This document summarizes a research paper that examines the usefulness of enterprise resource planning (ERP) systems for effective management. The paper studies, through a questionnaire, the reasons why companies adopt ERP systems, the impact on management processes including implementation problems, and the benefits derived from ERP systems. The empirical evidence confirms several benefits of ERP systems for management processes but also implementation problems encountered. The results provide a basis for future research on fully exploiting the potential of ERP systems for more effective business integration.
This document summarizes a research study on the effectiveness of implementing enterprise resource planning (ERP) systems in the printing industry in Pakistan. The study involved interviews with managers at five large printing firms in Pakistan. The research found that ERP systems could integrate key business functions and provide benefits to the printing industry, but not all ERP modules would be applicable. The study aims to increase awareness of ERP for the printing industry and determine which ERP modules should be prioritized for implementation. There are opportunities for the printing firms to gain competitive advantages through ERP implementations, but training and technical expertise will be required for successful adoption.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Himss Covvey Departmental Systems Posterbrighteyes
The document discusses issues with departmental information systems (DISs) and proposes that DISs should be viewed as tools to support departmental operations and management. It argues that when procuring a DIS, departments should define their operational models and ensure the DIS can facilitate desired work processes. The DIS data model should also align with the department's management model to support quantitative management. Viewing the DIS as embodying operational and management models can help departments better utilize the system.
The document discusses process innovation and its importance for business. It found that improving business process effectiveness is the top priority for executives. Process innovation blends process discovery, modeling, execution, change, governance, analytics and visibility to achieve better outcomes like increased efficiency and productivity. Triggers that signal the need for process innovation include poor visibility, lost productivity, inefficient environments, and inability to change processes quickly. The document outlines building blocks for process innovation like empowering users, flexible integration, simplicity, validation of changes, and real-time visibility and optimization.
This document provides an introduction to product lifecycle management (PLM) and enterprise resource planning (ERP) systems for manufacturers of complex products. It discusses how PLM systems facilitate product development and manage product knowledge throughout the lifecycle. ERP systems focus on business processes related to manufacturing. The document emphasizes that PLM and ERP are both important foundations for manufacturers and their value is maximized through effective integration and collaboration between the systems. It previews how subsequent sections will cover collaborative product development, lean concepts, and integration of additional systems like manufacturing execution systems.
Towards A Model Of Organisational Prerequistes For Enterprise Wide Sys IntegDonovan Mulder
The document discusses a model of organizational prerequisites for enterprise-wide systems integration projects. It proposes that examining critical factors throughout an integration project's lifecycle can help identify an organization's readiness. Specifically, the model involves assessing an organization's "existing," "planned," and "implemented" states across five factors: systems, data, skills, organizational, and project management. The goal is to help organizations better understand the impacts and complexities of large-scale integration efforts like ERP and data warehousing implementations.
CBMS4303 Topic 2 Short Notes (Open University Malaysia)Lorna Timbah
This document discusses system concepts and the general model system used to understand organizations. It describes:
1) The general model system includes a physical system that transforms inputs to outputs, a conceptual system that provides information and management control, and an environment that provides resources and receives outputs.
2) The conceptual system uses information to provide feedback to management for evaluation and control of the physical system. Important information dimensions are relevance, accuracy, timeliness, and completeness.
3) Management techniques like management by exception and critical success factors help managers focus on important areas and parameters for control of the physical system.
This document summarizes a research study on the effectiveness of implementing enterprise resource planning (ERP) systems in the printing industry in Pakistan. The study involved interviews with managers at five large printing firms in Pakistan. The research found that ERP systems could integrate key business functions and provide benefits to the printing industry, but not all ERP modules would be applicable. The study aims to increase awareness of ERP for the printing industry and determine which ERP modules should be prioritized for implementation. There are opportunities for the printing firms to gain competitive advantages through ERP implementations, but training and technical expertise will be required for successful adoption.
This document presents a framework for evaluating ERP implementation choices. It identifies various customization options for business processes and ERP systems. It also identifies technical and process change capabilities required to customize systems and processes. The framework combines customization options and change capabilities to help managers identify feasible customization options for their organization and recognize gaps between desired options and capabilities. It aims to support management decision-making around ERP implementation.
The Hidden Financial Costs Of Erp SoftwareDonovan Mulder
This document discusses how enterprise resource planning (ERP) systems can negatively impact a company's flexibility and decision-making ability. It argues that ERP software often requires companies to conform their core business processes to fit the software, rather than allowing flexibility. This rigidity increases the costs of making changes and implementing innovations. As a result, many cost-saving or efficiency-improving projects may be rejected due to the high costs of altering the ERP software. The document also notes that ERP systems were often sold with promises of future cost savings but led to unanticipated high implementation costs and disruptions for companies.
Himss Covvey Departmental Systems Posterbrighteyes
The document discusses issues with departmental information systems (DISs) and proposes that DISs should be viewed as tools to support departmental operations and management. It argues that when procuring a DIS, departments should define their operational models and ensure the DIS can facilitate desired work processes. The DIS data model should also align with the department's management model to support quantitative management. Viewing the DIS as embodying operational and management models can help departments better utilize the system.
The document discusses process innovation and its importance for business. It found that improving business process effectiveness is the top priority for executives. Process innovation blends process discovery, modeling, execution, change, governance, analytics and visibility to achieve better outcomes like increased efficiency and productivity. Triggers that signal the need for process innovation include poor visibility, lost productivity, inefficient environments, and inability to change processes quickly. The document outlines building blocks for process innovation like empowering users, flexible integration, simplicity, validation of changes, and real-time visibility and optimization.
This document provides an introduction to product lifecycle management (PLM) and enterprise resource planning (ERP) systems for manufacturers of complex products. It discusses how PLM systems facilitate product development and manage product knowledge throughout the lifecycle. ERP systems focus on business processes related to manufacturing. The document emphasizes that PLM and ERP are both important foundations for manufacturers and their value is maximized through effective integration and collaboration between the systems. It previews how subsequent sections will cover collaborative product development, lean concepts, and integration of additional systems like manufacturing execution systems.
Towards A Model Of Organisational Prerequistes For Enterprise Wide Sys IntegDonovan Mulder
The document discusses a model of organizational prerequisites for enterprise-wide systems integration projects. It proposes that examining critical factors throughout an integration project's lifecycle can help identify an organization's readiness. Specifically, the model involves assessing an organization's "existing," "planned," and "implemented" states across five factors: systems, data, skills, organizational, and project management. The goal is to help organizations better understand the impacts and complexities of large-scale integration efforts like ERP and data warehousing implementations.
CBMS4303 Topic 2 Short Notes (Open University Malaysia)Lorna Timbah
This document discusses system concepts and the general model system used to understand organizations. It describes:
1) The general model system includes a physical system that transforms inputs to outputs, a conceptual system that provides information and management control, and an environment that provides resources and receives outputs.
2) The conceptual system uses information to provide feedback to management for evaluation and control of the physical system. Important information dimensions are relevance, accuracy, timeliness, and completeness.
3) Management techniques like management by exception and critical success factors help managers focus on important areas and parameters for control of the physical system.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
BUSINESS PROCESS REENGINEERING (BPR) in PAKISTANLibcorpio
MIS, BUSINESS PROCESS REENGINEERING, BPR, PAKISTAN, OBJECTIVES & PRINCIPLES OF BPR, IMPLEMENTATION OF BPR IN ORGANIZATION, BPR€“ PAKISTANI ENVIRONMENT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
This document discusses the evolving roles of ERP (Enterprise Resource Planning) and PLM (Product Lifecycle Management) systems and how their integration has become more important. While ERP focuses on execution and PLM focuses on innovation, the lines between them have blurred as PLM has expanded into more enterprise processes. The roles of each system have remained the same, with ERP managing business execution and PLM managing product innovation and development, but their integration has evolved significantly. Manufacturers can take an evolutionary approach to achieve an integrated ecosystem that spans the entire product lifecycle from innovation to execution.
This document discusses enterprise architecture (EA) institutionalization and assessment. It proposes an EA institutionalization process with the following key steps:
1. Initiation involving identifying business questions, establishing business and IT strategies, and building an EA team.
2. Defining a baseline architecture by describing the current enterprise architecture and identifying assets, gaps, and redundancies.
3. Establishing EA strategies specific to the organization's goals and target architecture based on the baseline.
The document emphasizes that properly institutionalizing EA according to an enterprise architecture framework is important for effectively integrating IT with business objectives.
The document discusses enterprise business systems and their complexity. It describes how enterprise systems integrate data across organizational boundaries, standardize processes, and address typical backbone operations. However, customizing systems to organizational complexities can increase costs and difficulties. Large software vendors like SAP dominate the market by providing pre-implemented modules reflecting best practices, but customization is still often needed.
Process driven software development methodology for enterprise information sy...csandit
In today’s process-centered business organization, it is imperative that enterprise information
system must be converted from task-centered to process-centered system. Traditional software
development methodology is function-oriented, in which each function manages its own data
and it results in redundancy because data that belongs to one object are stored by several
functions. Proposed in this paper is a process-driven software development methodology, in
which business process is a major concern and workflow functionalities are identified and
specified throughout the entire development life cycle. In the proposed methodology, the
development process, modeling tools and deliverables are clarified explicitly. Proposed
methodology can be a guideline to practitioners involved in enterprise software development, of
which workflow is an essential part.
This document summarizes a study that empirically tests whether enterprise architecture management activities impact organizations' success with information technology. The study tests the relationship between three variables measuring IT success (successful execution of IT projects, duration of procurement projects, and operational departments' satisfaction with IT) and three variables measuring enterprise architecture management activities (existence of EAM, amount of time spent on EAM, and maturity of EAM). The study found significant correlations between the IT success and EAM activity variables, providing empirical evidence for claims in prior literature and frameworks about benefits of mature EAM.
The document analyzes benefits realized from enterprise resource planning (ERP) systems based on a database of ERP implementation information from various companies. Some key findings include:
1) Both tangible and intangible benefits were identified, with intangible benefits varying more across industries. Tangible benefits like reduced inventory and personnel costs were more consistent.
2) The study found additional intangible benefits beyond those in an earlier Deloitte Consulting study, indicating ERP benefits may be more varied than previously thought.
3) Statistical tests found the study results were generally consistent with the earlier Deloitte study but identified more intangible benefits, suggesting the potential value of ERP may be greater than initially
The document discusses the essential layers, artifacts, and dependencies that constitute enterprise architecture. It proposes that enterprise architecture should be represented as a hierarchical, multi-layer system comprising aggregation hierarchies, architecture layers, and views. The core layers include business architecture, process architecture, integration architecture, software architecture, and technology architecture. Enterprise architecture provides an overview of aggregate artifacts and their relationships across all layers.
This document discusses an expert perspective on enterprise architecture goals, framework adoption, and benefit assessment based on interviews conducted with industry experts. The key findings include:
1) There is a fairly stable set of enterprise architecture goals that tend to shift and mature over time as initiatives progress.
2) Available enterprise architecture frameworks lack modularity and customization capabilities, making it difficult to adapt them to specific organizational goals.
3) Companies measure achievement of goals through enterprise architecture benefit assessment, but approaches are not standardized.
The document discusses integrating innovation into enterprise architecture management. It proposes using an enterprise architecture approach based on a comprehensive architecture framework to align business, application, and infrastructure architecture. This framework addresses all dimensions relevant for enterprise innovation. The paper introduces an enterprise architecture development process that integrates innovation as a central element of design. It encompasses activities from business visioning to implementation. The roles of stakeholders from business and IT are also discussed.
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
The use of_reference_models_in_business_process_renovationemedin
This document discusses the use of reference models in business process renovation when implementing ERP systems. It proposes using a reference model based on Microsoft Dynamics NAV to help companies select ERP systems that best fit their needs and renovate business processes. The reference model is designed using an upgraded version of BPMN (Business Process Modeling Notation) with additional business objects to provide more detailed descriptions. Reference models can formalize ERP system capabilities and allow companies to compare their business needs to select the most appropriate ERP package and approach for process adaptation.
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
This document presents a six-stage model of the enterprise resource planning (ERP) software acquisition process based on a study of four organizations. The six stages in the model are: planning, information search, selection, evaluation, choice, and negotiations. The model depicts the key processes and issues involved in acquiring ERP software. The results contribute to understanding this complex acquisition process and identifying areas that warrant further investigation.
The document provides an 8-step method for developing a taxonomy. It begins by selecting a taxonomy team from records management, IT, legal and compliance. The second step is to determine the role of the taxonomy in corporate strategy and objectives. The third step involves conducting surveys and interviews to determine business requirements. The fourth step is to gather and review any existing relevant information. The fifth step is to conduct another round of surveys and interviews to identify elements of the taxonomy.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
The document discusses enterprise resource planning (ERP) systems and proposes a research agenda on the topic. It provides background on ERP systems and their growth. A taxonomy of ERP research is presented that identifies major streams of ERP research including ERP adoption, technical aspects, and inclusion in information systems curricula. Key factors related to successful ERP adoption are discussed such as balancing standardization and flexibility, organizational preparedness, and management support and change management.
Critical success factors for ERP implementation projects include:
1) Strong executive support and leadership.
2) Clear goals and objectives aligned with business needs.
3) Careful selection of the ERP system that best fits the organization.
4) Effective project management with dedicated resources and project champions.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
BUSINESS PROCESS REENGINEERING (BPR) in PAKISTANLibcorpio
MIS, BUSINESS PROCESS REENGINEERING, BPR, PAKISTAN, OBJECTIVES & PRINCIPLES OF BPR, IMPLEMENTATION OF BPR IN ORGANIZATION, BPR€“ PAKISTANI ENVIRONMENT, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
This document discusses the evolving roles of ERP (Enterprise Resource Planning) and PLM (Product Lifecycle Management) systems and how their integration has become more important. While ERP focuses on execution and PLM focuses on innovation, the lines between them have blurred as PLM has expanded into more enterprise processes. The roles of each system have remained the same, with ERP managing business execution and PLM managing product innovation and development, but their integration has evolved significantly. Manufacturers can take an evolutionary approach to achieve an integrated ecosystem that spans the entire product lifecycle from innovation to execution.
This document discusses enterprise architecture (EA) institutionalization and assessment. It proposes an EA institutionalization process with the following key steps:
1. Initiation involving identifying business questions, establishing business and IT strategies, and building an EA team.
2. Defining a baseline architecture by describing the current enterprise architecture and identifying assets, gaps, and redundancies.
3. Establishing EA strategies specific to the organization's goals and target architecture based on the baseline.
The document emphasizes that properly institutionalizing EA according to an enterprise architecture framework is important for effectively integrating IT with business objectives.
The document discusses enterprise business systems and their complexity. It describes how enterprise systems integrate data across organizational boundaries, standardize processes, and address typical backbone operations. However, customizing systems to organizational complexities can increase costs and difficulties. Large software vendors like SAP dominate the market by providing pre-implemented modules reflecting best practices, but customization is still often needed.
Process driven software development methodology for enterprise information sy...csandit
In today’s process-centered business organization, it is imperative that enterprise information
system must be converted from task-centered to process-centered system. Traditional software
development methodology is function-oriented, in which each function manages its own data
and it results in redundancy because data that belongs to one object are stored by several
functions. Proposed in this paper is a process-driven software development methodology, in
which business process is a major concern and workflow functionalities are identified and
specified throughout the entire development life cycle. In the proposed methodology, the
development process, modeling tools and deliverables are clarified explicitly. Proposed
methodology can be a guideline to practitioners involved in enterprise software development, of
which workflow is an essential part.
This document summarizes a study that empirically tests whether enterprise architecture management activities impact organizations' success with information technology. The study tests the relationship between three variables measuring IT success (successful execution of IT projects, duration of procurement projects, and operational departments' satisfaction with IT) and three variables measuring enterprise architecture management activities (existence of EAM, amount of time spent on EAM, and maturity of EAM). The study found significant correlations between the IT success and EAM activity variables, providing empirical evidence for claims in prior literature and frameworks about benefits of mature EAM.
The document analyzes benefits realized from enterprise resource planning (ERP) systems based on a database of ERP implementation information from various companies. Some key findings include:
1) Both tangible and intangible benefits were identified, with intangible benefits varying more across industries. Tangible benefits like reduced inventory and personnel costs were more consistent.
2) The study found additional intangible benefits beyond those in an earlier Deloitte Consulting study, indicating ERP benefits may be more varied than previously thought.
3) Statistical tests found the study results were generally consistent with the earlier Deloitte study but identified more intangible benefits, suggesting the potential value of ERP may be greater than initially
The document discusses the essential layers, artifacts, and dependencies that constitute enterprise architecture. It proposes that enterprise architecture should be represented as a hierarchical, multi-layer system comprising aggregation hierarchies, architecture layers, and views. The core layers include business architecture, process architecture, integration architecture, software architecture, and technology architecture. Enterprise architecture provides an overview of aggregate artifacts and their relationships across all layers.
This document discusses an expert perspective on enterprise architecture goals, framework adoption, and benefit assessment based on interviews conducted with industry experts. The key findings include:
1) There is a fairly stable set of enterprise architecture goals that tend to shift and mature over time as initiatives progress.
2) Available enterprise architecture frameworks lack modularity and customization capabilities, making it difficult to adapt them to specific organizational goals.
3) Companies measure achievement of goals through enterprise architecture benefit assessment, but approaches are not standardized.
The document discusses integrating innovation into enterprise architecture management. It proposes using an enterprise architecture approach based on a comprehensive architecture framework to align business, application, and infrastructure architecture. This framework addresses all dimensions relevant for enterprise innovation. The paper introduces an enterprise architecture development process that integrates innovation as a central element of design. It encompasses activities from business visioning to implementation. The roles of stakeholders from business and IT are also discussed.
A method to_define_an_enterprise_architecture_using_the_zachman_frameworkbambangpadhi
This document describes a method for defining an enterprise architecture using the Zachman Framework. The method proposes a set of artifacts to represent the content of each cell in the Zachman Framework. It also defines rules for filling in the cells in a top-down, incremental order based on dependencies between cells. The artifacts and method are intended to provide structure and guidance for applying the Zachman Framework to develop an enterprise architecture.
The use of_reference_models_in_business_process_renovationemedin
This document discusses the use of reference models in business process renovation when implementing ERP systems. It proposes using a reference model based on Microsoft Dynamics NAV to help companies select ERP systems that best fit their needs and renovate business processes. The reference model is designed using an upgraded version of BPMN (Business Process Modeling Notation) with additional business objects to provide more detailed descriptions. Reference models can formalize ERP system capabilities and allow companies to compare their business needs to select the most appropriate ERP package and approach for process adaptation.
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
This document presents a six-stage model of the enterprise resource planning (ERP) software acquisition process based on a study of four organizations. The six stages in the model are: planning, information search, selection, evaluation, choice, and negotiations. The model depicts the key processes and issues involved in acquiring ERP software. The results contribute to understanding this complex acquisition process and identifying areas that warrant further investigation.
The document provides an 8-step method for developing a taxonomy. It begins by selecting a taxonomy team from records management, IT, legal and compliance. The second step is to determine the role of the taxonomy in corporate strategy and objectives. The third step involves conducting surveys and interviews to determine business requirements. The fourth step is to gather and review any existing relevant information. The fifth step is to conduct another round of surveys and interviews to identify elements of the taxonomy.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
The document discusses enterprise resource planning (ERP) systems and proposes a research agenda on the topic. It provides background on ERP systems and their growth. A taxonomy of ERP research is presented that identifies major streams of ERP research including ERP adoption, technical aspects, and inclusion in information systems curricula. Key factors related to successful ERP adoption are discussed such as balancing standardization and flexibility, organizational preparedness, and management support and change management.
Critical success factors for ERP implementation projects include:
1) Strong executive support and leadership.
2) Clear goals and objectives aligned with business needs.
3) Careful selection of the ERP system that best fits the organization.
4) Effective project management with dedicated resources and project champions.
This study examines the financial impacts of enterprise resource planning (ERP) implementations on firm performance. The researchers analyzed archival financial data from Compustat firms that implemented ERP systems. They found no significant changes in residual income or selling, general and administrative expenses ratios in the first three years post-implementation. However, they did find a significant decrease in the cost of goods sold to revenue ratio three years after implementation, as well as a significant reduction in the employee to revenue ratio each year post-implementation. The implementation of ERP systems is complex and costly for firms and can potentially lead to negative financial impacts if not implemented successfully.
This document describes a case study analysis of factors for successful ERP system implementations. It identifies 7 key factors cited in literature: 1) strong executive support and accountability, 2) clear understanding of business processes before selecting an ERP product, 3) minimal customization of the ERP system, 4) treating the implementation as an ongoing program rather than a project, 5) organization-wide education and training, 6) realistic expectations around return on investment, and 7) setting realistic deadlines. It then analyzes two case studies, one that discontinued its ERP implementation and one with an ongoing implementation, comparing their experiences to the identified success factors.
The document discusses a case study of ERP implementation at Omantel, the main telecommunications company in Oman. It examines factors like stakeholder consultation, vendor selection, project management, and training that impacted the success of the ERP implementation project. The ERP system introduced significant changes and transformed how Omantel operates. While some employees struggled with using the new system, most felt it improved their jobs. The case study found that stakeholder involvement and transparency throughout all stages of the project were important for the successful implementation of the new ERP system at Omantel.
This document discusses research on measuring the business impact and productivity effects of Enterprise Resource Planning (ERP) software implementations. The research uses multi-year financial and implementation data from multiple firms that adopted the SAP R/3 ERP package. The research finds that larger firms and higher performing firms are more likely to invest in ERP. While business performance may slow slightly after implementation, financial markets reward ERP adopters with higher market valuations. The research aims to provide statistical evidence on the costs and benefits of ERP implementations and their effects on firm performance and productivity.
This document provides a summary of a research paper on enterprise resource planning (ERP). It discusses that ERP systems integrate business functions like finance, sales, distribution, manufacturing within an organization. The document reviews 76 sources on ERP published between 1990-2003, with most from journals. It aims to present an integrative review of ERP research and identify areas for future study.
4. Expectation And Reality In Erp Implementation Consultant And Solution Prov...Donovan Mulder
The document discusses expectations and realities in ERP implementation from the perspective of consultants and solution providers. It summarizes literature on common ERP implementation challenges such as organizational readiness, customization vs standard systems, and managing change. It then presents results from a survey of 59 Finnish ERP consultants and vendors. The survey found that key challenges in ERP implementations relate to production planning, materials management, and meeting various requirements across different company levels and industries. Implementers emphasized the need for initial solutions and further research in production planning and complex products.
15. Assessing Risk In Erp Projects Identify And Prioritize The FactorsDonovan Mulder
This document discusses assessing risk in ERP projects. It notes that ERP projects often face high failure rates and risks. The authors aim to identify and prioritize key risk factors for ERP projects using the Delphi method and analytic hierarchy process (AHP). They find that some important risk factors deserve more attention during ERP implementation. Identifying and managing risks is important to help mitigate failure and ensure successful ERP projects.
The document discusses a study conducted on the impact of enterprise resource planning (ERP) systems with knowledge management (KM) on employee productivity and service quality in a power distribution company in India. The study identified variables related to employee productivity and service quality after ERP implementation through literature review and discussions with company employees. An online survey was administered to employees and customers to collect data on the identified variables. Exploratory factor analysis was performed to group the variables. A conceptual model was developed and hypotheses generated to understand the relationships between organizational impact, user satisfaction, employee productivity, and service quality after ERP implementation. The study aims to determine how KM can support and enhance employee productivity and service quality in the post-implementation of ERP systems.
8. Erp Managing The Implementation ProcessDonovan Mulder
This document discusses a study that investigated factors contributing to successful enterprise resource planning (ERP) implementations, defined as being completed on time and under budget. The researchers conducted case studies of ERP implementations and identified common factors among companies that managed their projects successfully. These factors were grouped into categories of planning effort, implementation decisions, and implementation management. The researchers then conducted a survey of US manufacturing companies to validate the factors identified in the case studies and better understand their individual and collective impacts on implementation timelines and costs. Logistic regression models were used to classify companies based on whether they completed implementations on time and under budget. The results provide insights into factors that managers should consider when implementing major systems like ERP.
Manufacturing Companies today are constantly in search for ways to achieve
better business performance and sustain competitive advantages through effective
deployment of resources and business processes. To improve business performance,
Manufacturing Companies require an efficient planning and control system that
synchronizes planning of all processes across the industry. Enterprise Resource
Planning (ERP) provides a centralized framework for all data and processes of an
industry. It integrates all aspects of a business from planning to inventory control,
manufacturing, sales, marketing, finance, customer service and human resources.
Manufacturing Companies undertake ERP implementations to achieve tangible
benefits including a significant return on investment. Accordingly the most common
benefit of Manufacturing Company is for an increase in response time due to better
availability of information. Another common benefit is increase in interaction across
the company, integration of business operations/processes, improved interaction with
customers, reduced direct operating and labour costs, reduced IT maintenance costs,
improved lead-time, improved inventory levels and improved interaction with
suppliers. A study was undertaken to assess impact of ERP as a Change Management
Tool in Manufacturing Companies. This article presents the key findings, conclusions
and suggestions.
The document discusses the evolution and history of ERP systems from inventory control packages in the 1960s to extended ERP systems today. It describes how ERP systems evolved from materials requirements planning (MRP) systems in the 1970s to manufacturing resource planning (MRP II) systems in the 1980s to integrated enterprise resource planning (ERP) systems in the 1990s that began to incorporate additional modules. Today's extended ERP systems provide connections to functions like customer relationship management (CRM) and supply chain management (SCM). The document also outlines some of the benefits and challenges of implementing ERP systems for organizations.
Application extent of the enterprise resource planning systemsAlexander Decker
This study aimed to measure the application extent of four main components of ERP systems (Sales & Marketing, Management & Production, Accounting & Finance, Human Resources) in Jordanian industrial firms. A questionnaire was distributed to 82 firms. The results found a medium application extent for all four components, with application levels being close across components. The study classified firms as having high, medium, or low ERP application.
Enterprise Resource Planning (ERP) is an enterprise-wide information system that facilitates information flow and coordinates all business resources and activities. ERP solutions help reduce costs through improved efficiencies and decision-making, providing competitive advantages. For small to mid-sized businesses, ERP solutions open the door to vast process improvements like better customer service and decision support by integrating business activities on a centralized database platform.
This document discusses a study that aimed to develop and validate an instrument to measure critical success factors for Enterprise Resource Planning (ERP) system implementations. The study defines 12 constructs related to ERP implementation success. It then describes the methodology used, which involved developing measurement scales for each construct and testing them on a survey of 53 organizations in Australia. The results validated a 65-item instrument measuring seven dimensions of ERP implementation. The document argues this model provides a valuable tool for researchers and practitioners to assess ERP implementation projects.
This document summarizes a research paper that analyzed factors affecting ERP system adoption and compared adoption between small-to-medium enterprises (SMEs) and large companies. The summary identifies that business complexity and organizational change were examined as factors potentially influencing ERP adoption. An empirical study of 366 companies found that business complexity was a weak predictor of adoption, while company size was a strong predictor. SMEs cited structural and organizational reasons for non-adoption more than financial constraints, differing from large companies who cited organizational reasons most.
2. Erp Innovation Implementation Model Incorporating Change ManagementDonovan Mulder
This document summarizes a research paper that proposes and provides preliminary validation of a model for how change management during an ERP implementation affects the effectiveness of that implementation. The paper presents a revised innovation implementation model that incorporates the impact of change management. Through a case study of an ERP implementation at a large Australian organization, the paper examines how specific change management activities influenced implementation climate and effectiveness. The findings provide qualitative support for the proposed model linking change management to implementation outcomes.
ERP stands for Enterprise Resource Planning and refers to the coordinated management of business processes through software applications. While ERP systems can provide financial benefits like replacing legacy systems, organizations primarily invest in ERP to improve operational performance and efficiency. ERP projects involve multiple stages and require significant time, personnel, and capital investments. However, ERP implementations also face issues that can lead to project failures if not properly addressed, such as a lack of clear business justification or misalignment between the ERP goals and the organization's strategic priorities.
This document discusses criteria for selecting an enterprise resource planning (ERP) package. It conducted a literature review to identify 15 common selection criteria. A questionnaire with these criteria was distributed to 55 Turkish manufacturing companies. The most important criteria identified were: fit with parent/allied organization systems, cross-module integration, compatibility between other systems, and references of the vendor. Statistically significant differences were found between companies using MRP/MRPII systems versus those using their own or no system for criteria related to organizational fit and structure. The study provides Turkish companies and ERP vendors information on important selection criteria.
Similar to 6. The Usefulness Of Erp Systems For Effective Management (20)
The Royalty Of Loyalty Crm, Quality And RetentionDonovan Mulder
The document discusses the relationship between customer relationship management (CRM), product/service quality, and customer loyalty. It proposes a new 5Qs model to measure quality and loyalty, with the 5Qs being quality of object, processes, infrastructure, interaction, and atmosphere. The model suggests that improving each quality dimension through CRM strategies can increase customer satisfaction and loyalty over time. Effective CRM requires understanding customers, having a well-structured customer database, and linking quality improvements to strategy changes to document their impact on satisfaction and competitive advantage.
The Critical Success Factors For Erp Implementation An Organisational Fit Per...Donovan Mulder
This document summarizes a research study on critical success factors for enterprise resource planning (ERP) implementation from an organizational fit perspective. The study explores why ERP projects have unusually high failure rates despite their strategic importance. It defines organizational fit of ERP as the congruence between the original ERP system and its organizational context. The study examines how organizational fit of ERP and certain implementation contingencies like ERP adaptation, process adaptation, and organizational resistance impact ERP implementation success. The results from a field survey of 34 organizations show that ERP implementation success significantly depends on organizational fit of ERP and these implementation contingencies.
Realising Enhanced Value Due To Business Network Redesign Through Extended Er...Donovan Mulder
This document provides a case study of HLLNet, the business network system of Hindustan Lever Limited (HLL), one of the largest fast-moving consumer goods companies in India. It discusses how HLL extended its enterprise resource planning (ERP) system beyond internal operations to link its entire supply chain network. This allowed for improved information sharing and coordination across the network, leading to significant benefits such as reduced inventory levels, improved cash management, and increased value for consumers. The case study examines how redesigning business networks using ERP systems can optimize resources and create value across the entire supply chain.
Managing Dirty Data In Organization Using ErpDonovan Mulder
This document discusses managing dirty data in organizations using ERP systems. It begins with defining dirty data and how it can negatively impact organizations. It then discusses the costs of using dirty data and how ERP systems can help integrate disparate data sources and clean up dirty data. The document also summarizes lessons learned from a case study of a company that implemented an ERP system, including the importance of understanding how ERP systems change user roles and communicating those changes.
Implementing Erp Systems In Small And Midsize Manufacturing FirmsDonovan Mulder
The document discusses a study on implementing enterprise resource planning (ERP) systems in small and midsize manufacturing firms. It presents profiles of 4 case study companies that implemented ERP systems. The companies ranged in annual revenue from $55-200 million.
It then outlines the ERP implementation process explored in the case studies, dividing it into 3 phases: planning activities, justification and selection activities, and installation activities. For each phase, it discusses the findings from the case studies and presents propositions related to the activities within each phase. The goal is to help understand what leads to successful ERP implementations.
The document discusses the V-Model approach to software testing and how it relates different types of testing to stages of development. It provides an overview of the V-Model stages including requirements, objectives, external specification, system design, and module interface specification. It also discusses how test objectives can be defined for each testing level to avoid redundancy. While the V-Model provides a constrained model, the types of testing it identifies are still relevant for more iterative processes.
16. Erp Ii A Conceptual Framework For Next Generation Enterprise SystemsDonovan Mulder
The document discusses the evolution of enterprise systems and proposes a conceptual framework called ERP II for next-generation enterprise systems. It outlines how enterprise resource planning (ERP) systems have developed over decades from early inventory control systems to integrated ERP packages. The framework is intended to compile concepts from existing enterprise systems into a comprehensive model to analyze and design complex enterprise architecture.
14. Business Process Approach Towards An Inter Organizational Enterprise SystemDonovan Mulder
The document discusses business process approaches towards inter-organizational enterprise systems. It reviews existing ERP literature and process models, and proposes an extended framework to examine ERP implementation from an inter-organizational perspective. The study uses a focus group methodology to gain insights on critical issues across the ERP planning, project, and post-implementation phases in extended enterprise environments.
10. What Managers Should Know About Erp ErpiiDonovan Mulder
The document discusses enterprise resource planning (ERP) systems and what managers should know about implementing ERP/ERP II systems. Key points include:
- ERP systems integrate different business units like finance, manufacturing, and HR to improve information flow and competitiveness.
- Implementing ERP requires significant investment and organizational change, and is one of the most important decisions managers will make.
- Managers should carefully analyze their needs, develop an implementation plan, and ensure top management support to avoid high failure rates for ERP projects.
11. Requirements Of An Erp Enterprise Erp ModellerDonovan Mulder
The document discusses the requirements of an enterprise resource planning (ERP) enterprise modeler for optimally managing the fashion industry supply chain. It first provides background on the shift from push to pull supply chains and the benefits of supply chain integration. It then outlines that ERP systems have evolved as strategic tools for supply chain integration. The document also notes that while ERP adoption can enable integration, implementation is critical and can fail without proper business process reengineering. Finally, it describes forming an expert panel to identify the key features needed in an ERP enterprise modeler tailored specifically for the fashion industry.
The document provides a conceptual model for understanding enterprise resource planning (ERP) systems. The model divides an ERP system into four major components: the software, the customer mindset, change management, and the flow of processes within the system. A fifth component, methodology, surrounds the other four and ensures they are integrated and implemented in an organized manner. The conceptual model is intended to help general and project managers understand ERP systems at a high level without technical details.
5. Change Management Strategies For Successful Erp ImplementationDonovan Mulder
1) The document discusses change management strategies for successful ERP implementation to overcome employee resistance. It proposes a 3-phase framework: knowledge formulation to understand employee attitudes, strategy implementation using marketing techniques to influence cognitive, affective, and conative components of attitudes, and status evaluation to assess effectiveness.
2) Key strategies discussed include communication of benefits, demonstration of system functionality, minimizing costs, differentiating the system through quality, training, gaining support of opinion leaders, and properly timing the system introduction. The strategies aim to reduce perceived risk and overcome habits to change employee attitudes toward accepting the new system.
3. Project Management A Case Study Of A Successful Erp ImplementationDonovan Mulder
This document provides a summary of a case study on a successful ERP implementation at an Irish subsidiary of a UK multinational company. The case study uses the Project Management Body of Knowledge (PMBOK) framework to analyze the project management approach. Interviews and questionnaires were conducted with the local implementation team over time to understand how their perceptions of the challenges evolved. The case study found that while the PMBOK framework broadly applies to ERP projects, some aspects require different emphasis due to the scope and complexity of ERP implementations.
1. An Erp Performance Measurement Framework Using A Fuzzy Integral ApproachDonovan Mulder
This document proposes a seven-step framework for measuring the performance of an enterprise resource planning (ERP) system using a fuzzy integral approach. The framework aims to link performance indicators (PIs) to the objectives of the ERP implementation project. A fuzzy ERP performance index is used to account for ambiguities in evaluating ERP system performance. An example application in Taiwan demonstrates how the proposed framework can be applied in practice.
Using A Km Framework To Evaluate An Erp System ImplementationDonovan Mulder
This document summarizes a study that evaluated the implementation of an Enterprise Resource Planning (ERP) system from a knowledge management perspective. The researchers surveyed ERP users at a construction company to evaluate the system's effectiveness. They analyzed the results using a knowledge management capability maturity model framework. The framework indicated that the ERP system was seen as useful for cost management, and its effectiveness depended on human-to-human knowledge transfer about how to use the system. The framework also showed that leadership support is critical for successful ERP deployment. The study demonstrated that a capability maturity model can be used to assess an organization's knowledge management practices from an ERP adoption.
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Introducing Milvus Lite: Easy-to-Install, Easy-to-Use vector database for you...Zilliz
Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Maruthi Prithivirajan, Head of ASEAN & IN Solution Architecture, Neo4j
Get an inside look at the latest Neo4j innovations that enable relationship-driven intelligence at scale. Learn more about the newest cloud integrations and product enhancements that make Neo4j an essential choice for developers building apps with interconnected data and generative AI.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Pushing the limits of ePRTC: 100ns holdover for 100 days
6. The Usefulness Of Erp Systems For Effective Management
1. The usefulness of ERP systems for effective
management
Charalambos Spathis
Department of Economics, Aristotle's University of Thessaloniki, Thessaloniki,
Greece
Sylvia Constantinides
Mediterranean ECS, University Studies, Thessaloniki, Greece
Keywords necessary tool for companies to survive this
Resource management, Benefits, Introduction highly competitive business environment.
Problem solving, Greece
In this highly automated, IT-led business The next section discusses the relevant
Abstract environment, companies are forced to keep literature followed by the research questions
Enterprise resource planning up-to-date with the new technologies to and the methodology adopted. Thereafter, the
(ERP) systems offer distinct research findings are presented. The final
advantages in this new business
remain competitive (Palaniswamy and
Frank, 2000; Siriginidi, 2000a; Al-Mashari, section discusses the conclusions drawn
environment as they lower
operating costs, reduce cycle 2001). ERP systems provide distinct from this research including potential issues
times and (arguably) increase advantages to companies adopting them as for future research.
customer satisfaction. This paper
examines, via a questionnaire, the they can integrate business applications
underlying reasons why using real-time information. Therefore, ERP
companies choose to adopt ERP systems provide the means for management Previous research
systems, their impact on
to respond to the increasing business needs ERP systems evolved from advanced
management process including
implementation problems in more effective and efficient ways. The manufacturing technologies (AMT) both of
encountered. The empirical main benefits of ERP systems are seen as the which were developed as a response to the
evidence confirms a number of production of real-time data shared across increasingly competitive environment. In
benefits derived from ERP systems
particularly for management the organization and consequently the particular, their purpose has been to increase
process but also, problems integration and automation of business quality, lower inventory levels and enhance
encountered. Results provide the processes. This is particularly important in customer service mainly via improved
basis for future research on the manufacturing flexibility (Slack, 1991; Drury,
this new business environment where
potential of ERP systems, for more
automation, effectiveness and efficiency in 1996; Palaniswamy and Frank, 2000;
effective business integration.
operations and real-time data are important Siriginidi, 2000b; Huang and Palvia, 2001).
factors for business success. The provision of Others report the year 2000 problem,
timely information improves the currency consolidation (Euro), integration of
decision-making process, planning and all business functions and processes and
Internet interface as additional motives for
control of ERP adopters. Consequently,
ERP applications (Gupta, 2000; Scott and
higher effectiveness and efficiency in
Kaindl, 2000). Within an ERP environment,
operations and improved customer
transactions are treated as part of the
satisfaction are the ultimate benefits derived
inter-linked business processes (Gupta, 2000).
from ERP systems (Duff and Jain, 1998;
In essence, business processes are integrated
Gupta, 2000).
and automated whilst, data is shared across
This study examines, via a questionnaire,
departments and particularly, real-time
the motives for companies adopting ERP information (Nah et al., 2001; Themistocleous
systems, the benefits derived including the et al., 2001). Therefore, one may expect that a
problems encountered. In essence, the aim is ``complete'' ERP system would incorporate
to evaluate the usefulness of ERP systems in ``modules'' relating not only to the traditional
meeting company needs in this demanding accounting information system but also,
business environment; that is, the success of stock control, MRP, and logistics. EDI
ERP systems in improving management systems and e-commerce might also be
process. The evidence presented would then additional dimensions of an ERP system
help to establish the best way forward in fully (Duff and Jain, 1998; Hardy and Reeve, 1999).
Industrial Management &
Data Systems exploiting ERP systems' potential as a Nicolaou (2002) reports on the effectiveness
103/9 [2003] 677-685
# MCB UP Limited The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
[ISSN 0263-5577]
[DOI 10.1108/02635570310506098] http://www.emeraldinsight.com/researchregister http://www.emeraldinsight.com/0263-5577.htm
[ 677 ]
2. Charalambos Spathis and in cost management systems of JIT and EDI ERP applications and assist management to
Sylvia Constantinides systems' use. Overall, the application of ERP achieve their full potential.
The usefulness of ERP In conclusion, the current study
systems for effective systems leads to increased efficiency and
management effectiveness in business processes determines the usefulness of ERP systems for
Industrial Management & permeating management decision-making at an effective management function including
Data Systems all levels (Duff and Jain, 1998; Shang and the problems encountered as an explanation
103/9 [2003] 677-685
Seddon, 2000; Hayes et al., 2001). Although of the former. As at the heart of an ERP
ERP system benefits have been examined in system is the accounting module, emphasis is
the past, their impact on management given on management accounting aspects.
process per se has not been considered.
Further, the motives for adopting ERP
systems including users' evaluation of ERP Research questions
systems are issues that remain unexplored. The literature review discussed the
Consequently, this study examines these advantages and the limitations of ERP
issues via a questionnaire. systems highlighting issues that warrant
In terms of the problems encountered in further consideration. This study examines
ERP implementations, researchers report on the following research questions based on
technical factors (Scott and Kaindl, 2000; evidence obtained via a questionnaire send
Siriginidi, 2000a; Lang et al., 2001; Light et al., to managers of companies (ERP adopters)
2001; Themistocleous et al., 2001). Others operating in Greece:
report softer factors for ERP system success RQ1. Why do companies choose to adopt
such as organizational culture (Al-Mashari ERP systems?
and Zairi, 1999; Stefanou, 1999; Aladwani,
RQ2. What are the benefits derived from
2001; Krumbholz and Maiden, 2001). Readers
the adoption of ERP systems on
are referred to the works of Stefanou (1999),
accounting information and
Bradford and Roberts (2001) and Krumbholz
management process?
and Maiden (2001) for ``critical success
factors'' in ERP system implementations. RQ3. Why do (not) companies
Substantial cost and time overruns, implementing an ERP system have
organizational problems including employee received substantial benefits from it?
resistance to change also appear important What were the problems encountered
barriers for ERP system success (Nah et al., in introducing ERP systems? To what
2001; Themistocleous and Irani, 2001; extent did they apply?
Themistocleous et al., 2001). Business process
re-engineering (BPR), the appropriateness of
business and IT legacy systems, management Methodology
culture, top management support and Preliminary interviews with managers in
communication are thought of as critical companies adopting ERP systems were
success factors in implementing ERP systems conducted in order to cater for the limited
(Gupta, 2000; Al-Mashari and Zairi, 2000; Nah empirical evidence available as well as, the
et al., 2001). Spathis and Ananiadis (2002) lack of underlying theories in this context.
examined the impact of ERP systems on Therefore, exploratory interviews were used
management accounting information as a facilitator of the research process and
systems at the Aristotle's University of particularly for the questionnaire design
Thessaloniki. Evidence shows that, users' (Sieber, 1973).
perceptions in descending order of Interviews with two major ERP providers
importance are focused on the following and four companies adopting ERP systems
factors: have helped establishing the relevant issues
. managerial; and determining the direction of this
. IT infrastructure; and research. Using open-ended questions the
. operational. interviews covered the following issues:
In brief, researchers have identified a
. ERP system adoption motives;
number of problems associated with ERP
. ERP benefits; and
. problems encountered in ERP system
applications as well as critical success factors
implementations (Spathis and
in ERP implementations. However, this
Constantinides, 2003).
study further examines those problems in the
Greek environment attempting to relate Interviews, together with the literature
those problems to the managers' perceived review, have generated a list of variables
success of ERP systems. This would then help relating to ERP benefits and problems
to determine the best way forward in future encountered (Teo and King, 1999). The
[ 678 ]
3. Charalambos Spathis and questionnaire includes multiple-choice Table I
Sylvia Constantinides questions on a seven-point Likert-type. The Demographic characteristics
The usefulness of ERP
systems for effective latter, aims at eliciting respondents' attitudes
Panel
management regarding the extent of the impact of ERP
Industrial Management & systems on accounting information and A: Respondents Per cent
Data Systems
management processes (Oppenheim, 1992; Position in the firm
103/9 [2003] 677-685 Information technology 71.1
Nachmias and Nachmias, 1996; Riley et al.,
Accounting 20.0
2000).
Information technology and accounting 4.4
The sampling frame of this study was
Administration 4.4
generated after consultation with major ERP 100.0
providers in Greece who provided us with a Gender
client list. Using probability sample design, Male 96.0
systematic sampling was applied drawing a Female 4.0
sample of 98 companies. Following telephone 100.0
conversations with contact persons Mean(years)
(managers of companies adopting ERP Age 35
systems in Greece) in charge of ERP-systems, Total work experience 11
45 agreed to participate in the study. The Current post 5
questionnaire forms were send via post, fax B: Companies Per cent
or e-mail. All questionnaires were returned Type of industry
completed (45.9 per cent). Manufacturing 60.0
The empirical evidence is solely obtained Commerce 28.9
via the questionnaire however; the Services 8.9
triangulation of research methods Other 2.2
(interviews and postal questionnaire) 100.0
enhances the reliability, validity and the Type of company
generalizability of the results (Kirk and Independent 73.3
Associate 13.3
Miller, 1986; Gildchrist, 1992; Nachmias and
Parent 11.1
Nachmias, 1996). Additional confirmatory
Other 2.2
evidence on the validity of the scale used is 100.0
presented in the following sections on the
Company size Mean
factor analysis results. Further, regarding
Number of employees 215
the reliability of those factors, Cronbach's
Total assets (millions Euros) 37.56
alpha is estimated. Total annual sales (millions Euros) 37.27
The demographic characteristics of the
respondents are presented in Table I.
As shown in Table I above, the average age Results and discussion
of the respondents is 35, most of them are
The survey results are presented in two main
male (96.0 per cent) and working in the IT
sections namely:
department (71.1 per cent). They have 1 ERP system benefits which, examines
relatively an extensive experience and work RQ1 and RQ2; and
in the manufacturing sector. The 2 ERP system implementation problems
respondents work in relatively big exploring RQ3.
organizations and the majority of the
companies are independent (73.3 per cent). It ERP system benefits on accounting
should also be noted that, the companies are information and management processes
both Greek and foreign companies The most highly rated perceived benefits
(associates) operating in Greece. Overall, achieved via ERP systems involve:
sample details indicate its . increased flexibility in information
representativeness and therefore the ability generation;
to draw generalizations from the survey
. improved quality of reports-financial
findings with one caveat. That is, as some of statements;
these companies have only recently
. increased integration of applications;' and
. easy maintenance of databases.
introduced ERP systems (average 18.5
months), one should expect that more This clearly suggests that ERP systems have
benefits are accrued in the future for those an important if not a decisive impact on
companies but also, implementation legacy systems and particularly on
problems to become less important. accounting ones. Further, the evidence also
[ 679 ]
4. Charalambos Spathis and reinforces the argument that ERP systems information on operating modules in ERP
Sylvia Constantinides have been successful in fulfilling their environment is presented in Table III.
The usefulness of ERP
systems for effective purpose for the business as a whole as In specific, although all companies are
management discussed in the earlier sections. That is, the operating financial and management
Industrial Management & integration of applications, the production of accounting modules, not all of them operate
Data Systems real-time information and particularly fixed asset register, costing and
103/9 [2003] 677-685
information for decision making are clearly stock/purchases modules. It is also
affecting not only company's accounting surprising that only 13 companies (29 per
information systems but also, business cent) operate the payroll module.
operations in general. In addition, ``increased A link between ERP system modules
user-friendliness of information systems'', operated and the perceived benefits achieved
time reductions for accounts closure and relates to the underlying reasons for
preparation of financial statements are also adopting such systems. Increased demand for
perceived as benefits derived from ERP real time information, information
applications. Further, ``improved generation for decision making and
decision-making process'', ``improved integration of applications are reasons for
co-ordination between departments'' and adopting ERP systems indicated by the
``improved internal communication'' have majority of the respondents. This finding
also been highly rated further reinforcing the reinforces the argument that ERP systems
above argument. Additional information on have been successful in fulfilling adopters'
the benefits achieved is summarized in needs. Additional information on reasons for
Table II. adopting ERP systems is presented in
Overall, the benefits achieved by ERP Table IV.
adopters are strongly influencing accounting
information but also, organizational Table III
planning and decision making at all levels. Operating modules in the ERP environment
Nonetheless, there is still room for
Number Per cent
improvement as individuals' perceptions are
not that strong on the above benefits. Financial accounting 45 100
Further, as production and logistics modules Management accounting 45 100
are operated by half or less of the Fixed asset register 42 93
respondents (23 and 22 companies
Costing 42 93
Stock ± purchases 41 91
respectively) might also provide an
Production 23 51
explanation for this. That is, not all business
Logistics 22 49
operations have been integrated yet,
Payroll 13 29
suggesting further room for improvement
Quality management 4 9
and particularly more changes in the E-commerce 1 2
accounting information. Additional
Table II
ERP systems benefits
Mean Standard deviation
Increased flexibility in information generation 5.60 0.86
Improved quality of reports ± statements 5.33 0.93
Increased integration of applications 5.31 1.06
Easy maintenance of databases 5.16 1.07
Increased user-friendliness of IS 4.89 1.23
Reduction of time for issuing of reports ± statements 4.87 1.14
Improved decision-making process 4.82 1.30
Improved co-ordination between departments 4.64 1.17
Reduction in errors in logistics 4.51 1.47
Increased internal communication 4.49 1.29
Reduction of time for transaction processing 4.40 1.18
Improved delivery times 4.27 1.42
Reduction of stock levels 3.91 1.49
Increase in stock turnover 3.78 1.29
Reduction of total operating and administration costs 3.67 1.41
Notes: 1 = not at all; 2 = very low degree; 3 = low degree; 4 = average; 5 = high degree; 6 = very high degree;
7 = perfect
[ 680 ]
5. Charalambos Spathis and Table IV
Sylvia Constantinides Reasons for ERP implementation
The usefulness of ERP
systems for effective Number Per cent
management
Industrial Management & Increased demand for real-time information 44 98
Data Systems Information generation for decision making 41 91
103/9 [2003] 677-685 Integration of applications 38 84
Business process re-engineering 22 49
Cost reduction 22 49
Increase sales 16 36
Taxation requirements 15 33
Introduction of EURO 10 22
Application of new business plan 9 20
Competition 8 18
Development of activities into new areas with business contacts 7 16
Internet development 6 13
Integration of information systems 4 9
Stock Exchange requirements 3 7
Year 2000 problem 3 7
Government funding ± subsidization 2 4
In essence, Table IV confirms that, ERP indicated 5.56 for 16 in total. Statistically
system implementations were initiated for significant correlations exist between,
the ``correct reasons'' and that, the benefits modules operated and perceived benefits but
derived are in line with ERP adopters' also between the latter and reasons for
expectations. Additional information on ERP adopting ERP systems. These findings
system benefits, modules operated and further confirm the strong link between
reasons for adopting ERP is provided in these variables in this context. However, the
Table V and VI. cost of ERP systems and firms' assets are not
As shown in Table V, the sum of perceived correlated with the sum of benefits. Company
benefits of ERP systems is 69.64 (for a size and the cost of ERP systems are not
maximum value of 89). The average number related to the number of modules that ERP
adopters choose to operate.
of modules operated is almost seven out of
Booth et al. (2000), report on ERP users'
ten and the average number of reasons
perceptions of the quality of accounting
Table V information systems in financial and
Descriptive statistics on ERP benefits, ERP modules adopted, reasons for management accounting as ``adequate'' in
ERP implementations, cost of ERP systems and company assets (n = 45) terms of reporting and decision support and
``good'' in terms of transaction reporting.
Mean Standard deviation Minimum Maximum
Therefore, the empirical results between the
Benefits 69.64 10.95 41 89 two studies are comparable indicating that
Modules 7.04 1.38 4 10 there are still benefits accrued for ERP
Reasons 5.56 1.89 3 10 adopters (see also Spathis and
Cost 1.26 1.43 0.10 9 Constantinides, 2003). Stefanou (2002) also
Assets 37.58 92.41 3.22 585.22 reports that the integration of accounting
Notes: Benefits: sum of perceived benefits scale; Modules: number of modules; applications, information exchange and
Reasons: number of reasons for ERP implementation; Cost: percentage of acquisition reporting capabilities are notable
and installation cost to sales; Assets: total assets in millions Euros advantages/strengths of ERP systems.
The variables concerning the benefits of
ERP systems were also factor analysed using
Table VI
principal component analysis (PCA) with
Pearson correlations on ERP benefits, ERP modules adopted, reasons for
varimax rotation as a commonly used
ERP implementations, cost of ERP systems and company assets
technique for summarizing a set of variables
Variables Benefits Modules Reasons Cost Assets into independent subsets (Tabachnick and
Benefits 1.000 Fidell, 1996). The results are presented in
Modules 0.339* 1.000 Table VII.
Reasons 0.420** 0.208 1.000 PCA revealed five dimensions involving:
Cost 0.086 0.132 0.178 1.000 1 effective logistics function;
Assets 0.093 0.000 0.023 ±0.121 1.000 2 effective communication function;
3 effective decision-making process;
Notes: * Significant at the 0.05 level (two-tailed); ** Significant at the 0.01 level 4 efficient data processing; and
(two-tailed)
5 information systems.
[ 681 ]
6. Charalambos Spathis and Table VII
Sylvia Constantinides Factor analysis of ERP system benefits
The usefulness of ERP
systems for effective Loadings Per cent of variance Cronbach's alpha
management
Industrial Management & Factor 1: Effective logistics 21.868 0.922
Data Systems Improved delivery times 0.884
103/9 [2003] 677-685 Increase in stock turnover 0.859
Reduction in errors in logistics 0.855
Reduction of stock levels 0.851
Factor 2: Effective communication function 19.261 0.838
Increased internal communication 0.898
Improved co-ordination between departments 0.865
Increased integration of applications 0.670
Factor 3: Effective decision-making process 14.220 0.693
Improved quality of reports ± statements 0.814
Increased flexibility in information generation 0.745
Improved decision-making process 0.633
Factor 4: Efficient data processing 12.570 0.697
Reduction of time for transaction processing 0.842
Reduction of total operating and administration costs 0.734
Reduction of time for issuing of reports ± statements 0.584
Factor 5: Effective information systems 10.394 0.646
Easy maintenance of databases 0.899
Increased user-friendliness of IS 0.667
Total variance explained (per cent) 78.313
KMO 0.655
Bartlett's test of sphericity
Approx. 2 447.003
df 105
Significance 0.000
The factors are clearly reflecting the main benefits have not been fully achieved by the
reasons for adopting ERP systems but also, companies concerned. It may also provide an
their impact on accounting and management insight of the potential of ERP systems.
processes. However, respondents rated implementation
The factors explain over 78 per cent of the problems at a low or average degree not
variance and the Kaiser-Meyer-Olkin raising any issues of concern. The two major
measure of sampling adequacy is high problems arising relate to delays in
suggesting that factor analysis is appropriate implementation and employee resistance to
for this data set. Bartlett's test of sphericity is change both of which are in accord with the
large and the associate significance level is literature findings (Al-Mashari and Zairi,
small (zero) therefore, it is unlikely that the 1999; Aladwani, 2001). Additional information
population matrix is an identity. Further, the on the ERP implementation problems are
factors have high alpha values confirming presented in Table VIII.
their high reliability. PCA results further It is also evident that, personnel training,
confirm that the adoption of ERP systems has increased costs, adaptation and integration
successfully fulfilled its purpose problems are the most prevalent ones (Nah
demonstrating a significant impact on the et al., 2001; Themistocleous and Irani, 2001;
accounting information and management Themistocleous et al., 2001). Implementation
processes. problem variables were also factor analysed
The next section examines the problems using PCA with varimax rotation resulting
encountered in ERP implementations, in four factors reinforcing the above (see
possibly explaining the relatively low rating Table IX).
on the benefits of ERP systems. All factors have high alpha values
confirming their reliability and the total
ERP implementation problems variance explained is over 74 per cent. The
The previous section discussed the benefits results suggest that problems in ERP
derived from the application of ERP systems implementations may be classified as
focusing on the accounting information and technical, financial and organizational.
management processes. Examining the Therefore, a close co-operation both within
problems encountered in implementing ERP the organization and between the
systems may explain why ERP system organization and the ERP provider is
[ 682 ]
7. Charalambos Spathis and Table VIII
Sylvia Constantinides ERP system implementation problems
The usefulness of ERP
systems for effective Mean Standard deviation
management
Industrial Management Delays in implementing the ERP system 4.20 1.44
Data Systems Employee resistance to change 4.13 1.58
103/9 [2003] 677-685 Difficulties in transferring data from previous applications 3.98 1.73
Personnel training in ERP environment 3.96 1.26
Increased costs in operating the ERP systems 3.84 1.45
Difficulties in adapting applications to the ERP environment 3.80 1.59
Cost overruns in acquiring and installing the ERP system 3.76 1.61
Increased difficulties in using the new system 3.64 1.23
Difficulties in integrating existing applications with the ERP system 3.44 1.56
Difficulties in restructuring personnel 3.44 1.32
Delays in installing the system 3.36 1.57
Friction with the ERP provider 3.00 1.85
System security 3.00 1.58
Friction within the board of directors 3.00 1.78
Increased errors 2.62 1.01
Notes: 1 = not at all; 2 = very low degree; 3 = low degree; 4 = average; 5 = high degree; 6 = very high degree;
7 = perfect
Table IX
Factor analysis of ERP systems implementation problems
Loadings Per cent of variance Cronbach's alpha
Factor 1: Friction and delays 29.229 0.912
Friction with ERP provider 0.845
Friction with the board of directors 0.845
Delays in implementing 0.773
Delays in installing 0.729
Cost overruns in acquisition and installation 0.711
System security 0.643
Increased costs in operating ERP 0.630
Factor 2: Personnel 18.914 0.842
Difficulties in restructuring personnel 0.847
Employee resistance to change 0.800
Personnel training in ERP 0.708
Increased errors 0.566
Factor 3: Integration 13.395 0.801
Difficulties in transferring data from previous applications 0.851
Difficulties in integrating existing applications 0.813
Factor 4: Adaptation 12.698 0.719
Difficulties in adapting applications 0.796
Difficulties in using the new system 0.762
Total variance explained (per cent) 74.236
KMO 0.767
Bartlett's test of sphericity
Approx. 2 462.248
df 105
Significance 0.000
essential in achieving a smooth ERP focusing on the latter's impact on accounting
implementation (Gupta, 2000; Al-Mashari and information and management processes.
Zairi, 2000; Nah et al., 2001). Although researchers have examined the
benefits and the problems of ERP systems,
this was done on an ad hoc basis. Further,
Conclusions and recommendations studies have not adequately focused on ERP
This study has presented evidence from systems' impact on accounting and
Greece on companies adopting ERP systems management processes. In addition, except
[ 683 ]
8. Charalambos Spathis and from the study of Stefanou (2002), this is the nowadays, need to have good IT skills in
Sylvia Constantinides first evidence available on ERP systems in order to retain their role in this constantly
The usefulness of ERP Greece. The survey results confirm that the
systems for effective changing IT-led work environment.
management benefits derived from companies adopting Therefore, examining these new skills and
Industrial Management ERP systems have fulfilled individuals' abilities required by accountants to cope
Data Systems expectations but not that strongly. In with this demanding role, might also be an
103/9 [2003] 677-685 specific, increased flexibility in information issue that warrants further research.
generation, improved quality of reports,
integration of applications and, easy References
maintenance of databases appear the major Aladwani, A.M. (2001), ``Change management
benefits derived from ERP systems. Further, strategies for successful ERP
this suggests that ERP systems are now implementation'', Business Process
becoming a necessary tool for companies to Management Journal, Vol. 7 No. 3, pp. 266-75.
remain competitive in this demanding Al-Mashari, M. (2001), ``Process orientation
business environment rather than through enterprise resource planning (ERP):
constituting a novel strategic move. a review of critical issues'', Knowledge and
Nonetheless, ERP systems also offer the Process Management, Vol. 8 No. 3, pp. 175-85.
opportunity for companies to re-engineer Al-Mashari, M. and Zairi, M. (1999), ``BPR
their activities and revamp their accounting implementation process: an analysis of key
and management practices (Spathis and success and failure factors'', Business Process
Constantinides, 2003). Management Journal, Vol. 5 No. 1, pp. 87-112.
The finding that some potential ERP Al-Mashari, M. and Zairi, M. (2000), ``Revisiting
system benefits have not been highly rated BPR: a holistic review of practice and
might be attributed to the infancy of these development'', Business Process Management
systems but also, to the fact that not all Journal, Vol. 6 No. 1, pp. 10-42.
functional areas are integrated yet (see Table Booth, P., Matolcsy, Z. and Wieder, B. (2000), ``The
III). In any case, ERP systems' complexity impacts of enterprise resource planning
suggests that benefits are accrued in the systems on accounting practice: the
longer-term (Poston and Grabski, 2001). Australian experience'', Australian
Although the problems encountered by Accounting Review, Vol. 10 No. 3, pp. 4-18.
ERP adopters do not raise any issues of Bradford, M. and Roberts, D. (2001), ``Does your
concern these, may still account to some ERP system measure up?'' Strategic Finance,
extent for the relatively low perceived Vol. 83 No. 3, pp. 30-4.
Drury, C. (1996), Management and Cost
benefits of ERP systems. Further, the
Accounting, International Thomson Business
problems identified are in accord with the
Press, London.
relevant literature. That is, not only
Duff, R.J. and Jain, M. (1998), ``CFO's guide to EDI:
technical and financial problems but also
how can you control the new paperless
softer factors such as employee resistance to
environment?'', The Journal of Corporate
change prevail.
Accounting and Finance, Vol. 10 No. 1,
Future research may further examine
pp. 107-27.
individuals' expected as opposed actual
Gildchrist, V.J. (1992), ``Key informant
benefits derived from ERP applications as
interviews'', in Crabtree, B.F. and Miller,
well as, the impact of technical,
W.L. (Eds), Doing Qualitative Research, Sage,
organizational and financial problems in Thousand Oaks, CA.
fully exploiting ERP systems' potential. It is Gupta, A. (2000), ``Enterprise resource planning:
plausible that ERP system implementations the emerging organizational value systems'',
require a re-organization of business Industrial Management Data Systems,
processes and organizational structure but Vol. 100 No. 3, pp. 114-18.
most importantly a change of management Hardy, C. and Reeve, R. (1999), ``Wu and Hahn's
style and culture (Wood and Caldas, 2001). control-complexity/control-point orientation
Furthermore, collaboration within the for computer information system (CIS)
organization and between the organization audits: an empirical test in an electronic data
and the ERP provider appear as critical interchange (EDI) environment'', Managerial
success factors in ERP applications. In Auditing Journal, Vol. 14 No. 7, pp. 339-50.
addition, the importance of top management Hayes, D.C., Hunton, J.E. and Reck, J.L. (2001),
support, including employee ``Market reactions to ERP implementation
training/participation must not be announcements'', Journal of Information
underestimated. Finally, as the majority of Systems, Vol. 15 No. 1, Spring, pp. 3-18.
the respondents is IT people, this also raises a Huang, Z. and Palvia, P. (2001), ``ERP
serious concern regarding the changing role implementation issues in advanced and
of accountants (and IT people) in the business developing countries'', Business Process
environment. Perhaps, accountants Management Journal, Vol. 7 No. 3, pp. 276-84.
[ 684 ]
9. Charalambos Spathis and Kirk, J. and Miller, M.L. (1986), Reliability and Sieber, S.D. (1973), ``The integration of field work
Sylvia Constantinides Validity in Qualitative Research, Sage, and survey methods'', American Journal of
The usefulness of ERP Thousand Oaks, CA. Sociology, Vol. 78, pp. 1335-59.
systems for effective
management Krumbholz, M. and Maiden, N. (2001), ``The Siriginidi, S.R. (2000a), ``Enterprise resource
implementation of enterprise resource- planning: business needs and technologies'',
Industrial Management
Data Systems planning packages in different organizational Industrial Management Data Systems,
103/9 [2003] 677-685 and national cultures'', Information Systems, Vol. 100 No. 2, pp. 81-8.
Vol. 26, pp. 185-204. Siriginidi, S.R. (2000b), ``Enterprise resource
Lang, S., Masoner, M. and Nicolaou, A. (2001),``An planning in re-engineering business'',
empirical examination of the influence of Business Process Management Journal, Vol. 6
organizational constraints on information No. 5, pp. 376-91.
systems development'', International Journal Slack, N. (1991), The Manufacturing Advantage:
of Accounting Information Systems, Vol. 2, Achieving Competitive Manufacturing
pp. 75-102. Operations, Gold Arrow, London.
Light, B., Holland, C.P. and Wills, K. (2001), ``ERP Spathis, C. and Ananiadis, I. (2002), ``Impact of
and best of breed: a comparative analysis'', accounting information system in improving
Business Process Management Journal, Vol. 7 efficiency of a state university'', paper
No. 3, pp. 216-24. presented at the European Accounting
Nachmias, C.F. and Nachmias, D. (1996), Research Association (EAA) Conference, Copenhagen.
Methods in the Social Science, Arnold, London. Spathis, C. and Constantinides, S. (2003),
Nah, F.F.-H., Lau, J.L.-S. and Kuang, J. (2001), ``Enterprise resource-planning systems'
``Critical factors for successful impact on accounting process'', Business
Process Management Journal, Vol. 9
implementation of enterprise systems'',
(forthcoming).
Business Process Management Journal, Vol. 7
Stefanou, J.C. (1999), ``Supply chain management
No. 2, pp. 285-96.
(SCM) and organizational key factors for
Nicolaou, A.I. (2002), ``Adoption of just-in-time
successful implementation of enterprise
and electronic data interchange systems and
resource-planning (ERP) systems'',
perceptions of cost management systems
Proceedings of the Americas Conference on
effectiveness'', International Journal of
Information Systems (AMCIS), Milwaukee,
Accounting Information Systems, Vol. 3,
WI, pp. 800-2.
pp. 35-62.
Stefanou, J.C. (2002), ``Accounting information
Oppenheim, A.N. (1992), Questionnaire Design,
systems (AIS) development/acquisition
Interviewing and Attitude Measurement,
approaches by Greek SME'', paper presented
Pinter, London.
at the European Conference on Accounting
Palaniswamy, R. and Frank, T. (2000),
Information System (ECAIS), Copenhagen,
``Enhancing manufacturing performance Denmark, April 23-24.
with ERP systems'', Information Systems Tabachnick, B.G. and Fidell, L.S. (1996), Using
Management, Vol. 17 No. 3, Summer. Multivariate Statistics, Harper Collins,
Poston, R. and Grabski, S. (2001), ``Financial Philadelphia, PA.
impacts of enterprise resource-planning Teo, T.S.H. and King, W.R. (1999), ``An empirical
implementations'', International Journal of study of the impacts of integrating business
Accounting Information Systems, Vol. 2, planning and information systems planning'',
pp. 271-94. European Journal of Information Systems,
Riley, M., Wood, C.R., Clark, M.A., Wilkie, E. and Vol. 8 No. 3, pp. 200-10.
Szivas, E. (2000), Researching and Writing Themistocleous, M. and Irani, Z. (2001),
Dissertations in Business and Management, ``Benchmarking the benefits and barriers of
Thomson Learning, London. application integration'', Benchmarking: An
Scott, E. and Kaindl, L. (2000), ``Enhancing International Journal, Vol. 8 No. 4, pp. 317-31.
functionality in an enterprise software Themistocleous, M., Irani, Z. and O'Keefe, R.M.
package'', Information and Management, (2001), ``ERP and application integration: an
Vol. 37, pp. 111-22. exploratory survey'', Business Process
Shang, S. and Seddon, P.B. (2000), ``A Management Journal, Vol. 7 No. 3, pp. 195-204.
comprehensive framework for classifying the Wood, T. and Caldas, M.P. (2001), ``Reductionism
benefits of ERP systems'', paper presented at and complex athinking during ERP
the Americas Conference on Information implementations'', Business Process
Systems (AMCIS), Long Beach, CA. Management Journal, Vol. 7 No. 5, pp. 387-93.
[ 685 ]