Enterprise Resource Systems Software Implementation

Enterprise resource planning systems are complex yet single, integrated software programs that runs off a single database so that the various departments can easily share information and communicate with each other. The integrated approach can have a tremendous payback if companies implement the software correctly. This chapter illustrates the implementation steps as followed by major corporations in the United States, and provide an insight into the practical implementation issues. A business case for such systems is introduced in this chapter as well. The chapter provides seven ERP issues and elaborates these issues in the context of implementation. The implementation details during conceptualization, design, implementation, go-live, and operation stages are provided with a note to practitioners on ERP implementation.

E-Government and ERP

The chapter introduces the essence of ERP in government as a tool for integration of government functions which provides the basis for citizen services. It discusses the challenges faced in modernization of government “businesses” and discusses strategies for implementation. The basis of Enterprise Resource Planning (ERP) solutions is integration of functions which capture basic data through transactions to support critical administrative functions such as budgeting and financial management, revenue management, supply chain management and human resources management. Today, Enterprise solutions (ES) go beyond ERP to automate citizen-facing processes. The integration of data sources with each contact point is essential to ensure a consistent level of service. The author expects that researchers, governments and solution providers will be able to appreciate the underlying constraints and issues in implementation of ERP and hopes that the learning from industry would be useful to plan implementation of ES in government using emerging technologies.

Designing to Deploying Customisable ERP Cost Effectively

ERP systems have become key enablers of businesses today. While many organizations wish to adopt ERP for competitive advantage, they find choosing, using, and realizing expected benefits from, appropriate ERP extremely daunting, given the multitude of factors and options along technologies, vendors, people, and customisation cost and time. It is in this context that the experience presented in this chapter from two Indian projects on designing to deploying ERP systems—for two different organizations engaged in education and construction—becomes very relevant. Reporting on the various processes, practices, techniques, and methods employed through the projects, and the lessons learnt therefrom, the paper argues that time has come for designing and deploying industry-neutral generic ERP systems cost effectively. It proposes that through a combination of appropriate technologies, innovative tools, techniques and strategies, highly adoptive and customisable ERP systems can be designed and deployed at affordable costs and within reasonable timeframes.

Analyzing an ES Implementation in a Health Care Environment

At the present moment, many hospitals are going through a process of change directed at the integrated delivery of health care. Enterprise Systems (ES) are increasingly used to support this process and to manage hospitals on a coherent basis. We also know, however, that ES implementation itself, can be viewed as an organizational change process that affects many stakeholders. For that reason it is relevant to study how ES implementation takes place within hospitals and how it tends to impact the existing organizational arrangements. The purpose of this chapter is therefore to describe and analyze how ES implementation within a hospital affects the interests of stakeholders and which specific problems may arise as a result. This chapter uses the evidence of a case study to reveal some important dimensions of the organizational change issues related to ES implementation within hospitals.

Implementing Best of Breed ERP Systems

ERP implementation projects normally involve a single vendor providing the packaged software for the entire system. Although most companies follow this practice, a significant number of firms employ an alternate strategy of “best of breed” ERP. This strategy involves selecting software that best matches the current or desired business practices of the company from a variety of vendors. This strategy reduces the need for the firm to customize the software or to significantly reengineer its business practices. Best of Breed offers firms the opportunity to maintain or create competitive advantage based on unique business processes. “Vanilla” ERP implementations may result in competitors all adopting the same business processes leaving no firm with an advantage.

Size Matters! Enterprise System Success in Medium and Large Organizations

Organizations invest substantial resources in acquiring Enterprise Systems, presumably expecting positive impacts to the organization and its functions. Despite the optimistic motives, some Enterprise System projects have reported nil or detrimental impacts. This chapter explores the proposition that the size of the organization (e.g. medium, large) may contribute to the differences in benefits received. The alleged differences in organizational performance are empirically measured using a prior validated model, using four dimensions employing data gathered from 310 respondents representing 27 organizations.

Integration Concept for Knowledge Processes, Methods, and Software for SMEs

Small and medium-sized enterprises (SMEs) are a vital and growing part of any national economy. Like most large businesses, SMEs have recognized the importance of knowledge management. This Chapter investigates the use of knowledge processes and knowledge methods for SMEs. The learning objectives of this Chapter are to assess the role of knowledge management and knowledge processes in SMEs. Furthermore, the reader should be able to describe major knowledge management programs in SMEs and assess how they provide value for organizations. Empirical studies conducted by the authors show that for SMEs, only four knowledge processes are important: (1) knowledge identification, (2) knowledge acquisition, (3) knowledge distribution and (4) knowledge preservation. Based on the research result of several empirical studies, an integration concept for knowledge processes, knowledge methods, and knowledge software tools for SMEs is introduced and discussed.

A Holistic Approach for Enterprise Agility

Efficient response to change, both upon expected and unpredicted contingencies, is a critical characteristic for modern enterprises. This chapter presents the various ways this feature has been addressed in the literature and explains why the term “enterprise agility” has been adopted for characterizing this capability. Furthermore, it provides a holistic approach for analyzing enterprise agility that is based on an introduced viewpoint-oriented Enterprise Architecture. The ultimate target is to provide the means for researchers to explore enterprise agility in a systematic way and identify a number of important issues regarding the attainment of such capability.

Emerging Frameworks in User-Focused Identity Management

A paradigm shift is occurring in identity management philosophy. User-focused identity management is one the emerging and most promising paradigms. One of the fundamental principles of the user-focused identity management frameworks is that the users control their identity formations, revelations, and interactions. This means that users must be given the choice of which identities to use at which services; they have choice to decide what identity information will be disclosed to services and how those services will use their identity information. User-focused identity management frameworks are posed to make users’ online interactions easier and safer. In this chapter, we survey 11 of the most common user-focused identity management frameworks that are emerging, and their associated technologies. First, the chapter discusses issues and challenges with domain-centric identity management paradigm and presents unique value propositions of user-focused frameworks. Secondly, this chapter provides a comprehensive and cohesive coverage of common user-focused identity management frameworks. Users, technologists, businesses; and systems and security managers will gain a comprehensive understanding of the concepts, frameworks and associated technologies relating to user-focused identity management.

Enterprise Systems Strategic Alignment and Business Value

This chapter is dealing with the alignment of enterprise systems with business strategy and its impact on the business value that enterprise systems generate. Initially the research on the strategic potential of ICT, which constitutes the basic theoretical foundation of the need for strategic alignment of enterprise systems, is analyzed. Then the previous research that has been conducted concerning enterprise systems strategic alignment is critically reviewed. It is grouped into three basic streams. The first of them is dealing with the conceptualization and basic understanding of enterprise systems strategic alignment. The second research stream aims at the development of models and frameworks for directing and assessing enterprise systems strategic alignment. The third research stream examines the impact of enterprise systems strategic alignment on business performance. Finally, an empirical investigation that has been conducted by the authors concerning the impact of enterprise systems strategic alignment on business performance as a guidance for future research on this topic is described. We expect that this chapter will sufficiently inform on strategic alignment, both researchers and practitioners in the area of enterprise systems, so that they can incorporate this highly important concept in their research and practice respectively.