This document provides an overview of enterprise information systems. It discusses topics like supply chain management, customer relationship management, business intelligence, knowledge management, and business process management. It also provides contact information for the author and outlines an agenda for enterprise information systems training in 2008.

1. ENTERPRISE INFORMATION SYSTEMS
2008
E: goutama@gmail.com
T: @goudotmobi
W: www.about.me/goudotmobi

2.  Intro
to
Enterprise
Information
Systems
(EIS)
 Supply
Chain
Management
 Customer
Relationship
Management
 Business
Intelligence
 Knowledge
Management
 Business
Process
Management
Enterprise
Information
Systems
Training
2008
2

3. Enterprise
Information
Systems
Training
2008
3

4.  Generally
any
kind
of
computing
system
that
is
of
"enterprise
class"
 Large
volumes
of
data
and
capable
of
supporting
some
large
organization
("an
enterprise")
 Provides
a
technology
platform
that
enable
organizations
to
integrate
and
coordinate
their
business
processes
 Single
system
central
to
organization
&
ensure
that
information
can
be
shared
across
all
functional
levels
and
management
hierarchies
 Housed
in
one
or
more
Data
centers
,
run
Enterprise
software,
and
could
include
applications
such
as
Content
management
systems
and
typically
cross
organizational
borders.
Enterprise
Information
Systems
Training
2008
4

5.  Software
that
solves
an
enterprise
problem
 Written
using
Enterprise
Software
Architecture
 Software
that
models
entire
business
enterprise
and
is
the
core
IT
system
of
governing
enterprise
 Software
that
is
a
core
of
business
communications
within
the
enterprise

As
a
suite
of
programs
that
have
attached
development
tools
to
modify
the
common
programs
for
the
specific
enterprise
 Development
tools
used
are
complex
programming
tools
that
require
specialist
capabilities
 Key
elements:
Performance,
Scalability
&
Robustness
2008
Enterprise
Information
Systems
Training
5

6. Enterprise
Information
Systems
Training
2008
6

7.  Process
of
planning,
implementing
and
controlling
supply
chain
operations
efficiently
&
effectively
 Spans
all
movement
&
storage
of
raw
materials,
work-­‐in-­‐process
inventory,
and
finished
goods
from
point-­‐of-­‐origin
to
point-­‐
of-­‐consumption
 Software:
Tools/modules
used
in
executing
supply
chain
transactions,
managing
supplier
relationships
&
controlling
associated
business
processes
2008
Enterprise
Information
Systems
Training
7

8.  Plan
Managing
all
resources
to
meet
customer
demand
Developing
a
set
of
metrics
to
monitor
the
supply
chain
To
achieve
efficiency,
cost
saving,
high
quality
&
value
 Source
Choose
suppliers
to
deliver
goods
&
services
Develop
a
set
of
pricing,
delivery
&
payment
processes
with
suppliers
Create
metrics
for
monitoring
&
improving
relationships
Put
together
processes
for
managing
inventory
of
goods
&
services
 Make
Schedule
activities
for
production,
testing,
packaging
&
preparation
for
delivery
Measure
quality
levels,
production
output
and
worker
productivity
2008
Enterprise
Information
Systems
Training
8

9.  Deliver
Coordinate
receipt
of
orders
from
customers
Develop
a
network
of
warehouses,
pick
carriers
to
get
products
to
customers
Set
up
invoicing
system
to
receive
payments
 Return
Create
a
network
for
receiving
defective
and
excess
products
back
from
customers
2008
Enterprise
Information
Systems
Training
9

10.  Internal
resistance
to
change
Convince
people
to
use
the
software
worth
the
time
Otherwise,
they
will
easily
find
ways
to
work
around
it
 Many
mistakes
at
first
First
bits
of
information
they
get
from
a
system
might
need
some
tweaking
Warned
about
system's
initial
naiveté,
they
will
think
it
is
useful
2008
Enterprise
Information
Systems
Training
10

11. Enterprise
Information
Systems
Training
2008
11

12.  Processes
to
handle
its
contact
with
customers
by
storing
information
on
current
and
prospective
customers
 Related
Aspects
Front
office
operations:
Direct
interaction
with
customers
e.g.
face
to
face
meetings,
phone
calls,
e-­‐mail
Back
office
operations:
Operations
that
affect
activities
of
front
office
e.g.
billing,
maintenance,
planning,
finance,
manufacturing
Business
relationships:
Interaction
with
other
companies
&
partners
e.g.
suppliers/vendors
and
retail
outlets/distributors
Analysis:
Analyze
Key
CRM
data
to
plan
target-­‐
marketing
campaigns,
conceive
business
strategies,
&
judge
success
of
CRM
activities
e.g.,
market
share,
number
&
types
of
customers,
revenue,
profitability
2008
Enterprise
Information
Systems
Training
12

13.  Operational
CRM
Provides
support
to
front
office
business
processes
 Sales
Force
Automation
Atomates
Sales
Force-­‐related
Activities
 Analytical
CRM
Analyzes
Customer
Data
for
variety
purposes
 Campaign
Management
Combines
elements
of
Operational
and
Analytical
CRM
 Collaborative
CRM
Covers
aspects
of
a
company's
dealings
with
customers
handled
by
various
departments
 Geographic
CRM
Combines
geographic
information
system
&
traditional
CRM
2008
Enterprise
Information
Systems
Training
13

14.  Develop
customer-­‐focused
strategy
 Break
down
CRM
project
into
manageable
pieces
 Setting
up
pilot
programs
&
short-­‐term
milestones
 Start
with
a
pilot
project
that
incorporates
all
the
necessary
departments
 Include
a
scalable
architecture
framework
 Think
carefully
about
the
best:
a
solution
that
ties
together,
“best
of
breed”
software
from
several
vendors
or
an
integrated
package
of
software
from
one
vendor.
 Make
sure
data
to
collect
and
if
need
to
expand
the
systems
 Be
thoughtful
about
what
data
is
collected
and
stored
2008
Enterprise
Information
Systems
Training
14

15. Enterprise
Information
Systems
Training
2008
15

16.  Technologies,
applications
and
practices
for
the
collection,
integration,
analysis,
and
presentation
of
business
information
 Objective
is
to
support
better
business
decision
making
(DSS)
 Used
interchangeably
with
briefing
books,
report
and
query
tools
and
executive
information
systems
 Provide
historical,
current,
and
predictive
views
of
business
operations,
using
data
gathered
into
a
data
warehouse
&
working
from
operational
data
2008
Enterprise
Information
Systems
Training
16

17.  Software
elements
support
the
use
of
this
information
by
assisting
in
the
extraction,
analysis,
and
reporting
of
information
 Applications
tackle
sales,
production,
financial
&
other
sources
of
business
data
for
purposes
that
include
business
performance
management
(BPM)
 Information
gathered
on
comparable
companies
to
produce
benchmarks
2008
Enterprise
Information
Systems
Training
17

18.  User
resistance
 Standard
data
 BI
tools
 Doesn’t
understand
business
processes
well
enough
to
improve
them
 Doesn’t
understand
all
activities
that
make
up
a
particular
business
process:
how
information
&
data
flow
across
various
processes,
how
data
is
passed
between
business
users,
&
how
people
use
it
to
execute
part
of
the
process
2008
Enterprise
Information
Systems
Training
18

19.  Make
sure
your
data
is
clean
 Train
users
effectively
 Deploy
and
adjust
quickly
 Deliver
reports
that
provide
the
most
value
quickly
 Take
an
integrated
approach
to
build
data
warehouse
from
the
beginning
 Define
ROI
clearly
 Outline
specific
benefits
expected
to
achieve
 Do
a
reality
check
every
quarter
or
six
months
 Focus
on
business
objectives
2008
Enterprise
Information
Systems
Training
19

20.  Identify
cost-­‐cutting
ideas
 Uncover
business
opportunities
 Roll
ERP
data
into
accessible
reports
 React
quickly
to
retail
demand
 Optimize
prices
2008
Enterprise
Information
Systems
Training
20

21. Enterprise
Information
Systems
Training
2008
21

22.  A
range
of
practices
used
by
organisations
to
identify,
create,
represent,
distribute
and
enable
adoption
of
what
it
knows,
and
how
it
knows
it
 Tied
to
organisational
objectives
such
as
improved
performance,
competitive
advantage,
innovation,
developmental
processes,
lessons
learnt
transfer
and
the
general
development
of
collaborative
practices
 Frequently
linked
and
related
to
learning
organization,
lifelong
learning
and
continuous
improvement
Enterprise
Information
Systems
Training
2008
22

23.  Foster
innovation
by
encouraging
the
free
flow
of
ideas
 Improve
customer
service
by
streamlining
response
time
 Boost
revenues
by
getting
products
&
services
to
market
faster
 Enhance
employee
retention
rates
by
recognizing
values
of
employees'
knowledge
&
rewarding
for
it
 Streamline
operations
&
reduce
costs
by
eliminating
redundant/unnecessary
processes
2008
Enterprise
Information
Systems
Training
23

24.  Getting
Employees
on
Board
Ignorance
on
people
&
cultural
issues
Should
have
a
culture
that
recognizes
tacit
knowledge
and
encourages
employees
to
share
it
 Ongoing
Maintenance
KM
Content
should
be
constantly
updated,
amended
and
deleted
Constantly
evolving
business
practices.
 Dealing
with
a
Data
Deluge
Companies
diligently
need
to
be
on
the
lookout
for
information
overload.
Quantity
rarely
equals
quality,
and
KM
is
no
exception.
Indeed,
the
point
of
a
KM
program
is
to
identify
and
disseminate
knowledge
gems
from
a
sea
of
information.
2008
Enterprise
Information
Systems
Training
24

25.  Dimension
of
knowledge
Tacit
vs
Explicit
Knowledge
 Knowledge
Access
Stages
Knowledge
may
be
accessed
at
three
stages:
before,
during,
or
after
knowledge-­‐related
activities
 Adhoc
knowledge
access
To
make
knowledge
requests
of
subject
matter
experts
on
ad
hoc
basis
Response
from
expert
individual
is
rich
in
content
and
contextualized
to
particular
problem
&
personalized
to
the
particular
person/people
addressing
it
Workload
on
knowledge
user
is
reduced
in
validating
historically
collected
knowledge;
it
is
only
recorded
when
needed
to
reduce
information
overload
Downside,
availability
and
memory
recall
skill
of
specific
individuals
in
the
organization
Be
accompanied
by
a
knowledge
retention
program
to
capture
critical
knowledge
in
time
before
staff
is
leaving
or
before
long
breaks
in
use
of
the
experience
occur
2008
Enterprise
Information
Systems
Training
25

26.  Making
available
increased
knowledge
content
in
the
development
and
provision
of
products
and
services
 Achieving
shorter
new
product
development
cycles
 Facilitating
and
managing
organizational
innovation
and
learning
 Leveraging
people
expertise
across
organization
 Increasing
network
connectivity
between
employees
and
external
groups
 Improving
information
flow
 Managing
data
proliferation
and
information
in
complex
business
environments
 Allowing
employees
to
access
appropriate
information
sources
 Managing
intellectual
capital
&
assets
in
the
workforce
2008
Enterprise
Information
Systems
Training
26

27.  Expert
Systems,
Knowledge
Bases,
Information
Management,
Software
Help
Desk
Tools,
Document
Management
Systems
 E-­‐learning,
Web
Conferencing,
Collaborative
Software,
CMS,
email
lists,wikis,
blogs
 KM
practice
will
continue
to
evolve
with
growth
of
collaboration
applications,
visual
tools
and
other
technologies
2008
Enterprise
Information
Systems
Training
27

28. Enterprise
Information
Systems
Training
2008
28

29.  A
method
of
aligning
an
organization
with
the
wants
and
needs
of
clients
 A
holistic
management
approach
promotes
business
effectiveness
&
efficiency
while
striving
for
innovation,
flexibility
&
integration
with
technology
 Attempts
to
continuously
improve
processes
(define,
measure
and
improve)
2008
Enterprise
Information
Systems
Training
29

30.  BPMN
(business
process
modeling
notation)
Focuses
on
business
process
graphical
modeling
 BPEL
(business
process
execution
language)
Focuses
on
process
execution
&
system-­‐to-­‐
system
communication
 BPML
(business
process
modeling
language)
XML-­‐based
execution
language
standard
based
upon
Pi-­‐Calculus
&
Web
services
 BPQL
(business
process
query
language)
Focuses
on
administrative
&
monitoring
aspects
2008
Enterprise
Information
Systems
Training
30

31.  Modelling
Takes
theoretical
design
and
introduces
combinations
of
variables
to
determine
how
process
might
operate
under
different
circumstances
Involves
running
"what-­‐if
analysis"
on
the
processes
 Execution
Develop
or
purchase
an
application
that
executes
the
process
required
steps
Use
a
combination
of
software
and
human
intervention
Use
Business
rules
to
provide
definitions
for
governing
behavior
&
the
engine
can
be
used
to
drive
process
execution
and
resolution
 Monitoring
Encompasses
tracking
of
individual
processes
so
info
can
be
seen
and
statistics
on
the
performance
of
one
or
more
processes
provided
Used
to
work
with
customers
and
suppliers
to
improve
their
connected
processes
Business
Activity
Monitoring
(BAM)
extends
and
expands
the
monitoring
tools
2008
Enterprise
Information
Systems
Training
31

32.  Process
Mining
A
collection
of
methods
and
tools
related
to
process
monitoring
To
analyze
event
logs
extracted
through
process
monitoring
and
compare
with
an
'a
priori'
process
model
 Optimization
Retrieving
process
performance
information
from
modeling
or
monitoring
phase
Identifying
potential/actual
bottlenecks
and
potential
rooms
for
cost
savings
or
other
improvements
Applying
enhancements
in
process
design,
continuing
value
cycle
of
business
process
management
2008
Enterprise
Information
Systems
Training
32

33.  Dynamic
processes
 Processes
that
involve
people,
cross
business
unit,
division,
department,
workgroup
or
other
functionally
organized
groups
of
people
 Complex
processes
that
requires
orchestration
of
a
variety
of
people
from
different
functional
departments
using
different
software
applications
and/or
data
to
do
their
step
in
the
process.
 Measurable
mission-­‐critical
processes
 Processes
that
cannot
be
completed
without
calling
on
more
than
one
legacy
application
 Processes
with
exceptions
that
handled
manually
 Processes
with
exceptions
that
require
quick
turnarounds
2008
Enterprise
Information
Systems
Training
33

34.  reduced
number
of
returned
shipments
 reduced
cycle
time
for
special
orders
 increased
revenues
recovered
from
credit
disputes
 increased
consistency
of
task
completion/
improved
productivity
 reduced
time
required
to
onboard
new
employees
2008
Enterprise
Information
Systems
Training
34

35.  Enterprise
Information
Systems:
A
Pattern-­‐Based
Approach
by
Cheryl
Dunn,
J.
Owen
Cherrington
and
Anita
Sawyer
Hollander,
USA,
2006,
453p
 Handbook
of
Enterprise
Systems
Architecture
in
Practice
by
Pallab
Saha
(Editor),
IGI
Globa,
USA,
2007,
500p
2008
Enterprise
Information
Systems
Training
35

36.  LinkedIn:
www.linkedin.com/in/goutama
 Email:
goutama@gmail.com
 Google+:
www.gplus.to/goudotmobi
 Skype:
goudotinfo
 Twitter:
@goudotmobi
2008
Enterprise
Information
Systems
Training
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37. 2008
37
Enterprise
Information
Systems
Training

38. 2008
38
Enterprise
Information
Systems
Training