Identifying critical success factors of ERP systems at the higher education sector

In response to a range of contextual drivers, the worldwide adoption of ERP Systems in Higher Education Institutions (HEIs) has increased substantially over the past decade. Though the difficulties and high failure rate in implementing ERP systems at university environments have been cited in the literature, research on critical success factors (CSFs) for ERP implementations in this context is rare and fragmented. This paper is part of a larger research effort that aims to contribute to understanding the phenomenon of ERP implementations and evaluations in HEIs in the Australasian region; it identifies, previously reported, critical success factors (CSFs) in relation to ERP system implementations and discusses the importance of these factors

Multi-Stakeholder Assessment of Critical Success Factors: Insights from the World's Fastest SAP R/3 Implementation

Organizations invest substantial resources in Enterprise Systems (ES) expecting positive outcomes for the organization and its functions. Implementing an ES is a lengthy and costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously considering rapid ES-implementations to reduce cost and other related resources. This paper presents findings of a study conducted to understand critical success factors of rapid ES-implementations gathering data from the world’s fastest SAP implementation, completed in a record time of three weeks. Using a two-phased case study design, gathering data from four distinct stakeholders, this study recognized the relevance of critical success factors identified through the literature to the context of rapid ES-implementations. Moreover, the study identified three new critical success factors that are specific to rapid ES-implementations. The study also demonstrated differentiating views of multiple stakeholders on each of the critical success factors

Cloud Migration: A Case Study of Migrating an Enterprise IT System to IaaS

This case study illustrates the potential benefits and risks associated with the migration of an IT system in the oil & gas industry from an in-house data center to Amazon EC2 from a broad variety of stakeholder perspectives across the enterprise, thus transcending the typical, yet narrow, financial and technical analysis offered by providers. Our results show that the system infrastructure in the case study would have cost 37% less over 5 years on EC2, and using cloud computing could have potentially eliminated 21% of the support calls for this system. These findings seem significant enough to call for a migration of the system to the cloud but our stakeholder impact analysis revealed that there are significant risks associated with this. Whilst the benefits of using the cloud are attractive, we argue that it is important that enterprise decision-makers consider the overall organizational implications of the changes brought about with cloud computing to avoid implementing local optimizations at the cost of organization-wide performance.Comment: Submitted to IEEE CLOUD 201

An analysis of security issues in building automation systems

The purpose of Building Automation Systems (BAS) is to centralise the management of a wide range of building services, through the use of integrated protocol and communication media. Through the use of IP-based communication and encapsulated protocols, BAS are increasingly being connected to corporate networks and also being remotely accessed for management purposes, both for convenience and emergency purposes. These protocols, however, were not designed with security as a primary requirement, thus the majority of systems operate with sub-standard or non-existent security implementations, relying on security through obscurity. Research has been undertaken into addressing the shortfalls of security implementations in BAS, however defining the threats against BAS, and detection of these threats is an area that is particularly lacking. This paper presents an overview of the current security measures in BAS, outlining key issues, and methods that can be improved to protect cyber physical systems against the increasing threat of cyber terrorism and hacktivism. Future research aims to further evaluate and improve the detection systems used in BAS through first defining the threats and then applying and evaluating machine learning algorithms for traffic classification and IDS profiling capable of operating on resource constrained BAS

Critical Management Issues for Implementing RFID in Supply Chain Management

The benefits of radio frequency identification (RFID) technology in the supply chain are fairly compelling. It has the potential to revolutionise the efficiency, accuracy and security of the supply chain with significant impact on overall profitability. A number of companies are actively involved in testing and adopting this technology. It is estimated that the market for RFID products and services will increase significantly in the next few years. Despite this trend, there are major impediments to RFID adoption in supply chain. While RFID systems have been around for several decades, the technology for supply chain management is still emerging. We describe many of the challenges, setbacks and barriers facing RFID implementations in supply chains, discuss the critical issues for management and offer some suggestions. In the process, we take an in-depth look at cost, technology, standards, privacy and security and business process reengineering related issues surrounding RFID technology in supply chains

Emergence of ERPII Characteristics within an ERP integration context

It is widely accepted that Enterprise Resource Planning (ERP) can provide organizations with efficiency and productivity gains, in terms of aggregating and streamlining internal business processes. It is also well understood that embarking upon the implementation of such an IT project, also presents many risks and challenges to the incumbent corporation, as witnessed by numerous cases in the normative IS literature on this subject. Through the description of a case study organization’s ERP integration experiences, the authors highlight the emergence of those characteristics which define the componentization, and extension of ERP functionalities (i.e. so-called ERPII) in terms of a failed ERP-led, Enterprise Application Integration (EAI) implementation within an industrial products organization. As a result of the exploratory research approach used, it is hoped that the definition of such factors will provide an insight into the development and management of such technology investments

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

An ES process framework for understanding the strategic decision making process of ES implementations

Enterprise systems (ES) implementations are regarded costly, time and resource consuming and have a great impact on the organization in terms of the risks they involve and the opportunities they provide. The steering committee (SC) represents the group of individuals who is responsible for making strategic decisions throughout the ES implementation lifecycle. It is evident from recent studies that there is a relationship between the decision making process and ES implementation success. One of the key elements that contribute to the success of ES implementations is a quick decision making process (Brown and Vessey, 1999; Gupta, 2000; Parr, et al., 1999). This study addresses the strategic decision-making process by SC through its focus on four research questions (1) How can the strategic decision-making process in the implementation of ES be better understood, during each phase of the ES implementation lifecycle? (2) What is the process by which the SC makes strategic decisions? (3) How are fast decisions made? and (4) How does decision speed link to the success of ES implementation? Process models of ES implementation will provide a framework to investigate the strategic decision making process during each phases of the ES implementation lifecycle. Patterns in the decision making process will be explored using strategic choice models. This study develops a research model that focuses on the decision making process by steering committee to explore research questions. It concludes with identifying contributions to both IS research and business practitioners

ERP inside Large Organizations

Many large companies in Romania are still functioning without an ERP system. Instead they are using traditional application systems built around the strong boundaries of specific functions: finance, selling, HR, production. An ERP will offer lots of advantages among which the integration of functionalities and support for top management decisions. Although the total cost of ownership is not small and there are some risks when implementing an ERP inside large and very large organizations, having such a system is mandatory. Choosing the right product and vendor and using a correct risk management strategy, will ensure a successful implementation.Enterprise Functions, ERP Functionalities, Process Lines and Solutions, Cost Implementation, Total Cost of Ownership, Risk Management, Active Global Support, ERP Advantages, Success Factors, Return of Investment

Parallel Simulations for Analysing Portfolios of Catastrophic Event Risk

At the heart of the analytical pipeline of a modern quantitative insurance/reinsurance company is a stochastic simulation technique for portfolio risk analysis and pricing process referred to as Aggregate Analysis. Support for the computation of risk measures including Probable Maximum Loss (PML) and the Tail Value at Risk (TVAR) for a variety of types of complex property catastrophe insurance contracts including Cat eXcess of Loss (XL), or Per-Occurrence XL, and Aggregate XL, and contracts that combine these measures is obtained in Aggregate Analysis. In this paper, we explore parallel methods for aggregate risk analysis. A parallel aggregate risk analysis algorithm and an engine based on the algorithm is proposed. This engine is implemented in C and OpenMP for multi-core CPUs and in C and CUDA for many-core GPUs. Performance analysis of the algorithm indicates that GPUs offer an alternative HPC solution for aggregate risk analysis that is cost effective. The optimised algorithm on the GPU performs a 1 million trial aggregate simulation with 1000 catastrophic events per trial on a typical exposure set and contract structure in just over 20 seconds which is approximately 15x times faster than the sequential counterpart. This can sufficiently support the real-time pricing scenario in which an underwriter analyses different contractual terms and pricing while discussing a deal with a client over the phone.Comment: Proceedings of the Workshop at the International Conference for High Performance Computing, Networking, Storage and Analysis (SC), 2012, 8 page