
e
ri
c ERP syste
m
s. Th
is will h
e
lp
in
esti
m
a
t
i
n
g
th
e effo
rts th
at m
a
y b
e
req
u
i
red
t
o
re-eng
in
eer th
e ex
isting
p
r
ocesses, and
th
e cap
ab
ilities av
ailab
l
e
with
in
t
h
e organ
i
zatio
n
t
o
deal with
und
ertak
i
n
g
a BPR
ex
ercise. Th
ese cap
ab
ilities
may in
clu
d
e
pro
cess-
m
a
pping,
proc
ess re
design a
nd
proce
ss doc
u
m
e
ntation, a
m
ong ot
hers
.
An
OGRD e
x
e
r
cise will also
provide
t
h
e or
ga
ni
zat
i
o
n wi
t
h
a
br
oad
un
der
s
t
a
n
d
i
n
g
of t
h
e l
e
vel
a
nd
de
gree
of r
e
qui
red c
u
st
o
m
i
zat
i
on of an
ER
P
syste
m
. Fu
rth
e
r, it will alert th
e
o
r
g
a
n
i
zation
to
wh
eth
e
r so
m
e
p
r
o
cesses
can
no
t
b
e
m
o
dified
du
e t
o
p
a
rticu
l
ar
b
u
s
i
n
ess n
e
ed
s, su
ch as th
e
need
to ach
i
ev
e co
m
p
etitiv
e ad
v
a
n
t
ag
e.
Ov
erall. Th
is d
e
m
o
n
s
t
r
ates th
at
OGR
D
coul
d pl
ay
a g
r
eat
er r
o
l
e
i
n
i
n
fl
uenci
ng t
h
e
out
c
o
m
e
of a B
P
R
exerci
se.
Th
us, i
t
i
s
go
o
d
t
o
hy
pot
hesi
ze t
h
e
fo
llowing
.
H2
: OGR
D
is positively
a
n
d significa
ntly
associat
ed (corre
lated) with
the
success of BPR.
2.
1.
3.
ORG
D
vs
SI
ER
P sy
st
em
s are m
odul
ar i
n
st
ruct
u
r
e a
nd
r
e
qui
re i
n
t
e
r
-
m
o
d
u
l
e
i
n
t
e
r
f
aci
ng a
n
d i
n
t
e
grat
i
on t
o
w
o
r
k
seamlessly.
In addition,
t
h
e
st
rategic nature
of ERP of
ten necessitates its i
n
tegration with syste
m
s outside its
ow
n pl
at
f
o
rm
. These co
ul
d
b
e
t
h
e sy
st
em
s
of pa
rt
ne
r(
s), s
u
p
p
l
i
e
r(
s), c
u
st
om
er(s) an
d/
o
r
regul
at
ory
age
n
ci
es.
As a
res
u
lt, SI
is one
of t
h
e
ke
y strategies
for succes
sful ER
P im
pl
e
m
entation [14],[15].
Furt
herm
ore,
De Soy
s
a a
nd
Nanay
a
kka
ra [
13]
di
sc
ove
re
d
t
h
at
i
n
t
e
grat
ed
reso
urce m
a
nagem
e
nt
and
dat
a
i
n
t
e
gri
t
y
t
o
be im
port
a
nt
di
m
e
nsi
ons
for
or
ga
ni
zat
i
onal
ER
P rea
d
i
n
ess. B
e
i
n
g o
r
ga
ni
zat
i
onal
l
y
ready
en
tails h
a
v
i
n
g
a g
ood
und
erst
an
d
i
n
g
o
f
t
h
e nu
m
b
er o
f
leg
a
cy syste
m
s
th
at will b
e
clo
s
ed
o
r
co
n
t
i
n
u
e
d
,
du
e to
th
e fun
c
tion
a
l su
ppo
rt (o
r lack
th
ereo
f) of the to
-b
e-im
p
l
e
m
en
ted
ERP syste
m
[1
4
]
. It also
h
e
lp
s in
g
a
in
ing
an
un
de
rst
a
n
d
i
n
g of t
h
e p
o
ssi
bl
e l
e
vel
of i
n
t
e
gr
at
i
on of ER
P
wi
t
h
part
ner
b
u
si
ness sy
st
em
s i
n
t
h
e val
u
e chai
n
.
An
un
d
e
rstandin
g
o
f
staff
pro
f
icien
c
y in han
d
ling
co
m
p
lex
and
sop
h
i
st
icated
in
tegratio
n
acti
v
ities help
s in
d
e
v
i
si
n
g
app
r
op
riate
p
l
an
s
for bu
ild
i
n
g capab
ilities to
h
a
nd
le SI for su
ccessfu
l
ERP imp
l
em
en
tatio
n
.
Based
o
n
th
e literature ev
id
en
ces and
th
e prev
iou
s
d
i
scu
ssi
on
s, it i
s
m
ean
in
g
f
u
l
t
o
h
ypo
th
esize:
H3
: OGR
D
is positively
a
n
d significa
ntly
associat
ed (corre
lated) with
the
success of SI.
2.
1.
4.
ORGD v
s
TED
M
i
sra [1
6]
em
pha
si
zes t
h
at
an u
nde
rst
a
n
d
i
n
g of
OGR
D en
abl
e
s or
ga
ni
zat
i
ons t
o
capt
u
re
t
h
ei
r users'
train
i
ng
n
e
ed
s. Bein
g
read
y can
h
e
lp
o
r
g
a
n
i
zatio
n
s
to
g
a
i
n
a b
e
tter u
n
d
e
rstan
d
i
n
g
o
f
th
e sk
ill lev
e
ls o
f
th
eir
staff, an
d
of the av
ailab
ility a
n
d
ad
eq
u
acy
of hu
m
a
n
re
sou
r
ce sk
ills an
d
cap
a
b
ilities [17
]
,[1
8
]
. It also
help
s in
recogn
izin
g
the av
ailab
l
e train
i
ng
facilities,
train
e
r
cap
ab
ilities an
d
train
i
ng
requ
irem
en
ts fo
r im
p
l
e
m
en
t
i
n
g
a
co
m
p
lex
system
lik
e ERP.
If requ
ired
,
o
r
gan
i
zatio
n
s
w
ill b
e
ab
le t
o
create p
l
an
s fo
r
seek
ing
trai
n
e
rs and
con
s
ul
t
a
ncy
se
rvi
ces t
o
p
r
o
v
i
d
e an a
p
pr
o
p
ri
at
e l
e
vel
of t
r
ai
ni
n
g
t
o
pr
os
pe
ct
i
v
e ER
P use
r
s. O
r
ga
ni
zat
i
o
ns wi
l
l
th
en
b
e
ab
le t
o
m
a
k
e
reason
ab
ly ration
a
l
b
u
d
g
e
t
and
tim
efram
e
esti
mates
fo
r th
e
d
e
v
e
lop
m
en
t o
f
t
h
e train
i
ng
cap
ab
ilities req
u
i
red
t
o
h
e
lp u
s
ers learn
th
e ERP syst
em
. Hen
ce, we co
n
t
end
th
at
OGR
D is
h
e
lpfu
l for
p
r
ov
id
ing
an
ap
praisal o
f
t
h
e h
u
m
an
an
d
i
n
frastru
ct
ure cap
a
b
ilities th
at may b
e
req
u
i
red
to
cond
u
c
t
TED
success
f
ully, a
n
d he
nce
de
vel
o
p the
followi
ng
hypothesis.
H4
: OGR
D
is positively
a
n
d significa
ntly
associat
ed (corre
lated) with
the
success of TED.
The pr
o
p
o
s
ed
m
odel
was bui
l
t
base
d on
t
h
e assum
p
tions
of the ass
o
ciated
h
ypo
th
eses: H1
,
H2
,
H3
,
an
d H4
as sh
ow
n in
Figu
r
e
1.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
J
ECE
I
S
SN
:
208
8-8
7
0
8
An Inve
stigation Study on
O
p
t
i
mizi
ng Enter
p
rise Resource
Planning
(
ERP
)
.... (
M
oh'D
Suliman
Shakk
a
h)
1
923
Fi
gu
re
1.
The
c
once
p
t
u
al
OR
GD
-
ER
P m
o
d
e
l
2.
2.
Instrument de
velopment
and da
ta
co
llectio
n
A q
u
est
i
o
n
n
ai
r
e
wi
t
h
fi
ve-
p
oi
nt
Li
kert
-t
y
p
e
scal
e ran
g
i
n
g f
r
om
"st
r
on
gl
y
di
sag
r
ee" (
1
) t
o
"st
r
on
gl
y
agree" (5) was
used to colle
ct data
. The questionnaire
was adapte
d from Ra
m
et al
., [1]
,
fi
ve c
ons
t
r
uct
s
:
OGR
D, PM
, B
P
R, SI, a
nd T
E
D with thei
r respecte
d
ite
ms were s
u
rveyed. T
h
e questionnai
r
e was validate
d
by
ex
pe
rt
s, t
h
e
n
t
r
a
n
sl
at
ed t
o
Ara
b
i
c
versi
o
n
f
o
rt
h
an
d
bac
k
an
d c
h
ecke
d
t
o
be i
n
t
h
e
sam
e
l
e
vel
s
.
The s
u
rvey instrum
e
nt was pre
-
tested in t
w
o
pha
ses, ini
tially with academ
ics. The feedbac
k
a
n
d
com
m
e
nt
s rece
i
v
ed
fr
om
bot
h
set
s
of
res
p
o
n
d
ent
s
were i
n
c
o
r
p
orat
ed t
o
i
m
prove f
o
rm
at, p
r
esent
a
t
i
o
n,
cont
e
n
t
clarity an
d
q
u
e
stio
nn
aire length
.
SPSS software was u
s
ed
with
d
a
ta and
reliab
ility were firstly ch
ecked, th
ey
w
e
r
e
w
ith good
v
a
lu
es.
D
e
mo
gr
ap
h
i
c
d
a
ta ar
e: End-
u
s
er
s,
Exp
e
r
t
s, and
Dev
e
lop
e
r
s
.
3.
R
E
SU
LTS AN
D ANA
LY
SIS
Th
e d
i
st
r
i
bu
tio
n
o
f
r
e
sp
onden
t
s and
r
e
spo
n
d
e
n
t
statisti
cs is sh
own
in
Figu
r
e
2
an
d
Tab
l
e 1,
respectively.
Fi
gu
re
2.
R
e
sp
on
de
nt
di
st
ri
bu
t
i
o
n
Tabel
1. R
e
s
p
o
nde
nt
st
at
i
s
t
i
c
s
Nu
m
b
e
r
of
Responde
nt (
N
)
Valid
102
Missing
0
Mean
1.
68
Std
.
Er
ro
r o
f
Mean
.
077
Med
i
an
1.
00
M
ode
1
Min
i
m
u
m
1
Max
i
m
u
m
3
Su
m
171
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
J
ECE
Vo
l. 6
,
N
o
. 4
,
Au
gu
st 2
016
:
19
20
–
1
928
1
924
3.
1.
Results
Tab
l
e
1
sh
ow
s th
e
r
e
spon
d
e
nt statistics. The Cr
onb
ach
's
A
l
ph
a test is
0.94
7 wh
ich m
e
an
s t
h
at th
e
data provides
high reliability (the Cronbach's Alpha >>>
0.7). Table 2
displays the st
atistics of all it
e
m
s of
th
e stru
ct
u
r
es,
wh
ile Tab
l
e 3
ex
h
i
b
its th
e rel
i
ab
ility
lev
e
l o
f
th
e co
llected
d
a
ta. Th
is realib
ility will b
e
s
h
own
o
r
tak
e
n
in to
tal for th
e co
m
p
uted
m
ean
s o
f
the con
s
tru
c
ts
v
a
riab
les.
Table 2. Item
-total
statistics
Scale
Mean if
Ite
m
Deleted
Scale V
a
riance
if
Ite
m
Delet
e
d
Corrected It
e
m
-
T
o
t
al
Correlation
Cr
onbach's Alpha if
Ite
m
Delet
e
d
PM1
64.
91
213.
66
5
.
611
.
946
PM2
64.
83
210.
23
9
.
701
.
944
PM3
64.
94
211.
24
4
.
741
.
944
PM4
65.
04
207.
10
7
.
794
.
943
PM5
65.
10
211.
73
3
.
603
.
946
PM6
65.
13
206.
70
6
.
735
.
944
BPR1
65.
04
212.
31
5
.
710
.
944
BPR2
65.
18
209.
67
2
.
764
.
943
BPR3
65.
05
209.
82
9
.
745
.
944
SI1
65.
19
210.
76
7
.
684
.
944
SI2
65.
13
210.
05
3
.
721
.
944
SI3
65.
05
209.
35
4
.
754
.
943
TED1
65.
25
207.
87
5
.
739
.
944
TED2
64.
71
213.
47
7
.
564
.
946
TED3
64.
68
214.
81
5
.
525
.
947
TED4
64.
88
212.
63
9
.
605
.
946
OGRD1
65.
25
211.
21
7
.
671
.
945
OGRD2
65.
31
211.
20
8
.
647
.
945
OGRD3
65.
30
211.
65
9
.
655
.
945
OGRD4
65.
17
213.
60
6
.
494
.
948
Tab
l
e
3
.
Reliabilit
y Statistics
Cr
onbach's Alpha
Cr
onbach's Alpha Based on Standar
d
ized I
t
e
m
s
Nu
m
b
e
r
of
Ite
m
s
.
890
.
891
5
The PM
co
nst
r
uct
res
p
o
n
d
e
n
t
s
gave
an
ag
r
eem
en
t with
abo
u
t
70
% sam
e
was the fo
llo
wi
n
g
co
nstru
c
ts: BPR, SI, TED, OGRD, as
68
%;
67%; 72%;
64%, re
spectivel
y (See Ta
ble
4).
Table 4. Item
-total
statistics
Scale Mean
if
Ite
m
Delet
e
d
Scale
Variance if
Ite
m
Delet
e
d
Corrected
Ite
m
-
T
o
t
al
Correlation
Squar
e
d
Multiple
Correlation
Cr
onbach's
Alpha if I
t
em
Deleted
Mean
Std.
Deviation
N
PM
constr
uct
13.
565
4
9.
720
.
747
.
590
.
863
3.
4886
.
90143
102
BPR constr
uct
13.
671
6
9.
406
.
831
.
711
.
844
3.
3824
.
88924
102
SI
constr
uct
13.
694
4
9.
385
.
779
.
634
.
855
3.
3595
.
93659
102
T
E
D
Constr
uct
13.
453
4
9.
983
.
661
.
486
.
882
3.
6005
.
92961
102
OGRD Construct
13.
830
9
9.
943
.
650
.
438
.
885
3.
2230
.
94849
102
Accord
ing
to Tab
l
e 5 we con
c
lu
d
e
t
h
at H1
: Th
ere was a
p
o
sitiv
ely
m
o
d
e
rat
e
asso
ciation
between
PM and
OGDR and it is significan
ce
(sig <
0.05), so accept H1.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
J
ECE
I
S
SN
:
208
8-8
7
0
8
An Inve
stigation Study on
O
p
t
i
mizi
ng Enter
p
rise Resource
Planning
(
ERP
)
.... (
M
oh'D
Suliman
Shakk
a
h)
1
925
Table 5. PM- ORGD
C
o
rrelation
PM
constr
uct
OGRD Construct
Spearm
a
n's r
ho
PM
constr
uct
Correlation Coeffi
cient
1.
000
.
585
**
Sig
.
(2
-tailed
)
.
.
000
N
102
102
OGRD Construct
Correlation Coeffi
cient
.
585
**
1.
000
Sig
.
(2
-tailed
)
.
000
.
N
102
102
*
*
. C
o
rrelatio
n is sign
ifican
t at th
e 0.01
lev
e
l
(2
-tailed
)
.
Referri
n
g
to
Tab
l
e 6 we con
c
lu
d
e
t
h
at H2
:
Th
ere was a
positiv
ely
m
o
d
e
rate asso
ciation
b
e
tween
BPR and
OGDR (sig <
0.05),
so acce
pt
H2.
Table 6.
BPR
-
ORGD
C
o
rrelation
OGRD Construct
BPR constr
uct
Spearm
a
n's r
ho
OGRD Construct
Correlation Coef
f
i
cien
t
1.
000
.
573
**
Sig
.
(2
-tailed
)
.
.
000
N
102
102
BPR constr
uct
Correlation Coeffi
cient
.
573
**
1.
000
Sig
.
(2
-tailed
)
.
000
.
N
102
102
*
*
. C
o
rrelatio
n is sign
ifican
t at th
e 0.01
lev
e
l
(2
-tailed
)
.
Referri
n
g
to
Tab
l
e 7 we con
c
lu
d
e
t
h
at H3
: Th
er
e was a
p
o
sitiv
e m
o
d
e
rate
asso
ciatio
n between SI
and OGDR,
(sig <
0.
05), s
o
a
ccept H3.
Table 7. SI- ORGD
C
o
rrelation
OGRD Construct
SI
constr
uct
Spearm
a
n's r
ho
OGRD Construct
Correlation Coeffi
cient
1.
000
.
651
**
Sig
.
(2
-tailed
)
.
.
000
N
102
102
SI
constr
uct
Correlation Coeffi
cient
.
651
**
1.
000
Sig
.
(2
-tailed
)
.
000
.
N
102
102
*
*
. C
o
rrelatio
n is sign
ifican
t at th
e 0.01
lev
e
l
(2
-tailed
)
.
Referri
n
g
to
Tab
l
e 8 we m
a
y
co
n
c
l
u
d
e
th
at
H4
:
Th
ere
was
a Po
sitiv
e m
o
d
e
rate asso
ciatio
n
b
e
tween
TED a
n
d
OGDR, (si
g
<
0.05), so
accept
H4.
Table 8.
T
E
D- ORGD
C
o
rrelation
OGRD Construct
T
E
D
Constr
uct
Spearm
a
n's r
ho
OGRD Construct
Correlation Coeffi
cient
1.
000
.
493
**
Sig
.
(2
-tailed
)
.
.
000
N
102
102
T
E
D
Constr
uct
Correlation Coeffi
cient
.
493
**
1.
000
Sig
.
(2
-tailed
)
.
000
.
N
102
102
*
*
. C
o
rrelatio
n is sign
ifican
t at th
e 0.01
lev
e
l
(2
-tailed
)
.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
J
ECE
Vo
l. 6
,
N
o
. 4
,
Au
gu
st 2
016
:
19
20
–
1
928
1
926
3.
2.
An
alsyis
Ov
erall, th
e resu
lts sh
ow t
h
at
OGR
D
is sign
ifican
tly
an
d po
sitiv
ely asso
ciated
with
th
e
fo
ur
investigate
d
CSFs. T
h
e findings e
x
tend knowle
dge
of
the
relationshi
p am
ong factors antecede
n
t to diffe
rent
stages
of ERP
syste
m
s devel
opm
ent [1]. T
h
ere
f
ore, an
un
d
e
r
s
tand
ing
of
O
G
R
D
at t
h
e ado
p
tion stage of
an
ERP system
project is im
portant
because
it influe
n
ces
bot
h t
h
e a
d
option
of ERP
and the
fact
ors that
th
em
selv
es in
flu
e
n
c
e im
p
l
e
m
e
n
tatio
n
.
We
d
i
scu
ss t
h
e
d
e
tail find
ing
s
in th
e
fo
llowing
sub
-
sectio
n
s
.
3.
2.
1.
Ef
f
ect of
OGR
D
on PM
Th
e
resu
lts in
dicate th
at OGRD is im
p
o
r
tan
t
for ac
hievi
n
g
the s
u
ccess
of
project-related work as
it
hel
p
s i
n
bet
t
e
r
pl
an
ni
n
g
a
n
d
co
nt
rol
ac
hi
e
v
ed
t
h
r
o
ug
h
r
e
gul
a
r
st
at
us
m
eet
i
ngs an
d
real
i
s
t
i
c
deadl
i
n
e f
o
r
project work.
Al
ba
ha u
n
v
ers
i
t
y
IT C
e
nt
er m
a
nagem
e
nt
sho
u
l
d
as
sess a
num
ber o
f
fac
t
ors i
n
or
de
r t
o
u
n
d
erst
a
n
d
the OR
GD for PM. T
h
e
factors
incl
ud
e: inform
at
io
n
co
llectio
n
o
n
in
-hous
e chage
m
a
naem
ent proce
d
ures
;
or
ga
ni
zat
i
onal
pr
ocess asset
s
fo
r t
h
e m
a
nage
m
e
nt
of ri
s
k
, h
u
m
a
n reso
urce
s, pr
oc
urem
ent
and al
l
st
ake
h
ol
de
rs;
th
e av
ailib
iity o
f
p
r
ev
iou
s
p
r
o
j
ect
d
o
cu
m
e
n
t
s for referen
c
e in
fu
tu
re proj
ects; p
r
o
c
edu
r
es and
gu
id
lines for
p
r
ep
ari
n
g th
e
bu
sin
e
ss case
of ERP
p
r
oj
ects; an
d th
e av
ailabilit
y o
f
PM so
ft
ware.
3.
2.
2.
Ef
f
ect of
OGR
D
on BPR
Th
e fi
n
d
i
n
g
s su
gg
est th
at th
e u
n
i
v
e
rsity h
a
s to
tak
e
ad
v
a
n
t
ag
e of th
e expertise an
d sk
ills av
ailab
l
e
with
in
t
h
e
u
n
i
v
e
rsity to
prepare a BPR
ex
ercise.
It will in tu
rn
h
e
lp
t
h
e
u
n
i
v
e
rsity g
a
i
n
s an
un
d
e
rstand
ing
of
th
e typ
e
an
d lev
e
l of
reso
urces th
at
n
eed to
be con
s
tru
c
ted
i
n
o
r
d
e
r to
ru
n th
e BPR.
3.
2.
3.
Ef
f
ect of
OGR
D
on SI
Th
e
resu
lts say in
d
i
rectly that p
o
ssessing in
tern
al
sk
ills an
d resou
r
ces
is i
m
p
o
r
tan
t
to
en
su
re SI
activ
ities are ru
n
easily. Co
nsequ
e
n
tly, th
e u
n
i
v
e
rsity shou
ld
fo
cu
s on
th
e av
ailab
ility
o
f
a sk
illed
workforce
to
sup
port in
teg
r
ated
in
terfaces. Alb
a
h
a
Univ
ersity is
lik
ely sti
ll rely o
n
ex
ternal sup
p
o
r
t to
m
a
in
tain
th
eir
integrate
d
syst
e
m
s.
Al
ba
ha
U
n
i
v
e
r
si
t
y
IT ce
nt
e
r
m
a
nagem
e
nt
sh
o
u
l
d
e
v
al
u
a
t
e
a n
u
m
b
er
o
f
fact
o
r
s, i
n
cl
udi
n
g
:
t
h
e
ex
p
e
rien
ce and
sk
ill set o
f
IT staff, p
a
rticu
l
arly in
SI;
th
e av
ailab
ility o
f
leg
acy in-hou
se systems, and
in
fo
rm
atio
n
ab
ou
t th
e syste
m
s th
at will con
tin
u
e
to
b
e
u
s
ed
as
well as th
e syste
m
s th
at are to
be
decom
m
i
ssi
oned;
t
h
i
r
d-
pa
rt
y
i
n
f
o
rm
at
i
on sy
st
em
s t
h
at
nee
d
to b
e
in
terfaced
/ in
tegrated with
ER
P; proced
ure
an
d regu
latio
ns fo
r ch
eck
i
ng d
a
ta i
n
teg
r
ity; and
th
e av
ailab
ility o
f
serv
ice prov
id
ers and
co
nsu
ltan
c
y
firm
s
wh
o ca
n be e
n
gage
d
fo
r S
I
t
a
sks,
w
h
ene
v
e
r
req
u
i
r
e
d
. T
h
e
eval
uat
i
o
n wi
l
l
hel
p
t
o
u
nde
rs
t
a
nd
wel
l
OR
G
D
f
o
r
SI.
3.
2.
4.
Ef
f
ect of
OGR
D
on TED
Th
e stud
y co
lcu
d
e
s th
at th
e u
n
i
v
e
rsity sh
ou
ld
d
e
v
e
lop
their staff sk
ills, an
d
fo
ster a learn
i
n
g
an
d
sh
ari
n
g cu
lt
u
r
e, fo
r th
e effectiv
e m
a
n
a
g
e
m
e
n
t
of t
r
ai
n
i
ng
p
r
og
ram
s
. Th
e d
e
v
e
lop
m
en
t o
f
in
tern
al sk
ills t
o
achi
e
ve
succ
es
s i
n
ER
P
pr
jec
t
s i
s
al
so
rec
o
m
m
e
nded,
d
u
e
t
o
t
h
e
fact
t
h
a
t
som
e
or
gani
z
a
t
i
onal
pr
ocess
m
a
y
need
u
n
i
q
ue t
r
ai
ni
ng
.
To
un
der
s
t
a
n
d
OGR
D f
o
r
TED
pr
o
g
ram
m
e
s, Al
ba
ha
Uni
v
ersi
t
y
m
a
nagem
e
nt
sh
o
u
l
d
asses
s
a
n
u
m
b
e
r of facto
r
s, i
n
clud
ing: th
e av
ailab
ility o
f
train
e
rs an
d
th
ei
r sk
il
l sets; th
e av
ailab
ility
o
f
train
i
n
g
facilities; th
e allo
cated
or
requ
ired
bud
g
e
t
for train
i
n
g
progra
m
m
e
s; th
e av
ailab
ility o
f
train
i
n
g
m
a
terials
fro
m
p
r
ev
iou
s
pro
j
ects an
d
th
e u
s
efu
l
n
e
ss of an
y materials;
th
e av
ailab
ility o
f
an
actio
n
p
l
an
for p
r
ov
id
i
n
g
t
r
ain
i
ng
t
o
va
ri
o
u
s l
e
ve
l
s
of
use
r
;
a
n
d
a pl
a
n
f
o
r e
v
al
uat
i
ng t
h
e e
f
fect
i
v
enes
s
of
t
r
ai
ni
n
g
pr
og
ra
m
m
e
s and fee
dbac
k
co
llectio
n
4.
CO
NCL
USI
O
N
Th
e an
alysis of th
e resu
lts in th
is
work co
nfirm
e
d
with
t
h
e resu
lts
of
wo
rk
b
y
Ram
[1] th
at is th
e
ORGD infl
uences the succes
s of ERP
im
ple
m
entation. Al
abaha
Uni
v
ers
ity
managem
e
nt need to study the
u
n
i
v
e
rsity’s
org
a
n
i
zation
a
l read
in
ess to
m
easu
r
e th
e tech
no
log
i
cal, hu
m
a
n
,
and
infrast
ru
cture cap
a
b
ilities in
desi
g
n
i
n
g an
d
im
pl
em
ent
i
ng ER
P sy
st
em
s.
The f
o
u
r
si
gni
f
icance critical success f
act
o
r
s: PM, BPR, SI, and
TED a
r
e
reco
m
m
e
nded t
o
b
e
ad
opt
e
d
t
o
as
sure
t
h
e
sm
oot
h a
d
o
p
t
i
o
n
of
ER
P at
Al
baha
U
n
i
v
e
r
si
t
y
.
ACKNOWLE
DGE
M
ENTS
Th
e au
t
h
ors than
k
to
Alb
a
h
a
Un
iv
ersity for th
e re
searc
h
fu
n
d
i
n
g u
nde
r
res
earc
h
contract no. 95-
1
436
.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
J
ECE
I
S
SN
:
208
8-8
7
0
8
An Inve
stigation Study on
O
p
t
i
mizi
ng Enter
p
rise Resource
Planning
(
ERP
)
.... (
M
oh'D
Suliman
Shakk
a
h)
1
927
REFERE
NC
ES
[1]
J.
Ra
m,
et al
.,
“Examining the role of organization
a
l read
ines
s in ERP project deliver
y
,
”
Jou
r
nal of Comput
er
Information Systems
, vol/issue: 5
5
(2), pp
. 29-39
,
2015.
[2]
A. Subiy
a
k
t
o an
d A. R. Ahlan, “Imp
lementation
of Input-Process-Output M
odel for Measuring Information S
y
stem
P
r
oject S
u
cc
es
s
,
”
TELKOMNIK
A
Indonesian Journal of Electrical Engin
eering
, vol/issue: 12(7), pp. 5603-561
2
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BIOGRAP
HI
ES OF
AUTH
ORS
M
o
h’D Suliman Shak
k
ah
received B
T
Ms. de
gree from
Yarm
ouk Universit
y
in 1998, M
.
Information Technolog
y
in 2007
from USM Uni
v
ersity
,
and Dr.
Information Technolog
y
(IS
support decision
) in 2012 f
r
om UUM University
. Cu
rren
t
ly
, he is an
a
ssistant professor
at
College of Administrative
and
Financial, Alb
a
ha University
,
S
a
udi Arabia.
His
res
earch
inter
e
sts includ
e develop
i
ng smart IS Tools,
ERP sy
stems, Adoption and transferring
Techno
log
y
in
d
e
velop
i
ng coun
ties,
Recommendation
s
y
stems support decisions.
Evaluation Warning : The document was created with Spire.PDF for Python.
I
S
SN
:
2
088
-87
08
I
JECE
Vo
l. 6
,
N
o
. 4
,
Au
gu
st 2
016
:
19
20
–
1
928
1
928
Kh
aled
Alaq
eel
receiv
e
d B.S
c
. i
n
M
I
S degree fr
om
Baha College Of S
c
ience, S
a
udi Arabia in
2011, and M
.
A. in Business Admi
nistration with concentration
in E-Business, f
r
om AlBaha
University
, Saud
i Arabia in
2014
. Curren
t
ly
, he
is a Commercial
Observ
ation
Manager at the
Ministr
y
of Commerce and In
dustr
y
in AlKar
j
branch S
a
udi Arabia. His
res
earch int
e
res
t
s
includ
e E-man
a
g
e
ment, Business
development, an
d
E-commerce.
Ali Alfageeh
receiv
e
d B.Sc. degree from King Khalid Univ
ersity
in 2006
. Curr
ently
,
he is a
s
y
s
t
em
an
al
ys
is
at I
T
C
e
nter
, Al
baha Univ
ers
i
t
y
.
Rahmat Bu
diar
to
received B
.
Sc. degree from Bandung Institute of Technolo
g
y
in 1986
,
M.Eng, and Dr
.Eng in Com
puter Science from
Nago
y
a
Institu
te of Techno
log
y
in 1995 and
1998 respectiv
ely
.
Curr
ently
,
he
is a professor at
College of Computer Scien
ce an
d IT, Albah
a
Univers
i
t
y
, S
a
u
d
i Arabia. His
res
earch in
ter
e
s
t
s
include ent
e
rp
ris
e
s
y
s
t
em
s
,
IP
v6, network
security
, Wireles
s
sensor network
s
and smart n
e
tw
orks.
Evaluation Warning : The document was created with Spire.PDF for Python.