اولويت‌بندي استراتژي‌هاي مديريت تغيير بر اساس عوامل كليدي شكست ERP با استفاده از QFD – مورد مطالعه شركت پالايش نفت اصفهان

Abstract The paradigms governing the global business environment, particularly in core industries such as oil an‎d gas, have undergone fundamental changes influenced by digital transformation an‎d the Fourth Industrial Revolution (Industry 4.0). To survive in this competitive atmosphere an‎d manage massive volumes of data, organizations are compelled to integrate processes through Enterprise Resource Planning (ERP) systems. However, while ERP serves as the cornerstone of information integration, empirical evidence indicates that the implementation of these systems faces a high failure rate (between 67% an‎d 90%). The primary root of this failure lies not in technical issues, but in soft organizational factors, employee resistance, an‎d organizational culture. Therefore, a successful transition from the status quo to the desired state requires the application of change management strategies; yet, the main challenge remains the optimal allocation of limited resources to the most effective strategies.In this research, change management strategies were prioritized based on their impact on neutralizing key ERP failure factors at the Isfahan Oil Refining Company. To achieve valid results an‎d manage the linguistic uncertainties of experts, a novel hybrid approach within the context of "Fermatean Fuzzy Sets" was utilized. In the first phase, after identifying an‎d screening indicators using the Fuzzy Delphi technique, the failure factors were weighted using the Fuzzy SWARA method. Subsequently, the strategies were prioritized using the Fuzzy Quality Function Deployment (QFD) technique.The research findings revealed that "Lack of Top Management Support" an‎d "Data Management Issues" were identified as the most critical failure factors. Furthermore, in the final ranking, the strategies of "Establishing Project Governance an‎d Visible Management Support" an‎d "Establishing a Project Management Office (PMO)" topped the priority list. The significant gap between these structural strategies an‎d behavioral approaches, such as the ADKAR model (which ranked lower), indicates that in the industrial context of the refinery, cultural interventions will not be fully effective until governance an‎d process structures (such as BPR an‎d PMO) are stabilized. In other words, Project Governance an‎d the PMO act as the driving engines of change an‎d are prerequisites for the success of other measures. Consequently, this prioritization, in addition to revealing implementation blind spots, delineates a localized roadmap that mitigates the risk of ERP project failure an‎d assists the organization on its path toward digital transformation. Keywords: Enterprise Resource Planning (ERP), Change Management, Key Failure Factors, Quality Function Deployment (QFD).

5 فصل

163336