ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Environmental Sustainability in Information Technologies Governance

[Abstract] In the present day, many risk factors affect the continuity of a business. However, this situation produces a conducive atmosphere to approach alternatives that relieve this situation for organizations. Within these alternatives, environmental sustainability (ES) and information technologies governance (IT governance or ITG) stand out. Both alternatives allow organizations to address intrinsically common issues such as strategic alignment, generation of value, mechanisms for performance improvement, risk management and resource management. This article focuses on the fusion of both alternatives, determining to what extent current ITG models consider ES issues. With this purpose, the strategy followed was firstly to identify the relevant factors of ES present in the main approaches of the domain (ISO14001, GRI G4, EMAS, SGE21 and ISO26000). As a result, we identified 27 activities and 103 sub-activities of ES. Next, as the second main objective, we determined which of those factors are present in the main current ITG approaches (COBIT5, ISO38500 and WEILL & ROSS). Finally, we concluded through a quantitative study that COBIT5 is the most sustainable (i.e., the one that incorporates more ES issues) ITG approach

Business process modelling in ERP implementation literature review

Business processes are the backbone of any Enterprise Resource Planning (ERP) implementation. Business process modelling (BPM) has become essential for modern, process driven enterprises due to the vibrant business environments. As a consequence enterprises are dealing with a substantial rate of organizational and business processes change. Business process modelling enables a common understanding and analysis of the business processes, which is the first step in every ERP implementation methodology (blueprint phase). In order to represent enterprise processes models in an accurate manner, it is paramount to choose a right business process modeling technique and tool. The problem of many ERP projects rated as unsuccessful is directly connected to a lack of use of business process models and notations during the blueprint phase. Also, blueprint implementation phase is crucial in order to fit planned processes in an organization with processes implemented in the solution. However, business analysts and ERP implementation professionals have substantial difficulties to navigate through a large number of theoretical models and representational notations that have been proposed for business process modeling (BPM). As the availability of different business process modeling references is huge, it is time consuming to make review and classification of all modeling techniques. Therefor, in reality majority of ERP implementations blueprint documents have no business process modeling included in generating blueprint documents. Choosing the right model comprise the purpose of the analysis and acquaintance of the available process modelling techniques and tools. The number of references on business modelling is quit large, so it is very hard to make a decision which modeling notation or technique to use. The main purpose of this paper is to make a review of business process modelling literature and describe the key process modelling techniques. The focus will be on all business process modeling that could be used in ERP implementations, specifically during the blueprint phase of the implementation process. Detailed review of BPM (Business process modeling) theoretical models and representational notations, should assist decision makers and ERP integrators in comparatively evaluating and selecting suitable modeling approaches

A conceptual framework for capability sourcing modeling

Companies need to acquire the right capabilities from the right source, and the right shore, at the right cost to improve their competitive position. Capability sourcing is an organizing process to gain access to best-in-class capabilities for all activities in a firm's value chain to ensure long-term competitive advantage. Capability sourcing modeling is a technique that helps investigating sourcing alternative solutions to facilitate strategic sourcing decision making. Our position is applying conceptual models as intermediate artifacts which are schematic descriptions of sourcing alternatives based on organization's capabilities. The contribution of this paper is introducing a conceptual framework in the form of five views (to organize all perspectives) and a conceptualisation (to formulate a language) for capability sourcing modelling

The creation of business architecture heat maps to support strategy-aligned organizational decisions

The realization of strategic alignment within the business architecture has become increasingly important for companies. Indeed, it facilitates business-IT alignment as a well-designed business architecture helps both to identify the appropriate requirements for IT systems and to discover new business opportunities that can be realized by IT. However, there is a lack of alignment techniques that support organizational (re) design decisions during the operation phase as the actual performance of business architecture elements is neglected. Capability heat maps provide a useful starting point in this respect as they focus on the creation of a hierarchy of prioritized capabilities, which are characterized by a performance measure. In this paper, these techniques will be extended to support strategy-aligned decisions within the business architecture. The identification of the relevant business architecture elements is based on state-of-the-art enterprise modelling languages, which enable the development of enterprise models on distinct layers of the business architecture. Strategic alignment between these elements will be realized by using prioritization according to the Analytic Hierarchy Process (AHP), while performance measurement will enable the creation of a proper decision support system. Afterwards, the proposed heat map will be applied on a case example to illustrate its potential use. This results in the completion of a first build-and-evaluate loop within the Design Science methodology

From strategy to operations and vice-versa: a bridge that needs an Island

The Information Systems support particularly for Tactical Management is not an explicit or distinct term. There are many concepts and artifacts that are providing contemporary foundations for Information systems in the companies, both in theory and in practice. We tried to analyze different approaches, in order to determine their support specifically for tactical management. Out of this attempt, the realization is that these seemingly overarching bridges from Operations to Strategy and vice-versa appear to be overshooting an important island - the tactical management level, particularly in recognizing its distinct characteristics to be served with adjusted concepts and solutions. We see tactical management as the managerial function that implements strategies, by deploying and utilizing specific resources from the operational level in order to gain that specific competitive advantage prescribed in the strategy. The diversity of approaches and tools is provided for the strategic and overwhelmingly for operational management issues. This theoretical research is analyzing the specifics of the Sense-and-Respond Framework on a tactical level towards perfecting the sensing part of it (in terms of sustaining "low latency" (instead of operational "no latency") and striving for tactical need for "right-time" (instead of the current and hot operational "real-time") information), and how it is being closed in theory and practice on a strategic, tactical and operational level with 'endings'. Also, the tactical management characteristic of working in unpredicted environment and needing high adaptability, requires involvement of concepts and approaches that provide adaptability such as, in our opinion, the Sense-and-Respond managerial concept and the SIDA loop. To some extent, tactical management is being assimilated either by strategy or by operations, as this research confirms. Hopefully, we will result with increased perceptiveness that tactical management needs special theoretical and practical focus and output propositions. The specific sensing and interpreting, deciding and acting, in the role of a tactical manager is neither only automatic, data-capturing process nor a person-independent or company-independent one. If, and after this viewpoint is shared, much more efforts will be streamlined in the tactical management "how" to do "what" is expected, on theoretical and on practical level

Meeting point of strategy and operations: tactical management sense and response framework enhancement

We recognize a problem of work overload in every managerial position nowadays. This is complemented with data overload, and still somehow, information inadequacy. We recognize the problem of rather clear strategic or business plan expectations and inability to meet them. We also recognize the problem of complexity of issues every manager has to deal with in all of their diversity. All of these elements persisting in an uncertain and unpredictable environment of today's business, technology and economy, where planning is trading places with structuring, modularizing and preparing oneself in being adaptive to any given circumstances, especially in terms of tactics, denote longing for multidimensional support. There are various efforts and products to automatize and enrich the data in order to give basis for better decision-making and problem solving. Also, there are frameworks to formalize and verbalize the strategic or business plan expectations and targets with respective performance measurement in order to point out the direction where a business unit/company should be headed. And quite a lot is being done on a subject-specific areas such as: Alignment of IT and Strategy, Business Operations and Strategy,. But the perceived "boiling" zone of tactical management is somehow un-addressed, both in theory and with feasible artifacts. Tactical Management as the managerial function that implements strategies and deploys and utilizes specific resources from the operational level in order to gain that specific advantage prescribed in the strategy has both differentiating and uniting characteristics when compared to operations and strategy. Furthermore, if standing in the shoes of a tactical manager, what one will see as work description, will be overwhelming crossroads of unmatched information flows in structure, depths, sources, manners, complexity, timings, and expectations. How to perceive, organize, handle and utilize all that landscape with what is given, and be able to handle it dynamically, appropriately and with least expenditures, is what we are aiming for. It's neither straightforward, nor an easy, automated task. For anyone. It is both company-and person-dependent task. This research focuses on tactical management, from the perspective of the individual manager. We believe that by Enhancing the Sense-and-Respond Framework on a tactical level we will assist the individual tactical manager with increased adaptability and handling complexity

Modeling a systems-based framework for effective IT auditing and assurance for less regulatory environments

Information Technology (IT) has become indispensable in contemporary business processes and in business value creation strategies. Those charged with governance, risk management and compliance are, often, challenged by sophisticated IT oriented decision-making dilemmas due to complex IT use in contemporary business processes. Investors and other stakeholders increasingly expect very rich, reliable and transparent assurance that their interests are safe. Auditors, as a result, are looked upon to expand their role to leverage the functions of those charged with governance and management. IT audit literature, hence, demonstrates existence of several best practices aimed at meeting the increasing demand for more audit and assurance outcomes that bridge the widening audit expectations gaps. In developing countries with less stringent regulatory systems, however, attempts to implement many of these frameworks have proved unsuccessful. Reasons include paucity of guidance in the frameworks and lack of suitable theoretical foundations to resort to for solutions to implementation challenges. Extant literature review reveals scanty research effort by practitioners or academicians in the field in the empirical situation to design a more suitable framework to serve as intervention. In this research an attempt has been made to create an intervention by designing a framework, i.e. an artefact for IT auditing for less regulated business environments. By adductive inference the cybernetics theory of viable systems approach was ingrained as the theoretical foundation from which the variables for the design were extracted. The abduction was based on the diagnostic power and ability to support self-regulation in a less regulatory environment. Action design research (ADR) approach was employed to achieve the research objective. Both qualitative and quantitative techniques were found to be useful for the evaluation and data analysis. At the design phase, a multiple case study method together with workshops were employed to gain insight into the problem and to collect data to support the design process. Four organisations from both public and private sectors in Ghana were selected to participate in the research. At the evaluation stage a survey technique was used to collect data mainly for the validation of construct variables and the refinement of the framework. The questionnaire scale used was 1=Strongly Disagree; 2=Disagree; 3=Somewhat Agree; 4=Agree and 5=Strongly Agree. A total of 136 respondents who included IT audit and Internal audit practitioners, Audit trainees and students, Directors and management staff were involved from four selected organisations. A factor analysis yielded twenty variables extracted from the ingrained theory for the building of a conceptual model which were grouped into six factors or domains. The entire conceptual model was tested with PLS-SEM technique because of the causal relationships that motivated the development of the conceptual hypotheses. A composite reliability used to assess the internal consistency of the model was overall adequate with values greater than 0.7. Similarly, a convergent validity of the model showed that all the variables were above the threshold value of 0.5. Thus, the model and design theory were found to be reliable and valid. Correlation and regression analysis was applied in testing individual hypotheses and the results helped to reorganise the final framework. The study contributed an artefact in the field of IT audit which represents a comprehensive teachable practitioner’s guide for the improvement of the IT audit practice. The framework also serves as guidance to those charged with governance and management in monitoring, self-review and as framework to attain IT audit readiness in less regulatory environments. Implementation challenges are expected to be resolved by reverting to the ingrained theory