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Group Project 2: Presentation on Enterprise System and Enterprise Architecture Considerations Assignment
Purpose of this Assignment
This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes:
· analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organization’s ability to contribute to strategic decision making and to respond and adapt to the business environment
· analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment
· analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations
· analyze considerations for enabling enterprise architecture
Assignment
Your instructor has assigned each group one of several types of enterprise systems (Enterprise Resources Planning, ERP) to research and prepare an executive-level informational presentation. Your instructor has provided you with instructions on locating case studies. Your group should have completed Group Project 1 and each team member should have completed the individual project memo identifying seven criteria for successful implementation of enterprise systems.
As you saw in Group Project 1, the chief information officer (CIO) of your organization has heard about enterprise systems and believes that they could solve many of the problems in your organization. He has asked your team to do some research and prepare an analysis and recommendations about these types of systems. Your team has been assigned one of several types of enterprise systems (ERP) to research and prepare an informational presentation for the CIO. The purpose is to help him understand the type of enterprise system (ERP), to understand how other organizations have implemented such systems, and lessons learned from the implementations. Finally, your team is to present the considerations that the CIO should think about—both positive and negative aspects—prior to suggesting that the organization consider implementing one of these systems.
For Group Project 1, your team analyzed the case studies and assessed the success of the enterprise system implementations. Then, for your individual project, you researched, identified and explained in a memo to the CIO what makes for a successful implementation of these types of enterprise systems. Your group will use the information gathered and developed for those assignments to prepare the presentation described below.
Group Project 2
Develop an executive-level PowerPoint presentation that uses the organizations in your case studies as examples to provide an analysis and recommendation to your CIO. Your presentation should include:
1. A brief summary of each organization that includes the following:
· the business the organization is in
· the problem the organization was trying to solve
· whether the enterprise system implementation was a success or not in terms of cost, schedule, performance, and quality
· lessons learned
(Summarized from Group Project 1)- Check below.
2. An evaluation of what each organization did right and what they did wrong; compare and contrast them.
3. Your own set of considerations—both positive and negative—that the CIO should think about prior to making any suggestions that the organization move forward. Your group should consider and address, at a minimum:
· benefits of enterprise systems
· limitations of enterprise systems
· determining the best fit for the organization
· implementation planning and success criteria, including structure, processes, and culture of the organization; the phases of the System Development Life Cycle; and other considerations
· potential to enable an enterprise architecture
(Some of this information may come from your individual memos on success criteria.)
Presentation Formatting and Requirements
I. Your presentation should be 14-23 slides that include:
· A cover slide with a title, your group number/name, and date, as a minimum
· An introduction or slide outlining the presentation to follow. Make a nice introduce and “thesis statement” to capture the objective of this briefing.
· 2-4 slides that summarize the case studies (the business they are in; the problem they were trying to solve; whether the enterprise system implementation was a success in terms of cost, schedule, performance, and quality; and lessons learned)
· 3-6 slides that provide an evaluation of what each organization did right and what it did wrong; and compare and contrast the organizations
· 6-9 slides that provide considerations for the CIO including: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria (covering structure, processes, and culture of the organization; the phases of the system development life cycle (SDLC); and other considerations)
· 1-4 slides on positioning of these case studies for their ability to enable the architecture (i.e. are the “hooks” in place to enable EA?) Very important!
· A summary/conclusion slide. Don’t forget a nice wrap-up here articulating the key points.
II. Notes: Details of Presentation
· The bullet points in your presentation will be supported by relevant details in the Notes section of the slides, which contain the actual words you would say to the CIO as you present each slide. Since you cannot actually present the slides in person, the Notes will show what you would actually say. This is an important part of your presentation. If you were writing a paper, the content would be in the notes and the PowerPoint slides would be the outline. [Select the Notes Page under View option in PowerPoint.]
· Presentations with limited or no “Notes” will receive much lower grades, because the bullets should not tell the whole story.
· Use a graphic or visual representation of the model to emphasize key points or to add interest. It is useful to add an image or graphic representing the model to help describe it.
III. Resources
· The use of at least four external scholarly resources (which may include your case studies) is required. (NOTE: More than four resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings
· Remember to correctly cite and reference all sources. Any direct quotes should be indicated within the slide text with appropriate quotation marks and an in-text citation (however, direct quotes should be short and used sparingly, if at all). Complete references for sources should be included in the corresponding Notes section. Paraphrased material can just be referenced within the Notes section of the slides without an in-text citation on the slide. This deviates from APA style but keeps the slides more readable. Note: Do not include your resources on a separate slide in the presentation. They need to be included in the notes section of the slide to which they pertain.
IV. Additional Instructions
· Each slide should have a title and a limited amount of text. The presentation should capture key bullet points and not include complete paragraphs and detailed text.
· Content on your Slides should be double-spaced
· Use bullet points – 6-8 words per line; 4-7 lines per slide; Font – preferably Arial, Verdana or Calibri (sans serif) size 18
· Your presentation format should be professional and use a professional theme to make it interesting in appearance to keep your audience’s attention
· Stay with the same theme of graphics throughout your presentation. For example use all clip art, all photograph, etc.
· Proofread and Spellcheck (including what you write in the Notes section)!
· Read your Notes out loud to yourself to see that the presentation flows well from start to finish and that the words you read correspond to and complement what is shown on the slide without just repeating it
· Use the Grading Rubric below to be sure you have covered everything.
· Submit your presentation via the Group Assignment Folder as a Microsoft PowerPoint document (or a presentation format that can be read using PowerPoint) with your group name first in the filename.
Grading Rubric for Group Project 2
The group project will be graded based on the rubric below.
Criteria
90-100%
Far Above Standards
80-89%
Above Standards
70-79%
Meets Standards
60-69%
Below Standards
< 60% Well Below Standards Possible Points Introduction or Outline 5 Points A sophisticated introduction or outline sets the stage for the presentation. 4 Points A well-written introduction or outline sets the stage for the presentation. 3.5 Points The introduction or outline adequately sets the stage for the presentation. 3 Points The introduction or outline does not adequately set the stage for the presentation. 0-2 Points No introduction or outline is included. 5 Summary of Case Studies 9-10 Points The summary of each case study is clearly explained; covers all pertinent facts; is clearly derived from the case; and demonstrates sophisticated understanding of course concepts, analysis, critical thinking, and synthesis. 8 Points The summary of each case study is clearly explained; covers most pertinent facts; is derived from the case; and demonstrates good understanding of course concepts, analysis, critical thinking, and synthesis. 7 Points The summary of each case study is provided; each is aligned to the case; and demonstrates adequate understanding of course concepts, analysis, and/or critical thinking. 6 Points The summary of each case study may not be clearly explained; may not be aligned to the case; and/or may not demonstrate adequate understanding of course concepts, analysis, and/or critical thinking. 0-5 Points Minimal or no summary of the case studies is included. Or only 1 case is discussed. 10 Evaluation of Case Studies 18-20 Points The evaluation of what was done right and wrong for the enterprise system implementation in each case study is convincing, fully explained and is directly related to the case study. The pertinent aspects of the case studies are compared and contrasted, demonstrating sophisticated understanding of course concepts, analysis, critical thinking and synthesis. 16-17 Points The evaluation of what was done right and wrong for the enterprise system implementation in each case study is clearly explained and is directly related to the case study. The case studies are compared and contrasted, demonstrating thorough understanding of course concepts, analysis, critical thinking and synthesis. 14-15 Points The evaluation of what was done right and wrong for the enterprise system implementation in each case study is explained and is related to the case study; case studies are adequately compared and contrasted; evaluation demonstrates adequate understanding of course concepts, analysis, critical thinking and/or synthesis. 12-13 Points The evaluation of what was done right and wrong for the enterprise system implementation in each case study may not be clearly explained or may be only partially related to the case study; case studies may not be adequately compared and contrasted; and/or the evaluation does not demonstrate an adequate understanding of course concepts, analysis, and critical thinking. 0-11 Points Minimal or no evaluation is provided. Or only one case is discussed. 20 Considera-tions 32-35 Points The considerations are fully explained and clearly appropriate, and adequately cover: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that thoroughly articulates the greater application to an enterprise architecture. Demonstrates sophisticated understanding of course concepts, analysis, critical thinking and synthesis. 28-31 Points The considerations are clearly explained and appropriate, and adequately cover: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that clearly articulates the greater application to an enterprise architecture. Demonstrates thorough understanding of course concepts, analysis, critical thinking and synthesis. 24-27 Points The considerations are explained and are appropriate, and cover the following: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria. Slides presented that touches lightly on the application to an enterprise architecture. Demonstrates thorough understanding Demonstrates adequate understanding of course concepts, analysis, critical thinking and/or synthesis.. 21-23 Points The considerations are not clearly explained and/or not appropriate, and/or may not adequately cover the following: benefits and limitations of enterprise systems, determining the best fit for the organization, implementation planning and success criteria; and/or does not demonstrate adequate understanding of course concepts, analysis, and critical thinking. Slides do not address the application to an enterprise architecture nor does it demonstrate a thorough understanding of the concepts. 0-20 Points Considera-tions are minimally covered or not included. 35 Summary/ Conclusion 5 Points Conclusion is convincing, effective and relevant. Demonstrates sophisticated analysis and critical thinking. 4 Points Conclusion is effective and relevant. Demonstrates analysis and critical thinking. 3.5 Points Conclusion is provided and is relevant. 3 Points Conclusion is somewhat effective and/or relevant. 0-2 Points No conclusion provided, or minimal effort shown. 5 External Research 9-10 Points More than four scholarly sources (which may include the case studies) are incorporated and used effectively, contextualized, appropriately researched and supported, and synthesized with original arguments. Sources used are credible, relevant, and timely. Correct APA style is used for citations and references. 8 Points More than four scholarly sources (which may include the case studies) are incorporated and used effectively, appropriately researched and supported, and support original arguments. Sources used are credible, relevant, and timely. Correct APA style is used for citations and references. 7 Points Four scholarly sources (which may include the case studies) are properly incorporated and used. Uses APA format for references and citations. 6 Points Two or fewer sources other than the class resources may be used; may not be scholarly sources; may not be properly incorporated or used to support arguments; may rely too heavily on the reporting of external sources, and/or are not effective or appropriate; and/or are not credible, relevant, or timely. May not use APA format. 0-5 Points No external research is incorporated or reference listed is not cited within text. 10 Presentation Format 13-15 Points Presentation is clear and concise, and supported by complete and appropriate notes. It reflects effective organization and creative design; appropriate focus for the intended audience; correct structure of slides, uses course vocabulary and concepts, correct grammar and spelling; presented in a professional format for an oral presentation; references are appropriately incorporated and cited using APA style as indicated in the instructions. 12 Points Presentation is complete and clear, and supported by appropriate notes. It reflects effective organization and correct structure of slides, keeps audience in mind, may have few grammar or spelling errors; presented in a professional format; uses course vocabulary and concepts; references are appropriately incorporated and cited using APA style as indicated in the instructions. 10-11 Points Presentation is complete and supported by notes. It includes correct structure of slides; may have some grammar and/or spelling errors; references are appropriately incorporated and cited using APA style as indicated in the instructions. 9 Points Presentation has few notes, and/or is not well organized, and/or is not focused on audience, and/or contains several grammar and/or spelling errors; and/or does not follow APA style for references and citations as indicated in the instructions. 0-8 Points Presentation includes very few or no notes; is extremely poorly done and/or does not convey the information or shows little effort. 15 TOTAL Points Possible 100 PROJECT ONE Introduction Enterprise Architecture is nothing new. It’s not some cutting-edge concept that was developed to combat the recent, exponential growth of 21st century corporations. It’s been around for quite a while, but ironically, many companies are just now starting to see the immense organizational benefits that it can provide competitors and rivals in today’s ever-changing market. Many top managers and executives are afraid of the term. It sounds vague and complicated, but with proper explanation, anyone can be brought up to speed on how it works. It has the power to comprehensively bind and connect seemingly unrelated business actions and stream them into one seamless entity. It has the power to connect a company’s “now” with its “future”. It puts stakeholders in the driver’s seat and lets them process information and make decisions that ripple across the entire enterprise. Below are some examples of organizations that have experienced profound success through implementation of a fitting ERP solution. This will allow all stakeholders to not only contemplate how implementation can help their business, but also read about success stories from businesses that are moving into the future with tools gained from timely ERP solutions. Good intro to set the stage. CASE STUDY 1 ERP System for Custom Tailoring ORGANIZATION Bernhardt Fashion CZ is a leading custom garment manufacturer. It is known to address some of the most demanding customers worldwide. The company is based in Prostějov, Czech Republic where all tailor production and completion is carried out. The history of the Bernhardt brand dates back to 1936 when it was established in Dautphetal, Germany by Mr. Wilhelm Bernhardt. In 2001 it was purchased by a traditional Czech manufacturer of formal garments and all production was moved to Prostějov, the center of the Czech clothing industry. In 2012 the brand was acquired by AMF Reece CR, a globally renowned manufacturer of industrial sewing machines. Thanks to this the Bernhardt garment production can gain from the available modern sewing technologies and innovation while maintaining traditional tailoring processes (Klčová, Sodomka, 2017). Comment stands from before – interested in what their revenue stream was when going from a local manufacturer to be acquired by a global one. BUSINESS ISSUES Lack of standardization for daily processes and routines. Poor cost management due to inability to gauge the cost of garments stemming from price differences in materials used. Lack of standardization of delivery process. Also lack of standardization of invoice delivery which wastes money. Also communication between subsidies isn’t optimal which has resulted in many duplicated efforts. Was this before or after the acquisition? Need additional insights here and some statistics to back up the poor cost management cited. SOLUTION The solution consisted of an IFS application that covered the entire organization from the parent company in the Czech Republic to the subsidiaries in Germany, also incorporating CAD technology for order preparation. This was implemented in two phases. The goal was to achieve maximum automation and optimal relay of pertinent information across all legs of the company’s departments. I’m just not seeing enough here to see how this scales to an ERP solution. Need more insight on the scaling and motivations behind going to this solution. What makes this an ERP solution? It isn’t clear here. You haven’t given me enough context on their problems faced to understand how ERP fits. ASSESMENT The implementation of the new ERP system was a success. Several areas have met expectations. The data basis and business process integration across the whole organization, ensuring one version of truth at all system outputs and data collection from a single spot was successful. The data maintenance itself by the individual users themselves has been simplified significantly. The original system did not include maintenance tasks and the respective interfaces for these activities. The updates are much easier as well. The total costs of ownership will undoubtedly decrease in the long run because of the new ERP system implementation as a compact All-in-One unit. Continuous system maintenance and development services have now become the responsibility of the provider. Lastly, there were major functional improvements directly or indirectly affecting work productivity of the users and organization management. The processes and operation procedures have been standardized, which results in significantly streamlined everyday routine tasks (Klčová, Sodomka, 2017). The company management also considers the improvements in document administration, in particularly, electronic invoices, to be a great success. In the past invoices were printed, whereas today the whole process is executed electronically. Still not on-board in understanding your starting state for pursuing this solution. Explain to me what is intended as an “all in one” unit? ANALYSIS The ERP system is a success in time, cost, and delivery. Overall, what makes this system work is the fact that human related guess work and follow-up with different branches was almost eliminated. When the customer places an order, the EPR simultaneously plans the material, buttons, and thread consumption of the garments. Each order triggers the distribution sender and it can generate automated invoices and draw up final pricing with shipping fees also accounted for. There is a serious cut-down on duplicate information since the EPR application is linked throughout the whole organization as one enterprise. The company is literally a body with one true brain, whose information innervates the entire operation from preparing orders to collecting payment. The automated PDF invoices alone has result in 10% cost reductions for the financial department (Klčová, Sodomka, 2017). The seamless flow of “automated” information is really something to be commended in this particular case study. Same comment as before: What about the work force? What were the impacts to their performance, quality and job stability? Did the ERP cause any issues with workforce training or retention, as an example? CASE STUDY 2 ERP System for Alegacy Cookware ORGANIZATION Alegacy Cookware is a respected producer of professional cooking goods with almost 70 years in the business. Partnered with Eagleware, they produce high-quality cookware and utensils. They are known for their style, value, and quality. Based in Sante Fe Springs, California, Alegacy rolls out private goods and new products every year. Being able to maintain premium-level products at competitive prices has been key to their long-term success (SYSPRO, 2018). Same comment: Please provide some insight into their revenue – also, are they local or global? I just need more insight into their business model.
BUSINESS ISSUES
Home built not integrated into other IT systems making it difficult to increase growth in the business. Corporate assets are being overtaxed from multiple programming, reprogramming and then data integration problems. Costs, inventory management and materials management are difficult to manage with accurate data. What was the result of this? Any statistics to back this up?
SOLUTION
The solution consisted of the adoption of an ERP service package from SYSPRO, a well-known leader in ERP solutions. The goal was to integrate all IT systems, phase out all legacy software, and create an IT foundation that was organic, modular, and able to change with the times. The main goals were preparing for future growth, reducing waste, and integrating enterprise communication.
ASSESMENT
The SYSPRO ERP system provided Alegacy Cookware with a holistic, comparatively low–maintenance solution for addressing a wide scope of variables and scalability challenges accompanying Alegacy’s growth (SYSPRO, 2018). With SYSPRO, Alegacy has supported 100% growth on the same headcount and is leveraging new cost, materials, and other detailed manufacturing process insights that were not previously available with the company’s legacy systems (SYSPRO, 2018). The ability to handle increasing sales/order volumes while saving 20–25% in anticipated labor/other costs is largely attributable to the SYSPRO system. The implementation of the ERP system was a success. Same comment: Tell me some of the implementation details or challenges. How long did the implementation take? What were the results to the work force and was there training provided?
ANALYSIS
Alegacy Cookware may seem like a no-brainer situation for an IT infrastructure upgrade, due to its patch-work IT Architecture and fractured business flow, but above all the obvious benefits discussed in the case study, it is believed that lassoing all of business sections together and integrating the company’s data collection was the most game-changing improvement for the company. Despite all the glaring inefficiencies that melted away with the ERP system, countless victories were made from the stakeholders simply just being able to manage, analyze, and act on all the data feedback from the company’s day-to-day operations. Cost-cutting through more efficient labor practices, intuitive planning made possible from financial data, and timely inventory management ability gained through automated stock-level management are just a few benefits that deserve to be highlighted. Same comment: any negatives associated with this implementation?
CONCLUSION
LESSONS LEARNED
Lesson learned here is that technology comes with changes some which are positive, while others are negative. In the case of Bernhardt Fashion CZ, the implementation of an enterprise system attracted several benefits. Having equipped the operations with IFS application that covered the entire organization and also incorporating CAD technology for order preparation. The goal was to achieve maximum automation and optimal relay of pertinent information across all legs of the company’s departments. Any statistics to show improved efficiencies?
The implementation of ERP was a success. This is because the data basis and business process integration across the whole organization, ensuring one version of the truth at all system outputs and data collection from a single spot was successful. The data maintenance itself by the individual users themselves has been simplified significantly. The original system did not include maintenance tasks and the respective interfaces for these activities. The updates are much easier as well. The total costs of ownership will undoubtedly decrease in the long run because of the new ERP system implementation as a compact All-in-One unit. The ERP is also a success in time, cost and delivery. The ERP application has linked the entire organization as one enterprise. Thus, giving the company a body with one true brain, whose information innervates the whole operation from preparing orders to collecting payment Good insights here. Glad to see a recovery from your previous version.
As for the Alegacy Cookware, the company has been in the industry for more than 70 years. The company has set its standards of value, quality, and style for the globe’s most demanding chefs. Located outside of Los Angeles, the company has always produced new products for its customers. Despite that the company produces new products yearly, it has managed to maintain premium level product at competitive pricing. With no doubts, the key ingredients for this company have been the main long-term success.
Alegacy Cookware situation has been depending on and deploying the home-built a patchwork style of IT system for its operations. This has created challenges and difficulties for the company on matters of focusing on new plans for growth and development. Facts show that the company resources have for long being tapped to code, experienced remedy data integration issues, and re-code. The company has experienced challenges for management in having a detailed and clear understanding of firm costs, inventory availability of data, and materials management for its operations. This is a problem that requires an appropriate strategy in making effective changes.
The implementation of SYSPRO ERP system for Alegacy Cookware was successful and assisted the management in handling the challenges that were affecting company operations. After the application of the enterprise system in 2011, Alegacy Cookware was able to create a holistic solution that provided low maintenance towards addressing the answers for the challenges. The company managed to experience growth since the enterprise system implementation offered scalability challenges and extensive scope variables. In the current times, the company has managed to run a full suite of ERP modules something that controls everything from the manufacturing to the financial matters of the company. Good insights here.
The implementation of the system to the two companies was a success in many ways. For instance, in Alegacy Cookware, the company has been able to support the growth of its operations with over 95 percent. True to say, the management is currently being able to handle the raising order volumes and sales at the same time saving 25-30 percent of the expected labor costs. Good to see the stats here. All that has been attributed to the implementation of the enterprise systems to the firm operations. The implementation of the ERP system in Bernhardt Fashion brought significant functional improvements directly or indirectly affecting the work productivity of the users and organization management. The processes and operating procedures have been standardized, which results in significantly streamlined everyday routine tasks (Klčová, Sodomka, 2017). The company management also considers the improvements in document administration, mainly, electronic invoices, to be a great success. In the past invoices were printed, whereas today the whole process is executed electronically.
Feedback; Glad that you resubmitted. Although most of the document remained unchanged, it was important that your lessons learned section was in-line and relevant. I’ll be adjusting your grade based on this latest version.
References
Sodomka, P., & Klčová, H. (2017). ERP System for Custom Tailoring: A Case Study. Journal Of Systems Integration (1804-2724), 8(2), 35-42. doi:10.20470/jsi.v8i2.299
SYSPRO (2018). Alegacy Cookware. Compare ERP Software Systems for Manufacturing. Retrieved from, https://www.top10erp.org/syspro-alegacy-cookware-case-studies-286
MEMO TO CIO
TO: CIO
FROM: ERP Expert
DATE: September 15, 2018
SUBJECT: Success Criteria for Implementation of Enterprise Systems
Introduction
As the CIO of an organization, implementing the enterprise system is central in the roles that he/she plays. It is worth to note that enterprise architecture and enterprise systems are essential in determining how an enterprise can effectively meet both its current and future objectives. It is useful in the decision-making process of an organization. With the two, managers are guided by the decisions they ought to make based on facts and knowledge. Remember the facts and knowledge are found in the enterprise architecture repository which is a function of the enterprise architecture (Panorama Consulting Solutions’ 2013). This memo will elaborate on the criteria on how you can successfully implement enterprise systems Good intro to set the stage.
The Success Criteria for Implementation of Enterprise Systems
i. Processes in the organization
Organizational processes are important as measures for the success of implementing an enterprise resource planning system. As long as all the processes in an organization functions efficiently and effectively, the implementation of an enterprise resource planning system is deemed to be successful. The implementation can best be boosted through the business process re-engineering. The processes ought to undergo rethinking and redesigning to align them with the organizational objectives. Therefore, to implement enterprise resource planning system, it calls for evaluation and examination of business processes and if they are found to be functioning effectively and efficiently, then the implementation is successful (Fui-Hoon Nah, Lee-Shang Lau & Kuang, 2001). Good insight here.
ii. Organizational culture
Organizational culture is another measure in determining whether an implemented enterprise resource planning system is successful or not. Organizational culture has various impacts on the implementation of the enterprise resource planning system. A strong culture favors the implementation while a weak culture discourages. Upon implementation of the system, a management change is possible, and the culture in the organization will affect the change. It is unfortunate that leaders and workers displeasure with the change will likely lead to the failure of the implementation. Support by leaders and workers lead to successful implementation of enterprise resource planning system (Fui-Hoon Nah, Lee-Shang Lau & Kuang, 2001). Yes, you need to address the organizational culture to be successful.
iii. Targets in the phases of system development lifecycle
The various phases of the system development lifecycle including analysis, design, development, implementation, and maintenance are made up of targets which ought to be met. When carrying out the implementation of the enterprise resource planning system, the CIO or any other person in charge ought to ascertain the various targets and whether the system is in line with such objectives (Fui-Hoon Nah, Lee-Shang Lau & Kuang, 2001; Ganly, 2011). So, you want to be able to measure progress which is important here.
iv. End-users feedback
The success of the implementation of the enterprise resource planning system can be determined by looking at whether the end users are happy about it or not. End users do have their requirements that the system ought to meet. Devoid of these requirements, end users are likely to reject the system. In implementing the enterprise resource planning system, it is important for a system developer to involve users so that they get to learn their specifications and develop systems personally relevant to them. The involvement can be best done by an organization especially when defining the company enterprise resource needs (Sharma & Rashid, 2009). Yes, good info.
v. System functioning
The efficient and effective running of a system portrays successful implementation of the enterprise resource planning system. After implementation, the ability of those using the system to use it well determines the function of an ERP system. An organization should endeavor to train the users of its system when implementing it. Training enables the users to acquire the necessary skills and knowledge that help in using the system. It is also important to take note of the fact that a well-educated user population becomes comfortable with the ERP system. Users ought to get acquainted with all the relevant facts and concepts surrounding the implementation of the enterprise resource planning system and the ERP system itself. With training, users get to be aware of what their work entails and how their work affects those of others. An interrelationship is created between departments and among workers or rather users of the system (Sharma & Rashid, 2009). Recommend renaming this section to highlight training because the title of system functioning doesn’t quite capture your main points.
vi. Time consciousness and favorable budgeting
Implementation of the enterprise resource planning system can also be said to be successful if it has been done within the stipulated time frame and the budget. It is the task given to the system developer to ascertain the cost of the project as well as the time the project take to determine whether the project is successful or not. A project is deemed unsuccessful if it has taken a long time to implement than as was supposed to be and if its cost has exceeded the budgeted (Ganly, 2011; Sharma & Rashid, 2009). As the CIO, I would always expect my projects to be done on time and on budget, so what are the success drivers that make it so?
vii. Compatibility with organization
Fitness between the ERP system and the organizational structure indicate a successful implementation of the enterprise resource planning system. The inclusion of certain processes in the enterprise resource planning system that are not compatible has in most cases lead to failure of many systems in many organizations. Therefore, it calls for an organization to determine the degree of fit before implementing the system (Ganly, 2011). Yes, it is important to have the right fit.
Conclusion
The failure of many enterprise resource planning system can be attributed to failure by organizations to take the success criteria factors seriously. The above-stated elements are very crucial and pivotal to the success of the implementation of the enterprise resource planning system.
Feedback: Nice job! Very concise and you stayed focused on looking at success factors that enable ES and EA. Nice use of references and solid memo!
References
Fui-Hoon Nah, F., Lee-Shang Lau, J. & Kuang, J. (2001). “Critical factors for successful implementation of enterprise systems,” Business Management Journal, Vol. 7 Iss: 3, pp.285-296.
Ganly, D. (March 24, 2011). “Address Six Key Factors for Successful ERP Implementation,” Gartner Group Archive. Retrieved from: http://www.gartner.com/id=1603415
Panorama Consulting Solutions. (2013). “2013 ERP Report,” The Prescott Group, LLC, Copyright 2013. Retrieved from: http://Panorama-Consulting.com/resource-center/2013-erp-report/
Sharma, S.K. & Rashid, M.A. (2009). Handbook of Research on Enterprise Systems. rldea Group Inc. (IGI).
07/07/2017