Critical Success Factors Enterprise Resource Planning (ERP) Implementation in Higher Education

One of the technologies that can optimise the data management system in Higher Education is the Enterprise Resource Planning (ERP) information system. However, in its implementation, failures often occur. The purpose of this study is to determine and formulate the factors that can be the key to the successful implementation of an ERP system in universities, including state universities and private universities. In this research, a case study was conducted at Padjadjaran University, Bandung Institute of Technology, Prasetya Mulya, and Maranatha University. The research method used is descriptive qualitative through case studies on four campuses mentioned. The 20 critical factors taken to result from iterations of 32 works from 2016-2019 timeframe. The study results provide an overview of the critical success factors that have emerged at each college and university.


Introduction
In the current era of competition, building higher education governance is very important. The data management system needs to be improved to create transparent and accountable higher education institutions. By implementing good governance, a university will get the maximum accreditation predicate. One of the aspects being assessed is academic administration, staffing, finance, and higher education households.
The use of information systems based on Enterprise Resource Planning (ERP) technology has been widely used. One of the state universities which already implemented an ERP system was Padjadjaran University. At that time, Unpad Rector Prof. Tri Hanggono Achmad said that ERP implementation in the business sector is a follow-up to the e-office system that has been introduced in Unpad since 2016. This system makes office administration activities efficient and reduces paper for correspondence (Maulana, 2018). In addition to public universities, there are also private universities that have implemented an ERP system, namely Maranatha Christian University, by choosing SAP R/3. This software is expected to help the university improve human resources, business administration, and procurement functions to increase efficiency and effectiveness in terms of cost and time.
From a university perspective, ERP refers to the use of commercial solutions for administrative and academic purposes. Among the main reasons, universities adopt ERP http://jurnal.unpad.ac.id/jaab -ISSN:  solutions are to improve student services, a transformation of corporate processes, modern computer systems, improved administration, maintaining competitiveness and increased operating efficiency (Kumar & Maheshwari, 2003). However, the cost of implementing an ERP system can even be a costly and high risk of failure outweighed by the costs. From several difficulties in implementing ERP systems in the college/university sector, it became an issue related to Critical Success Factors (CSF) related to communication, business process re-engineering, vendor support, project management, and costs that are not within the budget. The following are three scenarios that could lead to ERP project failure, as mentioned in Willcocks & Sykes (2000): In this study, the researcher expanded from previous research conducted by Rimayanti (2017), by increasing the period for selecting scientific publications from 2016 to 2019. Also, most of the previous research samples were taken in the industrial sector, while in this study, the sample taken was the education sector, such as universities. By looking at the phenomena previously described, the author considers it necessary to research what factors can support the successful implementation of an ERP system, especially in the higher education sector, both public and private universities in Indonesia that have adopted the ERP system. Factual conditions show that there are already several higher education institutions that have implemented an ERP system.

Enterprise Resource Planning System (ERP System)
Enterprise Resource Planning (ERP) systems are one of the most popular information technology (IT) software adopted in organisations globally; ERP systems provide solutions for improving the company's operational performance. The increasing use of systems in organisations has resulted in several studies investigating their implementation (Ifinedo, 2006  ERP systems integrate information and information-based processes on a part or between parts of an organisation or company. ERP system is a system that can accommodate various functions and integrate them into one integrated database. For example, functions such as Human Resources, Supply Chain Management, Customer Relations Management, Finance, Manufacturing functions and Warehouse Management functions were once standalone software applications, usually located in databases and networks themselves. The ERP system becomes a solution to adjust everything under one application called the ERP system. From this, it can be said that the definition of ERP is more than just software. ERP is a new automated software package solution that effectively integrates, manages, and controls almost all aspects of business processes, functions, and resources across a wide range of business areas using a centralised database, ensuring that all information is entered only once real-time conditions. Further (Rico, 2006) defines ERP systems in a university context, namely information technology solutions that integrate and automate recruitment, acceptance, financial aid, student records, and most academic and administrative services. According to some estimates, 7.5 out of 10 or 75% of ERP projects fail, leading to much further research.

Critical Success Factors of ERP System Implementation
Critical success factors (CSF) are an essential part of implementing an ERP system. Frimpon (2012) states that CSF is a critical factor for project success. Based on these experts' descriptions, the author defined CSF as the main criterion in realising the successful implementation of information systems, especially ERP systems. Several studies on the factors that determine the success of ERP system implementation have been done extensively. In 2001 Somers & Nelson identified 22 factors studied from 86 companies that have implemented ERP systems, some which were analysed based on mean rankings. The study was used as a reference by Akkermans & Van Helden (2002) who conducted a case study on three aviation companies by taking the top 10 determining factors in Somers & Nelson (2001), the results showed that these ten factors proved relevant to the failure or success of ERP system implementation in companies (Somers & Klara, 2001). Hasibuan & Dantes (2012) surveyed 74 companies that have implemented ERP system in Indonesia, where the determinants of success (CSF) are classified into five categories based on stages in the ERP implementation cycle, namely: project preparation, technology selection, project http://jurnal.unpad.ac.id/jaab -ISSN: 2614-3844 formulation, implementation/development (Hasibuan & Dantes, 2012). From the results of the study, it is known as CSF is communication, package selection, and change management. Rimayanti (2017) conducted qualitative descriptive research with case study approach in four companies in Indonesia. Twenty-five factors determine the success tested in this study as a result of iteration of 65 literature published in 1998-2015, namely project management, project teamwork and composition, communication, user involvement, user training and education, vendor support, degree of customisation, key user satisfaction, the suitability of hardware, software, data accuracy, easy to use, top management support, project champion, monitoring and evaluation of performance, change management, organisational fit, assets, package selection, organisational readiness, the balance of centrifugal and centripetal forces, business process re-engineering, business plan and vision business process improvement, business process management, cost/budget issues, and culture. This study focus on the higher education sector based on Rimayanti (2017), expanded the range of literature from 2016 to 2019.

DeLone and McLean (D&M) models
In the model proposed by William H. DeLone and Ephraim R. McLean (1992), it is stated that six dimensions influence the success of an information system. The six variables are system quality, information quality, service quality, intention to use, user satisfaction, and

Task Technology Fit Model
Task Technology Fit (TTF) describes the extent of the match between the facilities provided by the ERP package, the tasks performed by users of that package, and each user's skills and attitudes. Goodhue (1995) has shown that user evaluation of TTF is an accurate representation of TTF. Goodhue and Thompson show that TTF is a useful indicator for the successful implementation of information systems. The perceived usefulness or "aggregate organisational benefits" (Ives and Olson, 1984), is another indicator of success accepted from the theory of information systems implementation. DeLone and McLean (1992) reported user satisfaction as the next important indicator of successful implementation of information systems. In the TTF Model, perceived benefits and user satisfaction are shown as the three constructs that best indicate ERP success in an organisation. In the proposed ERP Success Model, perceived benefits and user satisfaction are shown as the three constructs that most satisfactorily indicate ERP success in an organisation. (Smyth,2001)

Technology Affordance
The concept of Technology Affordance refers to the potential for action, namely what an individual or organisation can do with a specific purpose through the use of technology or information systems (Majchrzak, Markus: 2012). There is a difference between affordances and afforded, where affordances refer to the potential actions that represent technology for users with specific characteristics and goals, while afforded is used when making uses for specific purposes in certain contexts (Majchrzak, Markus: 2012).
The idea of affordances is used to analyse technology, where the benefits of technology offered must explore the psychological claims inherent in design artefacts and reasons. More generally, considering explicit usability in a design can help to increase the usability of new artefacts. (Gaver, 1991). Concerning technology, the concept of Technology Affordance refers to the potential for action, namely, what an individual or organisation can do with specific goals through the use of technology or information systems (Majchrzak, Markus: 2012). Perception of affordance refers to design choices that serve as more precise communication between technology designers and users. When users interact with technology, they can pick up on a signal that implies or invites specific ways to interact with objects. The three dimensions of technology affordances, namely the dimensions of material, individual, and social aspects, can be used as references for any technology case. Here are some descriptions of the Technology Affordance concept from several.researchers.

Iteration of CSF
In this study, the literature review was carried out at three stages of iteration described in 6 structured steps. The stages are 1) Identification of 25 CSFs from Rimayanti's (2017) study of reference ranges for 2011-2015, 2) Expansion of the timeframe for searching scientific publications on CSF ERP from 2016-2019, 3) Selection of 20 CSF with the highest frequency. After getting the selected journal, make a list of CSFs mentioned in each scientific publication and count the frequencies. Similarities, meaning or concept classified in one CSF category Twenty CSFs was analysed for later verification at the University/College level.
They were grouped into 4 cluster clusters, namely operational specific (a process or activity carried out from day to day involving human resources), management-specific (managerial has a function to control, supervise, and support the decision-making process for every activity carried out in an enterprise system implementation project), specific strategic issues (strategic benefits are activities with a higher level in decision making, and can determine the direction of the company and enterprise system implementation project in the long term), and local sociocultural specific (linkage to social and cultural conditions or conditions in a country where the enterprise system is applied). Based on the iterations carried out, the framework in this study which are the keys to successful ERP implementation are as follows:

Methods, Data, and Analysis
This study used a qualitative research method with a case study approach. Sugiyono (2010) adds that the qualitative method is a naturalistic research method with the researcher as the critical instrument using a triangulation (combined) data collection technique. The results of the research provide a deeper meaning than generalisation or what is called inductive analysis. This type of research is descriptive research, which is a writing that describes the actual situation of the object under study, according to the actual situation at the time of direct research. Sample are four colleges in West Java, and they are Bandung Institute of Technology (ITB), Padjadjaran University (Unpad), Maranatha Christian University (Maranatha) and Prasetiya Mulya University (UPM). These campuses selected using purposive sampling, which universities have implemented ERP systems in Global System ERP Applications, such as Oracle, Epicor, Microsoft Dynamic, and SAP. Interviews were conducted at work units involved in implementing the ERP system used. Data analysis in qualitative research is carried out during data collection and after completing data collection within a certain period. At the time of the interview, the researcher had analysed the informant's answers. If the informant's answer after being analysed is deemed unsatisfactory, the researcher will continue the question until the data obtained was considered credible... Miles and Huberman (1984), suggest that activities in qualitative data analysis are carried out interactively and continue continuously until completion so that the data is saturated.

Summary of Key Factors for Successful ERP System Implementation
Referring to the social situation of higher education institutions that implement Oracle and SAP ERP systems, it can be seen that the factors studied show variations in appearance Critical Success Factors  Thus, it is hoped that these factors will become an essential concern for other campuses that will also start choosing ERP systems at their institutions. However, there is also a factor in the Management Specific, namely the Project Champion, which was not found in the sample of universities implementing ERP systems. It is different from the cost/budget issue factor, which is interpreted as a cross, but it does not mean that this factor is not found in social situations. It means that there is no problem in terms of costs associated with implementing the ERP system.

Successful ERP Implementation
From several samples of universities studied, it was found that each campus was unique. For example, ITB is a pioneer campus that implements Oracle in the tertiary category so that ITB can get privileges at the license price. However, it is unfortunate because developments in the system were less than optimal compared to other campuses that have just implemented Oracle. On the Unpad campus, it was found that the Oracle used was superior because it was able to connect the payment system with banks, but there were still failures in the Budgeting system. At the Maranatha campus, it has succeeded in implementing SAP with a taxation system (in this case corporate income tax), which can be relied on to be precise, on time, and on principle, even though the implementation of the first year was considered quite difficult. UPM campus has implemented SAP's latest version, although it needed lots of training, some training has even done overseas.