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

HRIS in the cloud: A comparative approach to on-premise and in-cloud human resources information systems

Human resources information systems (HRIS) help a number of HR processes to be executed with the help of IT. These systems are usually set up as on-premise systems, usually as a part of an Enterprise Resource Planning (ERP) system in large organizations. Latest developments in the cloud technology field has enabled Software-as-a-Service (SaaS)- or cloud-based HR systems, and their usage is proving to be a viable alternative to on-premise HR systems. Organizations are motivated to move their HR systems to cloud in order to benefit from new technology, reduce IT costs and standardize their HR processes. In-cloud HR systems differ from on-premise systems in many aspects including their implementation methodology, costs involved, the IT and HR skills needed to implement and maintain these systems

The future of Cybersecurity in Italy: Strategic focus area

This volume has been created as a continuation of the previous one, with the aim of outlining a set of focus areas and actions that the Italian Nation research community considers essential. The book touches many aspects of cyber security, ranging from the definition of the infrastructure and controls needed to organize cyberdefence to the actions and technologies to be developed to be better protected, from the identification of the main technologies to be defended to the proposal of a set of horizontal actions for training, awareness raising, and risk management

Propelling the Potential of Enterprise Linked Data in Austria. Roadmap and Report

In times of digital transformation and considering the potential of the data-driven economy, it is crucial that data is not only made available, data sources can be trusted, but also data integrity can be guaranteed, necessary privacy and security mechanisms are in place, and data and access comply with policies and legislation. In many cases, complex and interdisciplinary questions cannot be answered by a single dataset and thus it is necessary to combine data from multiple disparate sources. However, because most data today is locked up in isolated silos, data cannot be used to its fullest potential. The core challenge for most organisations and enterprises in regards to data exchange and integration is to be able to combine data from internal and external data sources in a manner that supports both day to day operations and innovation. Linked Data is a promising data publishing and integration paradigm that builds upon standard web technologies. It supports the publishing of structured data in a semantically explicit and interlinked manner such that it can be easily connected, and consequently becomes more interoperable and useful. The PROPEL project - Propelling the Potential of Enterprise Linked Data in Austria - surveyed technological challenges, entrepreneurial opportunities, and open research questions on the use of Linked Data in a business context and developed a roadmap and a set of recommendations for policy makers, industry, and the research community. Shifting away from a predominantly academic perspective and an exclusive focus on open data, the project looked at Linked Data as an emerging disruptive technology that enables efficient enterprise data management in the rising data economy. Current market forces provide many opportunities, but also present several data and information management challenges. Given that Linked Data enables advanced analytics and decision-making, it is particularly suitable for addressing today's data and information management challenges. In our research, we identified a variety of highly promising use cases for Linked Data in an enterprise context. Examples of promising application domains include "customization and customer relationship management", "automatic and dynamic content production, adaption and display", "data search, information retrieval and knowledge discovery", as well as "data and information exchange and integration". The analysis also revealed broad potential across a large spectrum of industries whose structural and technological characteristics align well with Linked Data characteristics and principles: energy, retail, finance and insurance, government, health, transport and logistics, telecommunications, media, tourism, engineering, and research and development rank among the most promising industries for the adoption of Linked Data principles. In addition to approaching the subject from an industry perspective, we also examined the topics and trends emerging from the research community in the field of Linked Data and the Semantic Web. Although our analysis revolved around a vibrant and active community composed of academia and leading companies involved in semantic technologies, we found that industry needs and research discussions are somewhat misaligned. Whereas some foundation technologies such as knowledge representation and data creation/publishing/sharing, data management and system engineering are highly represented in scientific papers, specific topics such as recommendations, or cross-topics such as machine learning or privacy and security are marginally present. Topics such as big/large data and the internet of things are (still) on an upward trajectory in terms of attention. In contrast, topics that are very relevant for industry such as application oriented topics or those that relate to security, privacy and robustness are not attracting much attention. When it comes to standardisation efforts, we identified a clear need for a more in-depth analysis into the effectiveness of existing standards, the degree of coverage they provide with respect the foundations they belong to, and the suitability of alternative standards that do not fall under the core Semantic Web umbrella. Taking into consideration market forces, sector analysis of Linked Data potential, demand side analysis and the current technological status it is clear that Linked Data has a lot of potential for enterprises and can act as a key driver of technological, organizational, and economic change. However, in order to ensure a solid foundation for Enterprise Linked Data include there is a need for: greater awareness surrounding the potential of Linked Data in enterprises, lowering of entrance barriers via education and training, better alignment between industry demands and research activities, greater support for technology transfer from universities to companies. The PROPEL roadmap recommends concrete measures in order to propel the adoption of Linked Data in Austrian enterprises. These measures are structured around five fields of activities: "awareness and education", "technological innovation, research gaps, standardisation", "policy and legal", and "funding". Key short-term recommendations include the clustering of existing activities in order to raise visibility on an international level, the funding of key topics that are under represented by the community, and the setup of joint projects. In the medium term, we recommend the strengthening of existing academic and private education efforts via certification and to establish flagship projects that are based on national use cases that can serve as blueprints for transnational initiatives. This requires not only financial support, but also infrastructure support, such as data and services to build solutions on top. In the long term, we recommend cooperation with international funding schemes to establish and foster a European level agenda, and the setup of centres of excellence

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

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

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

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