182,682 research outputs found
Costs, Benefits and Value Distribution – Ingredients for Successful Cross-Organizational ES Business Cases
This paper introduces my PhD research project on developing guidelines for creating successful business cases for Enterprise System implementations in network settings. Three important aspects that were found to be important in such business cases are: the costs, benefits and the value distribution within a network. Each of the three aspects is addressed in this paper and the relationships between them are pointed out. A research model is presented showing how all three aspects contribute to the main goal of defining successful business case guidelines
System implementation: managing project and post project stage - case study in an Indonesian company
The research reported in this paper aims to get a better\ud
understanding of how the implementation process of\ud
enterprise systems (ES) can be managed, by studying the\ud
process from an organisational perspective. A review of\ud
the literature on previous research in ES implementation\ud
has been carried out and the state of the art of ES\ud
implementation research is defined. Using several body of\ud
literature, an organisational view on ES implementation is\ud
described, explaining that ES implementation involves\ud
challenges from triple domain, namely technological\ud
challenge, business process related challenge, and\ud
organisational challenge. Based on the defined state of the\ud
art and the organisational view on ES implementation\ud
developed in this research, a research framework is\ud
presented, addressing the project as well as the postproject\ud
stage, and a number of essential issues within the\ud
stages. System alignment, knowledge acquisition, change\ud
mobilisation are the essntial issues to be studied in the\ud
project stage while institutionalisation effort and\ud
continuous improvement facilitation are to be studied in\ud
the post-project stage. Case studies in Indonesian\ud
companies are used to explain the framework
Goals/questions/metrics method and SAP implementation projects
During the last years some researchers have studied the critical success factors (CSFs) in ERP implementations.
However, until now, no one has studied how these CSFs should be put in practice to help organizations achieve success
in ERP implementations. This technical research report attempts to define the usage of Goals/Questions/Metrics (GQM)
approach in the definition of a measurement system for ERP implementation projects. GQM approach is a mechanism for
defining and interpreting operational, measurable goals. Lately, because of its intuitive nature the approach has
gained widespread appeal. We present a metrics overview and a description of GQM approach. Then we provide an example
of GQM application for monitoring sustained management support in ERP implementations. Sustained management support
is the most cited critical success factor in ERP implementation projects.Postprint (published version
Co-operative Entrepreneurship : Co-operate for growth
Published with the support of the Scottish Government and the Economic & Social Research CouncilPublisher PD
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
Increasing the value of research: a comparison of the literature on critical success factors for projects, IT projects and enterprise resource planning projects
Since the beginning of modern project management in the 1960s, academic researchers have sought to identify a definitive list of Critical Success Factors (CSFs), the key things that project managers must get right in order to deliver a successful product. With the advent of Information Technology (IT) projects and, more recently, projects to deliver Enterprise Resource Planning (ERP) systems, attention has turned to identifying definitive lists of CSFs for these more specific project types. The purpose of this paper is to take stock of this research effort by examining how thinking about each type of project has evolved over time, before producing a consolidated list of CSFs for each as a basis for comparison. This process reveals a high degree of similarity, leading to the conclusion that the goal of identifying a generic list of CSFs for project management has been achieved. Therefore, rather than continuing to describe lists of CSFs, researchers could increase the value of their contribution by taking a step forward and focusing on why, despite this apparent knowledge of how to ensure their success, ERP projects continue to fai
A Knowledge Transfer Partnership - the development of a Bespoke Enterprise Resource Planning System in the UK
Abstract. A Knowledge Transfer Partnerships (KTP) is a UK-wide programme designed to enable businesses to improve their competitiveness, productivity and performance. A KTP achieves this through the forming of a Partnership between a business and an academic institution. The aim is to enable businesses to access skills and expertise from academics and embed this knowledge in their businesses in order to develop the business. The knowledge sought is embedded into the business through a project, or projects, undertaken by a recently qualified person (known as the Associate). Part funding is provided by the government towards the Associate’s salary and towards the release of an Academic supervisor who works a half a day a week at the company. KTPs can vary in length from 6 months to three years, depending on the needs of the business and the desired outcomes. Therefore a KTP enables new capability to be embedded into the business and has benefited and continues to benefit a wide range of businesses across many sectors in the UK, including micro sized, small and large businesses across many sectors. This paper describes a Knowledge Transfer Partnership project between the University of Hertfordshire and a small and medium sized enterprise (SME) based in Cambridgeshire, UK.Final Accepted Versio
Recommended from our members
Using ERP as a basis for Enterprise application integration
Architecting and implementing e-Business supply chain solutions across and within the modern day enterprise, is now becoming a necessity in order to maintain competitive and be adaptable to market needs. As such, the integration of information and processes is a vital step, using technologies such as using Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and enterprise portal platforms. The effective sharing of resource planning and other enterprise related data across and within the enterprise is typically seen as a facet of a business to business (B2B) platform. However, such infrastructures typically involve a tight integration across intra and inter-organisational systems. This paper examines an Enterprise Application Integration (EAI) initiative taken by a global manufacturer of industrial automation products, which attempted to utilise ERP as an integration tool across its internal B2B infrastructure, to achieve such an aim. This paper discusses those integration considerations and complexities, experienced by the case company upon embarking on an EAI integration programme through the adoption of a core ERP as a catalyst for organizational change. In doing so the authors present an analysis of the inherent risks and limitations of this approach in terms of previously published literature in the field, relating to technology-driven organizational change and EAI impact and adoption frameworks
- …