A comparative study of benefits realisation and change management using Enterprise Resource Planning Technology (SAP) in utility enterprises in Western Australia

This research looks at the application of an ERP technology (SAP) in utilities in Western Australia and undertakes a comparative study of Benefit Realisation and Change Management. It clearly shows that involving people in the change is a critical success factor for any ERP implementation. The research also supports an integrated, carefully planned approach with significant leadership. These are also critical success factors in any ERP implementation

Towards an understanding of the integrative relationship between Business Process Management and Enterprise Resource Planning Systems

Lack of clarity regarding the scope and integration of business process management and enterprise resource planning are recurring themes. This results in difficulties in understanding relationships between the two constructs. Business processes are constellations of activities fundamental to organizations and must be managed like all other organizational resources. Continual changes in organizations’ environments make it imperative that business processes constantly adapt at the strategic level in order to execute organizational strategies at the operational level. At both levels managed process-oriented activities are believed to reduce operating costs, increase customer satisfaction and enable faster response to changes in the organizations’ environment. When considering enterprise systems it is necessary to take into account business process management together with enterprise resource planning. They are not inseparable but to talk of just one is to see only half the picture. The objective for this paper is to explore the desired integration between business process management and enterprise resource planning systems under the lens of several relevant theories

The necessities for building a model to evaluate Business Intelligence projects- Literature Review

In recent years Business Intelligence (BI) systems have consistently been rated as one of the highest priorities of Information Systems (IS) and business leaders. BI allows firms to apply information for supporting their processes and decisions by combining its capabilities in both of organizational and technical issues. Many of companies are being spent a significant portion of its IT budgets on business intelligence and related technology. Evaluation of BI readiness is vital because it serves two important goals. First, it shows gaps areas where company is not ready to proceed with its BI efforts. By identifying BI readiness gaps, we can avoid wasting time and resources. Second, the evaluation guides us what we need to close the gaps and implement BI with a high probability of success. This paper proposes to present an overview of BI and necessities for evaluation of readiness. Key words: Business intelligence, Evaluation, Success, ReadinessComment: International Journal of Computer Science & Engineering Survey (IJCSES) Vol.3, No.2, April 201

Going Beyond Operations with Enterprise Systems

Enterprise Systems have become the preferred type of IT systems in most large organizations in the last few decades. These, large-scale, integrated, packaged software suites have been shown to enable operational efficiency by several prior studies .This paper reviews a number of such studies and identifies a gap in the literature. The primary contribution of this paper is that it proposes that Enterprise Systems can create business value, in addition to operational efficiency, by achieving innovation (in product, process and alliance) and enabling better strategic decision making in the adopting firms. The paper also provides empirical evidence using detailed secondary data that supports this proposition. In addition, this study also provides additional evidence for concepts identified in earlier research. This paper reports on the first study of a research-in-progress and this model will be tested further through extensive primary case studie

Investigating benefits realisation process for enterprise resource planning systems

This research aims to investigate the benefit realisation process for ERP systems so as to develop a benefit realization road map whereby organisations can realize the maximum potential of their ERP systems. This research covers two areas: mechanism of implementation and the destination to change (i.e. road map). It has been found that project management and benefits management approaches are necessary for recouping benefits from investing in Information Technologies (IT) projects. Thus, Project Benefits Governance Framework (PBGF) is developed, and later tested, by combining the two approaches for the sake of realising the expected benefits from investing in IT initiatives. Because ERP demands radical changes in organisations, the neo-institutionalisation theory was adopted to apply PBGF on ERP so that the ERP success is improved. The key connecting element between PM and BM in PGBF is the blueprint design. ERP orchestration framework is developed to show how investments in ERP resources and organisational complementary resources shall be orchestrated so that ERP benefits can be realised effectively. Thus, benefits are classified into three levels (automating, planning, and innovating benefits), and each level needs a specific blueprint. All of these blueprints constitute the ERP benefits road map. Each blueprint consists of attitudes, skills, organisation characteristics, technologies, and ERP department human resources competencies. Based on these results, ERP Business Innovation framework is developed and tested. ERP benefits maturity assessment tool is developed for assessing organisations’ status to show weaknesses and strengths in their ability to recoup different ERP benefits by benchmarking with the three blueprints. This research has contributed by integrating and institutionalising benefits management practices and project management practices. Moreover, it is novel in adapting the orchestration theory to understand how ERP resources shall be composed to achieve benefits efficiently. Finally, it demonstrates that ERP can be a source of innovation if the innovating benefits are managed deliberately

Enterprise systems for innovation in products and processes : beyond operational efficiency

It has been widely accepted now in industry and academia that Enterprise Systems (ES) can create value for adopting organizations by enabling operational efficiency. However, given the enormous investments they warrant, the potential of such systems to deliver more than improving operations is emerging as a popular area of investigation. This paper reports a research-in-progress that proposes innovation as a means of creating business value with Enterprise Systems. The primary contribution of this paper is a process model that proposes that Enterprise Systems can enable innovation - in products and processes, and supports it with empirical evidence using three case studies. The intention is to test this model further with more case studies and a survey.<br /

Enterprise Resource Planning (ERP): a review of the literature

This article is a review of work published in various journals on the topics of Enterprise Resource Planning (ERP) between January 2000 and May 2006. A total of 313 articles from 79 journals are reviewed. The article intends to serve three goals. First, it will be useful to researchers who are interested in understanding what kinds of questions have been addressed in the area of ERP. Second, the article will be a useful resource for searching for research topics. Third, it will serve as a comprehensive bibliography of the articles published during the period. The literature is analysed under six major themes and nine sub-themes

Supply Chain Information Systems and Organisational Performance in Economic Turbulent Times

Supply Chain Information Systems and their impact on organisational performance has been studied by a number of studies. This study seeks to extend this body of knowledge by adopting a fresh lens to explore empirically the relationship between organizational performance and SCIS in circumstances of economic downturn and financial turbulence. The statistical relationship between Supply Chain Information Systems (SCIS) ˜Effectiveness and ˜Organisational Performance is tested and measured by multidimensional financial and non-financial variables. So even though complexities associated with measuring SCIS efficiency and Organisational Performance continue to dominate research discussions these are somewhat limited to just explaining the phenomenon without addressing the misalignment of the information provided by SCIS, business expectations and Organisational Performance. In consequence this papers reports findings from a large survey of 168 SCIS managers in Greek SMEs where even through economic downturn a strong correlation between SCIS and non-financial Organisational Performance is evidenced. In considering the findings this study proposes guidance to enhance SCIS Effectiveness and Organisational Performance

ERP System as an Enabler for Bottom up Innovations

This research adopts a resource-based approach to develop and test a new framework related to improvement in bottom up innovations by means of enterprise resource planning (ERP) systems. The framework consists of five primary resources: attitude, organisational characteristics, skills, ERP human resources, and ERP technological resources. Responses from 210 organisations that have adopted ERP were analysed using Structural Equation Modelling (SEM). Regarding organisational resources, the research results did not support the premise that an organisation’s characteristics (i.e., agility, or the innovation sponsorship) and attitude to technology have direct effects on organisational innovativeness. Rather, it was found that these relationships are fully mediated by the employees’ quantitative skills. Regarding technical resources, ERP Human resources, i.e., the ability to create business partnerships, and ERP technical resources, i.e., the customisability of reports, have significant impacts on organisational innovativeness. The main implication of this research is that ERP is not only a planning technology but also a driver of innovation when supported by the necessary organisational and technical resource