1) The document discusses ERP systems in the construction industry, including a literature review on ERP concepts and case studies of ERP implementations.
2) A survey of construction contractors found that over half were aware of ERPs and felt they could provide benefits like improved customer responsiveness and decision making, but many contractors also expressed concerns about costs and technical requirements.
3) Contractors currently using ERPs reported systems from vendors like Oracle and J.D. Edwards that perform functions such as accounting, project management, and scheduling, though further integration was still needed.
The document discusses an integrated ERP system with a web portal. It proposes using ETL tools to extract data from legacy ERP systems and load it into a centralized data warehouse ("one-version data store"). Data marts are then extracted from the data warehouse to improve query response times. A web portal is built on top of the data marts to provide customized, personalized access and collaboration for managers to support decision making using business intelligence tools. The model aims to address challenges of legacy ERP systems like poor performance and lack of strategic reporting capabilities.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Assessing the Feasibility of Developing a Federated ERP SystemIJMIT JOURNAL
In past years ERP Systems have become one of the main components within the corporate IT structure. Several problems exist around implementing and operating these systems within companies. In the literature one can find several studies about the problems arising during the implementation of an ERP system. The main problem areas are around the complexity of ERP systems. One vision to overcome some of these problems is federated ERP. Federated ERP systems are built of components from different vendors, which are distributed within a network. All components act as one single ERP system from the user perspective. The decreased complexity of such a system would require lower installation and maintenance cost. Additional, only the components which are needed to cover the company’s business processes would be used. Several theories around this concept exist, but a feasibility assessment of developing a federated ERP system has not been done yet. Based on a literary analysis of existing methods for feasibility studies, this paper is applying strategic planning concepts and referential data from the traditional ERP development to provide a first assessment of the overall feasibility of developing a platform for federated ERP systems. An analytical hierarchical approach is used to define effort and effect related criteria and their domain values. The assessment as the criteria is done in comparison to the development of a classical ERP system. Using the developed criteria, a net present value calculation is done. The calculation of the net present value is done on an overall, not company specific level. In order to estimate the weighted average cost of capital, the values from successful software companies are used as a baseline. Additional potential risks and obstacles are identified for further clarification.
This document discusses an ERP implementation project in an oil and gas exploration company. It provides background on the company and describes the weaknesses of its previous fragmented IT systems. These included a lack of integration between siloed applications, difficult maintenance, and most business processes still being manual. The company implemented an ERP system to address these issues and integrate its business processes. The document is a case study of the ERP implementation challenges and lessons learned from implementing ERP in the oil and gas sector.
This document provides information about an Enterprise Resource Planning (ERP) system assignment submitted by 5 students to their professor. It includes a title page with their names and submission date, a letter of transmission to the professor requesting acceptance of their work, and an acknowledgement section thanking the professor and others for their support and guidance. The document then outlines the table of contents and provides details in 5 chapters on the introduction of ERP systems, their technical and financial profiles, ERP in Bangladesh, and a conclusion.
Building a new information system involves organizational changes beyond just new hardware and software. It includes changes to jobs, skills, management, and organization as the system redesigns business processes and the organization as a whole. Information technology can enable different degrees of organizational change from automation to paradigm shifts, each with varying risks and rewards. The most common changes are automation and rationalization, while business process redesign and paradigm shifts carry greater risk but also greater potential returns. Developing new information systems follows a structured process to solve organizational problems that includes analysis, design, programming, testing, conversion and maintenance. Different approaches like the systems life cycle, prototyping, and outsourcing can be used depending on the system's size and the problem
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.
1) ERP systems aim to increase efficiency by automating and unifying all organizational processes. They integrate data across departments to provide managers with accurate, real-time information.
2) Implementing ERP is a complex, time-consuming process that requires organizational readiness. Successful implementation depends on specialized knowledge about selection, administration, production, and modernization.
3) ERP can increase productivity and decrease costs by standardizing processes, reducing inventory levels, and providing a single system for financial reporting, customer orders, and manufacturing. However, the high costs of ERP implementation must be considered.
The document discusses an integrated ERP system with a web portal. It proposes using ETL tools to extract data from legacy ERP systems and load it into a centralized data warehouse ("one-version data store"). Data marts are then extracted from the data warehouse to improve query response times. A web portal is built on top of the data marts to provide customized, personalized access and collaboration for managers to support decision making using business intelligence tools. The model aims to address challenges of legacy ERP systems like poor performance and lack of strategic reporting capabilities.
International Journal of Engineering Research and Applications (IJERA) is an open access online peer reviewed international journal that publishes research and review articles in the fields of Computer Science, Neural Networks, Electrical Engineering, Software Engineering, Information Technology, Mechanical Engineering, Chemical Engineering, Plastic Engineering, Food Technology, Textile Engineering, Nano Technology & science, Power Electronics, Electronics & Communication Engineering, Computational mathematics, Image processing, Civil Engineering, Structural Engineering, Environmental Engineering, VLSI Testing & Low Power VLSI Design etc.
Assessing the Feasibility of Developing a Federated ERP SystemIJMIT JOURNAL
In past years ERP Systems have become one of the main components within the corporate IT structure. Several problems exist around implementing and operating these systems within companies. In the literature one can find several studies about the problems arising during the implementation of an ERP system. The main problem areas are around the complexity of ERP systems. One vision to overcome some of these problems is federated ERP. Federated ERP systems are built of components from different vendors, which are distributed within a network. All components act as one single ERP system from the user perspective. The decreased complexity of such a system would require lower installation and maintenance cost. Additional, only the components which are needed to cover the company’s business processes would be used. Several theories around this concept exist, but a feasibility assessment of developing a federated ERP system has not been done yet. Based on a literary analysis of existing methods for feasibility studies, this paper is applying strategic planning concepts and referential data from the traditional ERP development to provide a first assessment of the overall feasibility of developing a platform for federated ERP systems. An analytical hierarchical approach is used to define effort and effect related criteria and their domain values. The assessment as the criteria is done in comparison to the development of a classical ERP system. Using the developed criteria, a net present value calculation is done. The calculation of the net present value is done on an overall, not company specific level. In order to estimate the weighted average cost of capital, the values from successful software companies are used as a baseline. Additional potential risks and obstacles are identified for further clarification.
This document discusses an ERP implementation project in an oil and gas exploration company. It provides background on the company and describes the weaknesses of its previous fragmented IT systems. These included a lack of integration between siloed applications, difficult maintenance, and most business processes still being manual. The company implemented an ERP system to address these issues and integrate its business processes. The document is a case study of the ERP implementation challenges and lessons learned from implementing ERP in the oil and gas sector.
This document provides information about an Enterprise Resource Planning (ERP) system assignment submitted by 5 students to their professor. It includes a title page with their names and submission date, a letter of transmission to the professor requesting acceptance of their work, and an acknowledgement section thanking the professor and others for their support and guidance. The document then outlines the table of contents and provides details in 5 chapters on the introduction of ERP systems, their technical and financial profiles, ERP in Bangladesh, and a conclusion.
Building a new information system involves organizational changes beyond just new hardware and software. It includes changes to jobs, skills, management, and organization as the system redesigns business processes and the organization as a whole. Information technology can enable different degrees of organizational change from automation to paradigm shifts, each with varying risks and rewards. The most common changes are automation and rationalization, while business process redesign and paradigm shifts carry greater risk but also greater potential returns. Developing new information systems follows a structured process to solve organizational problems that includes analysis, design, programming, testing, conversion and maintenance. Different approaches like the systems life cycle, prototyping, and outsourcing can be used depending on the system's size and the problem
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.
1) ERP systems aim to increase efficiency by automating and unifying all organizational processes. They integrate data across departments to provide managers with accurate, real-time information.
2) Implementing ERP is a complex, time-consuming process that requires organizational readiness. Successful implementation depends on specialized knowledge about selection, administration, production, and modernization.
3) ERP can increase productivity and decrease costs by standardizing processes, reducing inventory levels, and providing a single system for financial reporting, customer orders, and manufacturing. However, the high costs of ERP implementation must be considered.
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
Measuring Enterprise Resource Planning (ERP) Systems Effectiveness in IndonesiaTELKOMNIKA JOURNAL
Refining DeLone and McLean’s (D&M) information system model and technology-organisationenvironment
(TOE) framework, this research identifies the prominent factors that determine ERP system
success. Hypotheses are also drawn based on supporting theories to evaluate the causal relationship
between the success determinants. The level of achievement is measured by system quality, information
quality, service quality, external quality and top management support, which intermediated by perceived
usefulness and user satisfaction towards business benefits. To provide empirical evidence, 86 valid
samples out of 156 were collected using a web survey that targeted ERP users in Indonesia. Furthermore,
Partial Least Squares–Structural Equation Modelling (PLS-SEM) algorithm were applied to check the
proposed hypotheses. The results suggest system quality, information quality and service quality
significantly affect user satisfaction, whereas they moderately impact on perceived usefulness.
Interestingly, external pressures were reported as being the biggest influence on user satisfaction and
positively impacted on perceived usefulness. Despite being fairly predictive to perceived usefulness, top
management support along with general perceptual factors ultimately promote system success by
elevating business benefits.
This document discusses using information systems to gain competitive advantage. It covers Porter's competitive forces model and strategies like cost leadership, product differentiation, and innovation. It provides examples of how companies like Walmart, Dell, and Citibank use information systems for competitive advantage through strategies like continuous inventory replenishment, mass customization, and new ways of serving customers. The document also discusses transaction processing systems, management information systems, decision support systems, and executive support systems.
8 Factors to Consider in Creating an Information Management Strategy bdirking
The document outlines 8 key factors to consider when creating an information management strategy: 1) Not all content is equal in value or volume, 2) Content needs may overlap across different systems, 3) Silos should be automated or have fallback processes, 4) Content must be accessible to have value, 5) Too much access poses risks, 6) Understand green benefits like cost savings, 7) Context raises value, 8) Understand emerging tech trends. It also provides resources for content management funding, solutions, and events.
The document discusses application development for digital firms, including rapid application development which creates workable systems in a short period of time using visual programming and iterative prototyping. It also discusses component based development and web services which enable systems to be built by assembling and integrating existing software components to create ecommerce applications.
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.
The document provides an overview of a 7-step process for building an information system. The 7 steps are: 1) Identify and list stakeholders, 2) Identify and list actors, 3) Identify and list use cases, 4) Identify and list scenarios, 5) Identify and list steps, 6) Identify and list classes/objects, and 7) Manage work products. It describes each step in the process, including defining stakeholders, actors, use cases, scenarios, and mapping analysis to design. The process emphasizes discovery, iteration, and developing a shared understanding between stakeholders.
The document provides guidance on building an effective management information system in 6 steps: 1) Analyze business procedures and map existing systems; 2) Identify all necessary data to capture; 3) Determine required hardware and software; 4) Purchase equipment and develop custom software; 5) Test the system extensively; and 6) Launch the system with training. The goal is to understand a business's operations and build a system that streamlines processes and enhances data usability.
The document discusses various topics related to building information systems, including:
1. The core problem-solving steps for developing new information systems are to define the problem, develop alternative solutions, evaluate and choose a solution, and implement the solution.
2. There are alternative methods for building information systems, such as the traditional systems development lifecycle, prototyping, end-user development, and purchasing application software packages.
3. Principal methodologies for modeling and designing systems include structured methodologies, object-oriented development, data flow diagrams, and process specifications.
This document provides an overview of building information systems. It discusses the core activities in the systems development process including systems analysis, design, programming, testing, conversion, and production/maintenance. It also compares traditional structured methodologies to newer object-oriented development approaches. Finally, it outlines some alternative systems building methods such as prototyping, end-user development, using application packages, and outsourcing work.
1) An ERP system provides integrated management of core business processes through a single software system. It aims to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular needs.
2) Companies implement ERP systems to support business goals like integrated and online processes, elimination of fragmented legacy systems, improved integration and lower costs.
3) A successful ERP implementation requires the right mix of people, processes, and technology. Key steps include project planning, design, building the system, training users, and go-live support. Adaptation of business processes to the ERP system is also important.
Implementation of enterprise resource planning systems in kenyan public unive...Alexander Decker
This document discusses research on the implementation of Enterprise Resource Planning (ERP) systems at Masinde Muliro University of Science and Technology, a public university in Kenya. It provides background on ERP systems and their benefits. It then describes the research methodology used, which was a descriptive survey and correlation design involving questionnaires and interviews with 60 university staff members from key departments. The findings revealed that 85% of ERP system implementation was accounted for by integrating systems for human resources, finance, procurement, student affairs, and computer science. Gender and duration of ERP system use were also found to significantly influence implementation, with those factors accounting for 28.8% of the implementation.
This document discusses new technologies that allow customers to purchase items using their cell phones by charging purchases to their phone bills. It could threaten traditional phone companies and they may need counterstrategies. Porter's 5 forces model is discussed to analyze barriers to entry and switching costs for this new technology. Mobile commerce and smartphones are also summarized, along with decision support systems, business intelligence, artificial intelligence techniques, and enterprise systems.
This document provides an introduction to an information systems course. It defines key terms like information systems, information technology, and management information systems. It discusses how information systems are used across various business functions. It also outlines some of the topics that will be covered in the course, including IT and decision making, security, databases, and enterprise systems. Finally, it discusses the roles of IT professionals and how metrics can be used to measure the efficiency and effectiveness of information systems.
The document discusses the functions and management of information systems departments. It describes the typical roles and responsibilities within an IS department, including planning technology use, managing infrastructure and applications, protecting data, and managing outsourcing relationships. It also covers tasks for overseeing computing infrastructure like establishing standards and monitoring issues, as well as managing enterprise applications. The advantages and disadvantages of outsourcing parts of the IS department are presented.
Mis project report on DELHI INFO.COM MANAGEMENT INFORMATION SYSTEMpankaj pandey
This document is a project report submitted by Pankaj Pandey for their BBA degree. The report details the development of a Management Information System called Delhi Info.com. It includes sections on the objectives, technologies used including HTML and databases, system design diagrams, the software development lifecycle model, and testing. The overall aim is to develop a computer-based system to manage information about Delhi that is easy to use and update.
This document provides an overview of business process management (BPM) and key related concepts like enterprise resource planning (ERP) systems. It discusses what BPM is, the typical stages of BPM, how organizations can model and improve business processes, and how information systems play an important role in implementing business processes. Specific topics covered include cross-functional processes, supply chain management processes, the Business Process Modeling Notation (BPMN) standard, customer relationship management (CRM) systems, and how ERP systems integrate activities across the organization's value chain.
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
This document discusses the author's doctoral research into the prevalence and factors influencing the use of spreadsheets in ERP environments. The research aims to measure the extent spreadsheet usage in ERP systems and determine what facilitates this. The author hypothesizes that there are specific company and personal factors that influence users' preferences for external reporting tools like spreadsheets over internal ERP reporting tools. The research methodology involves distributing questionnaires to companies and users at Israeli SMEs to identify these influencing factors.
IRJET- Analyzing, Designing and Implementing a Consulting Company for Managem...IRJET Journal
This document proposes designing and implementing a consulting company for management information systems (CCFMIS). It discusses analyzing the system using UML diagrams, including use case, context, and entity relationship diagrams. The CCFMIS would allow customers to request consultations from advisers and administrators to manage users. The system would be built using Microsoft Access and Visual Studio ASP.NET to offer an adaptable architectural model.
Digitalization of operations of micro industries using web-based ERP system.IRJET Journal
This document summarizes a research paper that aims to develop a low-cost and easy-to-use web-based ERP system for micro-scale manufacturing industries in India. The system would digitalize key operations like inventory management, employee records, machine maintenance schedules and more. It would be developed using the free website builder WIX to keep costs low. The researchers present their methodology and prototype of the web-based ERP system, which features tabs to navigate different functions. They conclude that such a low-cost and customizable system could help boost efficiency in micro-industries and solve unemployment problems.
Agility by Design - Building Software to Lasteprentise
The implementation of enterprise systems brings with it great promise of better information, consistent systems, and reduced operational costs. Achieving that promise, however, is an immense challenge.
View the original Blog post: http://www.eprentise.com/blog/data-systems/agility-by-design-building-software-to-last/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
Companies’ perception toward manufacturing execution systems IJECEIAES
The use of information systems in manufacturing sector is very crucial to reach a high level of operational excellence and improve companies’ competitiveness. The use of such systems will definitely increase in the upcoming years, considering the digitalization strategies. Manufacturing execution systems gained a lot of attention in recent years due to showcased benefits in production management operations. Companies that adopted such systems witnessed an increase in process efficiency and enhancements with regards to cost savings and products quality. This paper seeks to analyze what makes the usage of manufacturing execution systems successful among manufacturing companies. We analyzed how the integration capabilities of such systems with other business applications and the company profile impact their usage and consequently the perceived benefits. A case study was conducted with 51 manufacturing companies and data were analyzed using partial least square structural equation modeling technique. The results confirmed the positive and significant impact of the company profile and solution integration capabilities on system usage. In addition, a ranking of solution modules importance for companies was also provided.
Measuring Enterprise Resource Planning (ERP) Systems Effectiveness in IndonesiaTELKOMNIKA JOURNAL
Refining DeLone and McLean’s (D&M) information system model and technology-organisationenvironment
(TOE) framework, this research identifies the prominent factors that determine ERP system
success. Hypotheses are also drawn based on supporting theories to evaluate the causal relationship
between the success determinants. The level of achievement is measured by system quality, information
quality, service quality, external quality and top management support, which intermediated by perceived
usefulness and user satisfaction towards business benefits. To provide empirical evidence, 86 valid
samples out of 156 were collected using a web survey that targeted ERP users in Indonesia. Furthermore,
Partial Least Squares–Structural Equation Modelling (PLS-SEM) algorithm were applied to check the
proposed hypotheses. The results suggest system quality, information quality and service quality
significantly affect user satisfaction, whereas they moderately impact on perceived usefulness.
Interestingly, external pressures were reported as being the biggest influence on user satisfaction and
positively impacted on perceived usefulness. Despite being fairly predictive to perceived usefulness, top
management support along with general perceptual factors ultimately promote system success by
elevating business benefits.
This document discusses using information systems to gain competitive advantage. It covers Porter's competitive forces model and strategies like cost leadership, product differentiation, and innovation. It provides examples of how companies like Walmart, Dell, and Citibank use information systems for competitive advantage through strategies like continuous inventory replenishment, mass customization, and new ways of serving customers. The document also discusses transaction processing systems, management information systems, decision support systems, and executive support systems.
8 Factors to Consider in Creating an Information Management Strategy bdirking
The document outlines 8 key factors to consider when creating an information management strategy: 1) Not all content is equal in value or volume, 2) Content needs may overlap across different systems, 3) Silos should be automated or have fallback processes, 4) Content must be accessible to have value, 5) Too much access poses risks, 6) Understand green benefits like cost savings, 7) Context raises value, 8) Understand emerging tech trends. It also provides resources for content management funding, solutions, and events.
The document discusses application development for digital firms, including rapid application development which creates workable systems in a short period of time using visual programming and iterative prototyping. It also discusses component based development and web services which enable systems to be built by assembling and integrating existing software components to create ecommerce applications.
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.
The document provides an overview of a 7-step process for building an information system. The 7 steps are: 1) Identify and list stakeholders, 2) Identify and list actors, 3) Identify and list use cases, 4) Identify and list scenarios, 5) Identify and list steps, 6) Identify and list classes/objects, and 7) Manage work products. It describes each step in the process, including defining stakeholders, actors, use cases, scenarios, and mapping analysis to design. The process emphasizes discovery, iteration, and developing a shared understanding between stakeholders.
The document provides guidance on building an effective management information system in 6 steps: 1) Analyze business procedures and map existing systems; 2) Identify all necessary data to capture; 3) Determine required hardware and software; 4) Purchase equipment and develop custom software; 5) Test the system extensively; and 6) Launch the system with training. The goal is to understand a business's operations and build a system that streamlines processes and enhances data usability.
The document discusses various topics related to building information systems, including:
1. The core problem-solving steps for developing new information systems are to define the problem, develop alternative solutions, evaluate and choose a solution, and implement the solution.
2. There are alternative methods for building information systems, such as the traditional systems development lifecycle, prototyping, end-user development, and purchasing application software packages.
3. Principal methodologies for modeling and designing systems include structured methodologies, object-oriented development, data flow diagrams, and process specifications.
This document provides an overview of building information systems. It discusses the core activities in the systems development process including systems analysis, design, programming, testing, conversion, and production/maintenance. It also compares traditional structured methodologies to newer object-oriented development approaches. Finally, it outlines some alternative systems building methods such as prototyping, end-user development, using application packages, and outsourcing work.
1) An ERP system provides integrated management of core business processes through a single software system. It aims to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular needs.
2) Companies implement ERP systems to support business goals like integrated and online processes, elimination of fragmented legacy systems, improved integration and lower costs.
3) A successful ERP implementation requires the right mix of people, processes, and technology. Key steps include project planning, design, building the system, training users, and go-live support. Adaptation of business processes to the ERP system is also important.
Implementation of enterprise resource planning systems in kenyan public unive...Alexander Decker
This document discusses research on the implementation of Enterprise Resource Planning (ERP) systems at Masinde Muliro University of Science and Technology, a public university in Kenya. It provides background on ERP systems and their benefits. It then describes the research methodology used, which was a descriptive survey and correlation design involving questionnaires and interviews with 60 university staff members from key departments. The findings revealed that 85% of ERP system implementation was accounted for by integrating systems for human resources, finance, procurement, student affairs, and computer science. Gender and duration of ERP system use were also found to significantly influence implementation, with those factors accounting for 28.8% of the implementation.
This document discusses new technologies that allow customers to purchase items using their cell phones by charging purchases to their phone bills. It could threaten traditional phone companies and they may need counterstrategies. Porter's 5 forces model is discussed to analyze barriers to entry and switching costs for this new technology. Mobile commerce and smartphones are also summarized, along with decision support systems, business intelligence, artificial intelligence techniques, and enterprise systems.
This document provides an introduction to an information systems course. It defines key terms like information systems, information technology, and management information systems. It discusses how information systems are used across various business functions. It also outlines some of the topics that will be covered in the course, including IT and decision making, security, databases, and enterprise systems. Finally, it discusses the roles of IT professionals and how metrics can be used to measure the efficiency and effectiveness of information systems.
The document discusses the functions and management of information systems departments. It describes the typical roles and responsibilities within an IS department, including planning technology use, managing infrastructure and applications, protecting data, and managing outsourcing relationships. It also covers tasks for overseeing computing infrastructure like establishing standards and monitoring issues, as well as managing enterprise applications. The advantages and disadvantages of outsourcing parts of the IS department are presented.
Mis project report on DELHI INFO.COM MANAGEMENT INFORMATION SYSTEMpankaj pandey
This document is a project report submitted by Pankaj Pandey for their BBA degree. The report details the development of a Management Information System called Delhi Info.com. It includes sections on the objectives, technologies used including HTML and databases, system design diagrams, the software development lifecycle model, and testing. The overall aim is to develop a computer-based system to manage information about Delhi that is easy to use and update.
This document provides an overview of business process management (BPM) and key related concepts like enterprise resource planning (ERP) systems. It discusses what BPM is, the typical stages of BPM, how organizations can model and improve business processes, and how information systems play an important role in implementing business processes. Specific topics covered include cross-functional processes, supply chain management processes, the Business Process Modeling Notation (BPMN) standard, customer relationship management (CRM) systems, and how ERP systems integrate activities across the organization's value chain.
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
This document discusses the author's doctoral research into the prevalence and factors influencing the use of spreadsheets in ERP environments. The research aims to measure the extent spreadsheet usage in ERP systems and determine what facilitates this. The author hypothesizes that there are specific company and personal factors that influence users' preferences for external reporting tools like spreadsheets over internal ERP reporting tools. The research methodology involves distributing questionnaires to companies and users at Israeli SMEs to identify these influencing factors.
IRJET- Analyzing, Designing and Implementing a Consulting Company for Managem...IRJET Journal
This document proposes designing and implementing a consulting company for management information systems (CCFMIS). It discusses analyzing the system using UML diagrams, including use case, context, and entity relationship diagrams. The CCFMIS would allow customers to request consultations from advisers and administrators to manage users. The system would be built using Microsoft Access and Visual Studio ASP.NET to offer an adaptable architectural model.
Digitalization of operations of micro industries using web-based ERP system.IRJET Journal
This document summarizes a research paper that aims to develop a low-cost and easy-to-use web-based ERP system for micro-scale manufacturing industries in India. The system would digitalize key operations like inventory management, employee records, machine maintenance schedules and more. It would be developed using the free website builder WIX to keep costs low. The researchers present their methodology and prototype of the web-based ERP system, which features tabs to navigate different functions. They conclude that such a low-cost and customizable system could help boost efficiency in micro-industries and solve unemployment problems.
Agility by Design - Building Software to Lasteprentise
The implementation of enterprise systems brings with it great promise of better information, consistent systems, and reduced operational costs. Achieving that promise, however, is an immense challenge.
View the original Blog post: http://www.eprentise.com/blog/data-systems/agility-by-design-building-software-to-last/
Website: www.eprentise.com
Twitter: @eprentise
Google+: https://plus.google.com/u/0/+Eprentise/posts
Facebook: https://www.facebook.com/eprentise
A Web-Based ERP System For Business Services And Supply Chain Management App...Linda Garcia
The document describes a web-based ERP system that integrates business process management, supply chain management, and quality management functions. The system uses a modular, service-oriented architecture with independent and pluggable components. It includes a powerful workflow engine to manage business processes and information flow across the enterprise. It also includes a resource management module with a project scheduling system to optimize resource allocation and minimize delays. The system was developed to meet the integrated information management needs of enterprises while allowing flexibility, scalability, and independent upgrade of components.
IDENTIFYING VIABILITY PARAMETERS OF ERP SOFTWARE FOR CONSTRUCTION COMPANIES I...IRJET Journal
The document discusses identifying viability parameters for implementing enterprise resource planning (ERP) software in construction companies in Ahmedabad, India. It conducted interviews with industry experts and a literature review to identify 25 viability parameters related to organizations, ERP software, and costs. A questionnaire was distributed to rate the importance of each parameter. The responses were analyzed using relative importance index and factor analysis methods to rank the parameters. The top parameters from each analysis were user-friendliness, acceptance of new technology, and availability of data from relative importance index. Factor analysis identified geographic spread, organizational strength, acceptance of new technology, maintenance cost, ERP software applicability, and software competency as most important. The significant viability parameters can help construction companies assess E
The document discusses the history and evolution of enterprise resource planning (ERP) systems from the 1960s to present. It begins with a brief overview of how ERP systems emerged from earlier systems like inventory control packages in the 1960s, material requirements planning in the 1970s, manufacturing resource planning in the 1980s, and became popular standalone systems in the 1990s. The document then examines key aspects of ERP systems including their definition, benefits to organizations, and issues during implementation.
The ERP Platform - play cheaper faster, better.pdfEviden
1) Upgrading an ERP system is one of the most expensive IT decisions that can cost up to $500 million over several years.
2) A product and platform approach, like those used by tech companies, can help manage ERP upgrade costs by treating the ERP system as separate capabilities rather than a monolithic system.
3) Companies should map their business capabilities, identify which provide value versus are commodities, and prioritize upgrading value-adding capabilities while lowering costs and risks for upgrading commodity functions.
The document proposes a model for improving decision making using data from legacy ERP systems. The model involves extracting data from legacy ERP systems using ETL tools, loading it into a centralized data warehouse ("one-version data store"), creating smaller data marts from the warehouse, and presenting aggregated data to managers on an ERP web portal. The portal provides personalized, customizable access to business intelligence tools and reports to help managers make timely strategic decisions using consolidated data from different sources.
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.
This document proposes the development of a smart industry ERP system. It begins with an introduction to ERP systems, describing them as comprehensive software solutions that integrate all business functional areas through a single database. The proposed system aims to provide ERP, CRM, inventory management and other features through a desktop application to help small businesses better manage operations. It outlines the system's scope, user classes and characteristics, assumptions, and presents a flowchart. The goal is to automate processes like billing, reporting and data sharing to save time compared to a manual paper-based system.
574An Integrated Framework for IT Infrastructure Management by Work Flow Mana...idescitation
Information Technology (IT) is one of the most emerging
fields in today’s Internet world. IT can be defined in various ways,
but is broadly considered to encompass the use of computers and
telecommunications equipment to store, retrieve, transmit and
manipulate data. Infrastructure is the base for everything. IT also
has an infrastructure, which can be managed and maintained
properly. For an organization’s Information Technology,
Infrastructure Management (IM) is the management of essential
operation components, such as policies, processes, equipment,
data, human resources and external contacts, for overall
effectiveness.
In this paper, we propose a methodology to manage the IT
Infrastructure in a better way. Our methodology uses the tree-
structure based architecture to manage the infrastructure with less
manual power. The process of how to manage the infrastructure is
discussed with efficient methodology and necessary steps with
algorithm, in this paper. Also, in this paper, the process of workflow
management on IT infrastructure management has been provided.
FROM PLM TO ERP : A SOFTWARE SYSTEMS ENGINEERING INTEGRATIONijseajournal
The present paper on three related issues and their integration Product lifecycle management , Enterprise Planning resources and Manufacturing execution systems. Our work is how to integrate all these in a unified systems engineering framework. As most company about two third claim to have integrate ERP to PLM, ; we still observe some related problems as also mentioned by Aberdeen group. In actual global data sharing, we have some options to also integrate systems best practices towards such objective. Such critical study come with solution by reverse engineering, revisiting requirement engineering steps and propose a validation and verification for the success factors of such integration.
The document discusses the implementation of an Enterprise Resource Planning (ERP) system called SAP at Delhi Metro Rail Corporation (DMRC) in India. Key points:
1) SAP ERP was implemented at DMRC in November 2002 to integrate various business functions like finance, human resources, project management into a centralized system for improved efficiency.
2) The SAP implementation was a joint project between SAP India and Siemens Information Systems. It consolidated operations from multiple departments into a single system.
3) By automating processes and providing real-time data access, the ERP system aimed to streamline operations, reduce manual delays, and allow DMRC to focus on its core business of developing metro
IRJET- Implementation based ERP Module for Construction Site ManagementIRJET Journal
This document discusses the implementation of enterprise resource planning (ERP) systems for construction site management. It begins with an abstract that outlines the challenges of implementing ERP systems in the construction industry compared to other sectors. It then reviews literature on ERP implementation success factors and construction ERP. The document discusses the development of a construction-specific ERP and identifies factors important for successful implementation, such as top management support. It also covers supply chain management considerations for construction ERP.
An ERP system attempts to integrate all functions of a company into a single computer system. ERP provides integrated databases and customized reports. It aims to standardize operations and processes. Major benefits include integration of data, increased productivity and reduced costs. Challenges include implementation costs, changes to business processes and organizational structure, and resistance to change.
The document defines enterprise architecture and discusses its key components and levels of detail. It also reviews major industry trends like big data, data analytics, mobility, and cloud computing that enterprise architects should focus on. The benefits of enterprise architecture are outlined as more efficient IT operations, reduced business risk, and faster time to market. Customer relationship management (CRM) aims to increase profitability through solidifying customer satisfaction and loyalty. True CRM provides a holistic view of customers to inform business decisions.
Successful Implementation of ERP in a Large OrganizationTalib Imran
This document provides an overview of the successful implementation of an enterprise resource planning (ERP) system in a large organization. It first introduces ERP and its benefits, then outlines a 9-step implementation plan including conducting a feasibility study, forming a project team, selecting and customizing software, training employees, and going live. It stresses the importance of top management commitment, adapting to the software's best practices, selecting the right implementation team, and training. Finally, it concludes that a well-designed ERP system allows information sharing across the organization, resulting in cost savings and increased efficiency.
TOPIC Staggered duty days to reduce congestion at the gates .docxturveycharlyn
TOPIC: Staggered duty days to reduce congestion at the gates
PROBLEM STATEMENT: The current duty schedule, Monday-Friday, 0600-1600, significantly increases congestion at the gates and is no longer conducive to the security requirements leaving a major security issue to deal with.
Approved by:
X
Strategies for Implementation 6
Running head: Strategies for Implementation
Name:
Course:
Tutor:
Date of submission:
Developing The Project Communication Plan
A project communication plan is used to facilitate effective and efficient communication with the various stakeholders during its implementation. An effective communication plan includes certain key elements such as communication objectives, important content for the dissemination, target audiences and the methods to be used as well as the frequency. A good two-way channel of communications is crucial for the success of the implementation of an ERP system or any other system in general. Good communication can be used to inform all key stakeholders on the progress of the project as well as reveal omissions and misallocation of resources early enough to allow for rectification and revision.
For this case, a communication plan will be used to keep all the stakeholders and managers informed and updated on all the happenings and progress of the ERP system implementation process. There are several forms of communication that will be used to communicate to all users on how their jobs will change, how they will be trained to use the new system and many more activities such as key milestones achieved and the overall implementation progress. The first form of communication will be through status reports, and these reports will constitute of content such as expected risks that could affect the system and what deliverables will be aligned with risk mitigation and contingencies put in place in case of the risk materializes. These reports will be sent electronically to key stakeholders such as the company's CEO, CFO, and IT director on a weekly basis.
The second form of communication will via newsletters and emails, and these channels will work well for disseminating announcements since the company has a broad target audience which is geographically distributed in different locations. This technique will be used to provide information relevant to the project progress as well as information about the ongoing and upcoming activities throughout the ERP implementation process. These emails and newsletters will be sent on a weekly basis to the IT director, the systems administrator, sales and advertising director as well as the web developer.
The final form of communication will be through meetings where stakeholders who include the IT director, the systems administrator and their teams will be briefed weekly on the progress of the implementation process through face-to-face meetings. On the other hand, the executive will receive the overall updates on a monthly basis which will start with a visua ...
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
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Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
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1. DEPARTMENT OF COMMERCE AND MANAGEMENT STUDIES
UNIVERSITY OF CALICUT
ENTERPRISE RESOURCE PLANNING ASSIGNMENT
Submitted to Submitted by
Dr. E.K. SATHEESH Akshara.C.V
Associate Professor 3rd Semester M.Com
DCMS DCMS
University of Calicut
2. ABSTRACT
Enterprise Resource Planning (ERP) is now being hailed as a foundation for the
integration of organization-wide information systems. ERP systems link together entire
organization’s operations such as accounting, finance, human resources, manufacturing and
distribution, etc. Moreover, they also connect the organization to its customers and suppliers
through the different stages of the product or the process life cycle. There are very few studies
conducted about the implementation of ERP systems in the construction industry, particularly for
the construction contractors. The focus so far has been on client organizations, engineering and
design firms. The objective of this paper is to investigate the suitability and the implementation
status of ERP systems in contractor firms. The methodology employed is a mix of literature
review, market studies and detailed questionnaire survey. It is found that the majority of
contractor firms have awareness about the ERP systems but very few organizations have so far
implemented such systems. The major reason is that the implementation of any ERP system
needs a huge investment in time, money and resources. However, when implemented to solve the
right problems, these ERP systems can be a powerful tool for business improvement. The study
shed light on the barriers to the implementation of ERP systems in the construction industry and
also highlights valuable lessons learned and benefits gained by companies that have such
systems in place.
3. INTRODUCTION
The construction industry is a highly fragmented industry. It needs to communicate on a
large scale with other related businesses such as material and equipment suppliers, vendors,
subcontractors and clients. ERP systems are being used by construction companies to improve
responsiveness in relation to customers, strengthen supply chain partnerships, enhance
organizational flexibility, improve decision making capabilities and reduce project completion
time and lower costs. These information systems are designed to integrate and partially automate
many of the company’s business processes such as human resources, financial management,
manufacturing, procurement, construction, operations and maintenance. The goal of ERP is to
support one time entry of information at the point where it is created and to make it available to
all the participants within the organization.
The aim of this paper is to investigate the suitability of the ERP systems for the
contractor organizations. The paper begins with a brief literature review shedding light on the
basic concepts of ERP system, it advantages and disadvantages, and implementation. This is
followed by two case studies illustrating the operation of ERP systems in the construction sector.
At the end, the results of the questionnaire survey are shown and major findings are discussed.
4. LITERATURE REVIEW
ERP Basic Concepts
ERP systems could be used in the construction industry for the following general
purposes:
1. To improve responsibilities in relation to customers
2. To strength supply chain partnerships
3. To enhance organizational flexibility
4. To improve decision-making capabilities
5. To reduce project completion time and cost
There are few studies conducted about the implementation of ERP in the construction
industry. However most of the concerns have been made within both the owner
engineering/project management organization and contractor/supplier organizations; and the
impact that these systems will have on the facility engineering and construction delivery process
(Connor and Dodd, 2000). “In Residential and commercial construction companies, functional
areas may include project development, facility management, land development and acquisition,
warranty and post-construction support, work planning and preparation, Web-enabled services,
real estate and property management, and real-estate sales and configuration management. In
addition, the solution enables automated selection of homebuyer options, integration from the
original sales contact through actual project system management, use of pervasive devices for
remote construction processes, and easy access to executive management information. ERP
systems can help push sales and project information to customers, sales representatives,
construction managers, subcontractors, investors, financiers, and corporate audiences - all from
one source” says a senior consultant, in a private consulting firm that offers these ERP systems.
The following benefits could be gained by implementing the ERP systems:
1. Provide an integrating working environment.
2. Enable automation
3. Availability of information from field level until the management level
4. Integration in applications in any departments
5. Flexibility and facility to standardizing process or to accommodate changes and globalization.
6. Achieve balanced people, process and technology changes across all areas.
5. 7. Apply planning and program management practices throughout the program life cycle of a
project.
Disadvantages of implementing the ERP systems:
1. High implementation cost. It can range from some hundred thousand dollars in small
companies to a billion dollar for large multinational companies (these numbers including training
and consulting).
2. Delay on return on investment. The benefits of ERP may not be shown until after companies
have had it running for some time (Calogero, 2000).
IMPLEMENTATION OF ERP SYSTEMS IN CONSTRUCTION
Material Management in Construction
The material management process combines and integrates the individual functions of
material requirements planning, material takeoff, vendor evaluation and selection, purchasing,
expedition, shipping, material receiving, and inventory, material distribution, and even
accounting functions (Bell and Stukhart, 1987). Those engaged in this complex process has to be
coordinated and communicated effectively. This is what makes material management systems
suitable to be benefited from information technology implementation. Many construction firms
have got computer base material management systems (MMS), which stores, sort, combine and
print data files pertaining to materials requisition, purchasing, vendor evaluation and warehouse
inventories (Bell and Stukhart, 1987). Now the purpose is to integrate MMS with external
computer systems to perform functions related to design, project scheduling and accounting,
improving so cost and document processing cycle time by the used of information technology
systems. Implemented information technology systems are DBMS (data base management
system) and EDI (Electronic data interchange) (Elzarka and Bell, 1995). DBMS permits the user
to organize, store and management all electronic data relating to a major activity or area of
interest, while allowing users to enter and store data for once and utilized by multiple users and
application and EDI is a direct computer application exchange of business data in standard
format, thus eliminating the need for the reentering the information.
In a study made by Lee et al (2002), a simulation model to implement ERP in the material
management is created. They implemented the model based in four distinct steps, which are
application integration, internal integration, external integration, and automation. This study
shows that the durations of almost all of the activities involved in the material management
6. process are successfully been reduced and even in many cases these activity durations have
become eliminated.
They stated in their study that an ERP system shortens procurement cycle by 80%
approximately,through automating most of the repeating transactions, and by reducing
manpower to perform the tasks. Hereby implementing ERP systems in the materials management
area has measurable benefits in all other areas, which interface with the material management
module. (Lee et al., 2002)
Development of a 3-tier ERP Architecture for Construction Firms
Shi and Halpin (2002) presented a 3-tier architecture to implement ERP systems in the
construction firms which is illustrated in Figure 1.
Figure 1: A 3-tier architecture of Construct-ERP (Source: Shi and Halpin, 2002)
The first tier represents user interfaces categorized according to functions such as
purchasing, operations, etc. The second tier contains the intelligent management server which
includes scheduled tasks, system security and System administration. The third tier holds the
central applications, such as corporate-level applications, project-level applications and back-
office functions.
This system works as follows:
1. Define and standardize management tasks, which constitute decision- making processes.
2. Identify standard functions, e.g. messenger, scheduling, estimating, etc.
3. Develop an engine which allows users to construct, modify, and register decision-making
process and identifies the right process for a request.
INTERFACE SCHEDULE
TASKS
SYSTEM
SECURITY
CONFLICT
RESOLVING
SYSTEM
ADMINISTRATION
INTELLIGENT MANAGEMENT SERVER
CENTRAL
APPLICATIONS
REPOSITORY
FIRST TIER SECOND TIER THIRD TIER
7. 4. Executes the process.
5. Develop standard decision processes for procurement management.
The three-tier architecture discussed in this paper is technically and practically sound. The
generic construction decision-making engine provides scalability and functionality to satisfy
construction enterprise-level business management automation.
R/3: An ERP Software for the Construction Industry
One good ERP software solely designed for the construction industry is “R/3”. Connor
and Dodd (2000) conducted a survey to evaluate the functionality and adequacy of the R/3
software in the construction industry. Some results of this study are as follows: A common
satisfaction point about the R/3 software is its systems integration, within materials management,
procurement, fixed assets, resource planning, budgeting/availability control, project
management, and asset accounting. Specific areas of dissatisfaction with R/3 project execution
functional areas include too many accounting settlement rules, inability to forecast additional
cost, lack of engineering work request functionality, cash flow planning deficiencies, awkward
confirmation process and determination of percentage complete based on physical progress.
Within contractors and clients, the ERP systems or share systems lead to strength partnering,
standardized reporting, common understanding of terms/functions, single data sources, wider
integration opportunities, simplify contracting, subcontractor vendor interfaces, sharing
contractor systems, map work process. It also has some weaknesses such as tied to SAP
development path, increased access requests and technology change and also some threats, in the
impacts on contractors, stifle local innovation, captive to SAP, micro-management by owners,
and security/control (Connor and Dodd, 2000).
In the study of R/3 software made by Connor and Dodd (2000), there are 15 functions
provided by R/3, but deficient in some way and/or to some extent. These are: unit price tracking,
job cost reports, labor cost report and work hour forecasting, change order cost tracking, work
breakdown structure model, project conceptual/milestone schedule, detailed activity precedence
network, project schedule reports, short interval planning, purchase order development and
issuance, monitoring of change orders, rework, and back-charges, management of contractor
retainage, tracking and documenting percentage of physical completion, field warehouse
inventory management and warehouse inventory reorder management.
8. Case Study A: An Investigation on the Implantation of ERP in Construction
Project
ML Payton Consultants completed a project for a major Japanese engineering and
construction company. The study examined how U.S. and European firms currently use
Enterprise Resource Planning (ERP) systems and how its use will change over the next few
years. To accomplish the goals of the study, ML Payton conducted detailed primary and
secondary (a review of published literature, both print and electronic) research. The primary
research involved contacting leading construction firms in order to discuss a number of issues
relevant to the topic.
Study results
1. The market is showing steady growth and could reach $52 billion by 2002.
2. Top vendors include SAP, Oracle, J.D.Edwards, Baan and PeopleSoft. SAP has traditionally
been the market leader, although its share has been declining in the past few years.
3. Most of the Fortune 1000 companies have ERP systems in place, so vendors are targeting
smaller mid-level markets such as construction.
Cost and Implementation
1. Time and cost to implement depends heavily on number of modules installed, the usage of
outside consultants and dedication of internal resources. Firms report costs ranging from as low
as $700,000 to as high as$18 million.
2. Total implementation normally takes less than 3 years with 1-2 years an average schedule.
3. Some amount of customizing will be required in order to integrate new systems with legacy
systems. This customizing adds time and cost to the overall installation as the new modules will
require reprogramming or old systems will require significant changes.
Advantages and Disadvantages:
1. In the past years, the question of whether or not to implement an ERP system has been
important. Today, it has become clear that in order to remain successful, companies will have to
implement ERP in some form.
2. A standard, best methodology for implementation does not exist. It is up to each company to
approach ERP in the way that best fits its business needs.
3. Overall, while companies are pleased by the performance of their ERP systems, they would
also like to see a more concentrated effort by the ERP vendors to meet the unique needs of the
9. construction industry.
Case Study B: ERP Project for a Marine Construction Company
Project
MORSE has implemented a major Enterprise Resource Planning project for a marine
construction company to help it analyze accurately, its business profile, carry out remote
procurement and inventory management and integrate electronically with its approved suppliers.
Stage 1:Morse project managed the entire implementation, providing advice on technology
strategy, operational analysis, solution planning, business change management, development and
support. Technology selected included Oracle Database, Oracle applications (General Ledger,
Accounts receivable, Accounts payable, Purchasing, Human resources and Inventory) and
bespoke integrated Oracle solutions. Morse upgraded Oracle Applications to release 10.7, re-
implementing aspects for improved operation within the constraints of the company’s business
processes. A vessel-based system is used to record offshore labor activities through project and
maintenance cycles, which interfaces with Oracle applications (General Ledger and Human
Resources) for cost analysis and payroll processing.
Stage 2: This stage involved distributing procurement and inventory processes while retaining
effective central control and reporting capabilities. Morse successfully deployed remote
requisition and materials management systems on the vessels and remote bases.
Stage 3: Managing approved supplier catalogues and the electronic integration improved
efficiency of the procurement cycle with key partner suppliers.
QUESTIONNAIRE SURVEY
In order to investigate the suitability and the implementation status of ERP systems in contractor
firms, a detailed questionnaire survey is being conducted. The target population was the
contractors associated with major trade organizations such as the CMAA, AGC, etc. The
questionnaire was made available on the website (http://www.eng.fiu.edu/cm/erp) on October 10,
2002 and e-mails were sent to around 800 contractors to request them to fill this questionnaire.
So far 9 responses were received. A quantitative analysis is performed on the completed
questionnaires and the findings are summarized in the following section. This analysis will be
continued as more responses are expected in future.
10. Major Findings
Knowledge about ERP systems and their implementation
1. 5 respondents were aware about the ERP systems in general. Of the rest, 1 did not show
interest in knowing and implementing ERP systems in their organizations, 2 were not sure and 1
did not respond.
2. 3 respondents indicate that they were earlier contacted by an ERP vendor about the possible
implementation of ERP systems in their organizations.
3. 1 respondent thinks that ERP system will work “very well” in his organization and 3 thought
that it will work to “some extent”. The rest of the respondents were either “not sure” or have the
opinion that ERP will “not work” in their setup.
4. 4 respondents indicate that the ERP systems, if implemented, will be beneficial for their
organization.
From the above findings, it can be concluded that a slightly more than half of the
respondents are aware of the ERP systems and they think that ERP systems could work in their
organizations and will benefit the organization. However, a good number of contractors showed
fear that such systems will not work well in their organization due to the small size of the
organization, limited resources and not adequate technical skills.
Benefits Expected from the Implementation of ERP systems
The respondents were asked to mention the general purposes for which the applications
of ERP systems could be beneficial for their company. Their responses in the sequential order
are as follows:
1. Improve responsiveness to customers.
2. Enhance organizational flexibility
3. Improve decision making capabilities
4. Strengthen supply chain partnerships
5. Reduce project completion time and cost.
Implementation of ERP systems
The respondents who are already using an ERP system indicate about their ERP vendors are:
Oracle, J.D. Edwards, AutoDesk and Primavera.
The respondents point out the following functions which their ERP systems are performing:
Accounting, Project Management, Construction Management (Prolog), Scheduling (P3), Contact
11. Management, Estimating, Budgeting, Historical cost tracking and Projections, Project
Documentation, CADD, Photography Management, Office administration tools, Messaging,
Project collaboration, HR, Payroll, Corporate finance, Fixed asset management, Equipment fleet
Management, Subcontract Management, Work order Management, Billing generation, Material
purchasing, Mailing list, and Documentation storage.
4 respondents indicate that their current ERP systems are not fully integrated and they need
further customization.
7 respondents recommended the need of extensive training programs to fully understand the
functionality of ERP software to enjoy their benefits. Majority of these respondents pointed out
that the training must be started with the top management and then on the middle and lower
management respectively.
The respondents indicate that the implantation cost of ERP system in their organization varies
from $500,000 to several million dollars.
The minimum implementation time taken was 1.5 years and the maximum was up to 5 years.
Satisfaction level about the performance of ERP systems:
a. High 22% (1 out of 9)
b. Moderate 34% (3 out of 9)
c. Low 33% (3 out of 9)
d. No response 11% (2 out of 9)
Obstacles in the Implementation of ERP systems
1. Complexity of the ERP systems.
2. Current management practices of many construction organizations are maverick and “shoot
from
the lip” style.
3. Organizations that move to ERP solutions are large, complex, and are all dispersed globally.
This can and does cause an issue with implementation.
4. High cost of the ERP systems.
5. Technical inspectors trained in the field generally do not have the computer skills to use an
ERP system without substantial training and handholding.
6. Lack of in-house training, lack of written procedures, inadequate operations personnel input.
12. CONCLUSIONS AND RECOMMENDATIONS
On the basis of literature review, case studies and questionnaire survey, it can be concluded that
a majority of contractor organizations have some “know-how” about the ERP systems and they
think that the implementation of ERP systems could benefit their organizations by providing
better integration of working environment, more automation and more flexibility in operations
and information access. However, it is found that the implementation of ERP systems needs lot
of capital, human and technical resources and it will not be easy for the small contracting firms
to invest their potential on such a mega-system. Hence, it is recommended that the
implementation of ERP systems in the construction industry should be started with the large
contracting organizations and then gradually moves down.
Training is another aspect, which is very crucial in the successful implementation of ERP
systems.This study indicates that such training should be started from the top management and
then move down to middle and lower management.
It is also found that only a small number of ERP softwares are developed for the construction
industry and this might be one reason of its slow implementation in the construction industry.
The ERP software vendors must work with the professional in the construction industry to
developed more customized solutions for the contracting firms.
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