Efficient path sampling on multiple reaction channels

Due to the time scale problem, rare events are not accessible by straight forward molecular dynamics. The presence of multiple reaction channels complicates the problem even further. The feasibility of the standard free energy based methods relies strongly on the success in finding a proper reaction coordinate. This can be very difficult task in high-dimensional complex systems and even more if several distinct reaction channels exist. Moreover, even if a proper reaction coordinate can be found, ergodic sampling will be a challenge. In this article, we discuss the recent advancements of path sampling methods to tackle this problem. We argue why the path sampling methods, via the transition interface sampling technique, is less sensitive to the choice of reaction coordinate. Moreover, we review a new algorithm, parallel path swapping, that can dramatically improve the ergodic sampling of trajectories for the multiple reaction channel systems.Comment: 7 pages, 4 figures. Article submitted for the proceedings of the Conference on Computational Physics, Brussels 200

Enterprise resource planning in construction: An evaluation of recent implementations

In a large number of construction firms, Enterprise Resource Planning (ERP) systems have replaced non-integrated information systems by integrated and maintainable software. The implementation of ERP systems in the construction industry is a difficult task. So far, ERP implementations have yielded more failures than successes in this industry. Our study tries to understand the underlying factors that cause success or failure of ERP in construction by analysing how ERP fits into the IT and business strategy of a firm. Empirical research was conducted by a multiple case study of three ERP-implementations in different business environments. Based on the results of this study, propositions are developed that relate factors for the success of ERP in construction to concepts of the existing literature on IT and strategy. These propositions are indicative, but present nevertheless a clear overall tren

The relevance of specific csfs for stakeholders during ERP implementation: an empirical study from Oman

The success of ERP systems implementation is affected by the extent to which stakeholders have been prepared for the project activities and its outcomes. Stakeholders’ preparation needs change as the ERP implementation lifecycle progresses and varies across stakeholder groups. Therefore a dynamic model is needed for such preparation. However such a model needs to reflect the relevance of different CSFs to different stakeholder groups at different stages of the ERP implementation life-cycle. This study examines empirical evidence from a survey conducted in Omani organisations to determine what these individual CSFs are and how they are distributed across the ERP implementation life-cycle for different stakeholder groups. The CSFs included in the survey were derived from a structured review of literature. Purposive sampling was used to select respondents representing different ERP stakeholders groups, all respondents had both experience and knowledge of ERP implementations. The survey data are analysed and the distribution of relevant CSFs across the ERP lifecycle for the different stakeholder groups are presente

Organizational and national issues of an ERP implementation in a Portuguese company

This technical research report describes a case of an Enterprise Resource Planning (ERP) implementation in a Portuguese SME. We focused on the identification of organizational factors that affect the ERP implementation project. We also analyzed the ERP implementation project from a national cultural perspective using Geert Hofstede's dimensions. These dimensions were used to explain some of the attitudes and behaviours during the ERP implementation project. The findings suggest that some of the problems in ERP implementation projects are not of technological nature but may be attributed to organizational factors while some issues related to national culture.Postprint (published version

Interpreting an ERP implementation from a stakeholder perspective

ERP systems are software packages that enable the integration of transactions oriented data and business processes throughout an organization. ERP implementation can be viewed as an organizational change process: many problems related to ERP implementation are related to a misfit of the system with the characteristics of the organization. This article uses the evidence of a case study to uncover some important dimensions of the organizational change issues related to ERP implementation. The study shows how ERP implementation can impact the interests of stakeholders of the ERP-system and how these groups may react by influencing the course of events, for example by altering the design and implementation in ways that are more consistent with their interests. Understanding the possible impact of ERP on particular interests of stakeholders may help project managers and others to manage ERP implementations more effectively.

Preliminary Results in a Multi-site Empirical Study on Cross-organizational ERP Size and Effort Estimation

This paper reports on initial findings in an empirical study carried out with representatives of two ERP vendors, six ERP adopting organizations, four ERP implementation consulting companies, and two ERP research and advisory services firms. Our study’s goal was to gain understanding of the state-of-the practice in size and effort estimation of cross-organizational ERP projects. Based on key size and effort estimation challenges identified in a previously published literature survey, we explored some difficulties, fallacies and pitfalls these organizations face. We focused on collecting empirical evidence from the participating ERP market players to assess specific facts about the state-of-the-art ERP size and effort estimation practices. Our study adopted a qualitative research method based on an asynchronous online focus group

Support tools for ERP selection

The first step in ERP implementation is a selection process. In general ERP selection is a two-stairs process. The first task is supply narrowing and after that it fallows the ERP comparison. Inasmuch as an ERP system is not only a software product, in the assessment process have to be evaluated all fallow-up services too. These is true all the more, if we take new technologies platforms is consideration. In small enterprises human resources are restricted. For this reason project analyse are neglected in most of the cases and this enterprises need standard methods and services for evaluation