An ERP system can integrate an organization's data and processes, providing a single view of information across departments. The document discusses why organizations implement ERPs, when they should do so, and how to manage an implementation project. Key benefits of ERP include improved efficiencies, reduced costs, and enhanced decision making through a common database. However, ERP projects also carry risks like user resistance to change that require careful change management. The document provides an overview of factors for organizations to consider with ERP systems.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
A business process represents a specific business need or goal, such as hiring an employee, processing a sales order, or reimbursing a business expense. Business processes are broken down into logical steps called activities, each of which can comprise one or more tasks. Tasks are assigned roles that determine which participants will perform the tasks. The transitions between activities determine the order in which they are performed and the basic workflow for the process.
WorkSpace lets you interact with business processes based on your assigned roles within your company.
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
I hope this introductory presentation to ITIL v3 Foundation exam will be very useful to the readers. The time one needs to spend on study depends upon one's experience with ITIL related practices in real world. Nonetheless, it is very simple study, but the exam questions may be trickier than expectation. So, focus on learning ITIL concepts rather than adding ITIL certificate to your resume.
References for the slides used from:
http://taruu.com/Documents/ITIL%20v3%20Foundation%20Study%20Guide%20v4.2.2.5.pdf
The Art of Service – ITIL v3 Foundation Complete Certification Kit (book and online course)
Skillport - IT Infrastructure Library (ITIL) v3 Foundation Syllabus v4.2 exam
BPM (Business Process Management) IntroductionIntegrify
An introduction to BPM for teams looking to improve business processes through business process management (BPM). This is an abridged version of the full BPM guide.
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Software development lifecycle (SDLC) has traditionally been used for in-house systems
or custom-developed software. Capability Maturity Model Integration (CMMI) has been
used specifically in software engineering to demonstrate the maturity of an organization's
software development process. Implementations of packaged enterprise software bring a
unique set of challenges that need to be viewed from the different perspectives of SDLC
and CMMI. This presentation demonstrates how ERP managers can articulate their
development and support process within the context of SDLC and CMMI.
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
This presentation provides you with an overview of Business Process Management (BPM). The slides are from AIIM's BPM Certificate Program, which is a training program designed from global best practices among AIIM's 65,000 Associate and Professional members. The BPM program covers concepts and technologies for process streamlining and re-engineering; requirements gathering and analysis; application integration; process design and modelling; monitoring and process analysis; and managing change. For more information visit www.aiim.org/training
Software development lifecycle (SDLC) has traditionally been used for in-house systems
or custom-developed software. Capability Maturity Model Integration (CMMI) has been
used specifically in software engineering to demonstrate the maturity of an organization's
software development process. Implementations of packaged enterprise software bring a
unique set of challenges that need to be viewed from the different perspectives of SDLC
and CMMI. This presentation demonstrates how ERP managers can articulate their
development and support process within the context of SDLC and CMMI.
Mission: Appalachian School of Technologies and Arts (ASTA)
The Appalachian School of Technologies and Arts (ASTA) bridges folk, proven, and emerging technologies and arts. ASTA engages folk arts and folk technologies not as unchangeable relics, but as living and changing expressions and practices that enrich our collective capabilities, especially community-based and community-serving innovation. ASTA serves as an incubator and educational center for folk, proven, and emerging technologies and arts as modes of expression for traditional and new technological and artistic identities. With Appalachia as its locus, ASTA teaches and engages with folk, proven, and emerging technologies and arts from around the world. With traditional, proven, emerging arts and technologies as its focus, ASTA teaches and engages with the best and most innovative global and emerging arts and technologies from around the world.
Proposed Features, based on the best practices in community education and innovation incubation for technology to solve local issues first:
The Appalachian School of Technologies and Arts builds on the Barefoot College model of community education. It is:
No tuition or sliding scale
All ages
Focused on current community residents, especially local underemployed or unemployed women or men
Non-academic (no state-certified or other accredited certificates, degrees, etc.)
Non term limit (you can attend for as long as you like)
Climate change preparedness and adaptation: a case of smallholder farmers in ...Dr. Joshua Zake
A presentation made as a case study during the training course on Livelihoods systems dynamics in rural development course,´ at the Centre for Development Research, BOKU, Austria on 11 March 2015.
ERPredefined provides OpenERP solutions for Small & Medium Enterprises. It caters turnkey ERP solution for an organization to manage its processes throughout its product or service life-cycle. We accommodate implementation with greater customization as per the need of the project.
Presentation from Henry Stewart NY in May of 2013. Discussion about planning and techniques for the program management phase of a digital asset management (DAM) implementation. Presented by John Florance and Arsalan Siddiqui.
“The organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model.” [1]
“A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives.”[2]
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Everyone knows the power of stories, but when asked to come up with them, we struggle. Either we second guess ourselves as to the story's relevance, or we just come up blank and can't think of any. Unlocking Everyday Narratives: The Power of Storytelling in Marketing will teach you how to recognize stories in the moment and to recall forgotten moments that your audience needs to hear.
Key Takeaways:
Understand Why Personal Stories Connect Better
How To Remember Forgotten Stories
How To Use Customer Experiences As Stories For Your Brand
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
4) Land that Bottom Line - Profitability
5) Roll the Dice - New Business Models
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Is AI-Generated Content the Future of Content Creation?Cut-the-SaaS
Discover the transformative power of AI in content creation with our presentation, "Is AI-Generated Content the Future of Content Creation?" by Puran Parsani, CEO & Editor of Cut-The-SaaS. Learn how AI-generated content is revolutionizing marketing, publishing, education, healthcare, and finance by offering unprecedented efficiency, creativity, and scalability.
Understanding
AI-Generated Content:
AI-generated content includes text, images, videos, and audio produced by AI without direct human involvement. This technology leverages large datasets to create contextually relevant and coherent material, streamlining content production.
Key Benefits:
Content Creation: Rapidly generate high-quality content for blogs, articles, and social media.
Brainstorming: AI simulates conversations to inspire creative ideas.
Research Assistance: Efficiently summarize and research information.
Market Insights:
The content marketing industry is projected to grow to $17.6 billion by 2032, with AI-generated content expected to dominate over 55% of the market.
Case Study: CNET’s AI Content Controversy:
CNET’s use of AI for news articles led to public scrutiny due to factual inaccuracies, highlighting the need for transparency and human oversight.
Benefits Across Industries:
Marketing: Personalize content at scale and optimize engagement with predictive analytics.
Publishing: Automate content creation for faster publication cycles.
Education: Efficiently generate educational materials.
Healthcare: Create accurate content for patients and professionals.
Finance: Produce timely financial content for decision-making.
Challenges and Ethical Considerations:
Transparency: Disclose AI use to maintain trust.
Bias: Address potential AI biases with diverse datasets.
SEO: Ensure AI content meets SEO standards.
Quality: Maintain high standards to prevent misinformation.
Conclusion:
AI-generated content offers significant benefits in efficiency, personalization, and scalability. However, ethical considerations and quality assurance are crucial for responsible use. Explore the future of content creation with us and see how AI is transforming various industries.
Connect with Us:
Follow Cut-The-SaaS on LinkedIn, Instagram, YouTube, Twitter, and Medium. Visit cut-the-saas.com for more insights and resources.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
Key Takeaways:
Current consumer landscape; Steps to mapping an effective consumer journey; Understanding the value of personalization; Integrating mapping and personalization for success; Brands that are getting It right!; Best Practices; Future Trends
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge
Why er ps maybe magic dust
1. Why an ERP could be the magic
dust organisations need to
succeed.
Naeem Arif
26th February 2009
Arif Intelligence Ltd
2. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
3. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
4. What is an ERP
• ERP = Enterprise Resource Planning (Gartner 1990)
• A system for the entire organisation
• Move from the best of breed to a single software, sharing
a common database and common design
• Covering more than 1 business function, including;
–
–
–
–
–
–
Financials
Human Resources
Manufacturing
Supply Chain
Warehouse Managements
Customer Relationship Management
5. Before ERP
• Departments build and support their own “best of breed”
systems.
• Work on the different databases
• Various views of the truth, different tools for planning and
management of the organisation
• Multiple support contracts, reliance of interfaces and luck
6. After ERP
•
•
•
•
Departments work on the same database
Single View of the truth
Single view of customer
Reduced support costs, less Interfaces
7. Benefits & Purpose of an ERP
•
•
•
•
•
•
•
Improve efficiencies
Knowledge is Power
Single version of the truth
Supports the business process
Reduce time delays in processing information
Hold large volumes of data to support decision making
Provides an integrated solution to an organisations
“computer system” needs.
8. What Is Integration?
• Integration is the seamless interaction of technology,
processes, and thinking
– Process integration
• Business process alignment
– Technical integration
• Interfaces, third-party products
• Avoid bad/non-integrated solutions
– Process breakdown
– Passing of bad information within your system
landscape
9. A good ERP satisfies a number of people
Shareholders
Suppliers
MY ORGANIZATION
People
Process & Technology
Managers
Customers
10. Examples of ERP Software
•
•
•
•
•
•
JD Edwards Enterprise One & JD Edwards World from Oracle
Microsoft Dynamics GP (formerly Great Plains) from Microsoft
Paradigm from Consona Corporation
PeopleSoft from Oracle
SAGE ERP X3 from The Sage Group
SAP R/3 from SAP
11. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
12. Where do Projects come from?
• Formal strategy to gain the tools
• System replacement
• Emergent projects just happen
Deliberate strategy
Intended strategy
Realised strategy
Unrealised
strategy
Emergent
strategy
(Mintzberg & Waters, 1985)
13. Definitions of strategy
“…the
determination of the basic long-term goals and
objectives of an enterprise, and the adoption of
courses of action and the allocation of resources
necessary for those goals.”
(Chandler, 1962)
14. Management of Technology … Why are you here?
• Technology Management has been described as the
“key to success for companies anywhere in the world in
the coming years”
(Morita, 1987, p246)
• “Failure to exploit technological innovation leads to a loss
of competitiveness which in turn has an impact on
general economic development”
(Durham, 1986)
15. TM and the organisation
• TM is concerned with systems that transform inputs into
outputs
• A Tech system includes software, people, processes etc
• TM systems can be categorised in terms of input, output,
transformation, administrative, control
• aim of TM is make use of Tech to obtain CA
• TM needs to be aligned to the near and far environments
17. The ERP can do only do so much ….
Source of Competitive Advantage
Competitive Scope
Narrow target Broad target
Lower cost
Cost leadership
Cost
focus
Differentiation
Broad
differentiation
Differentiation
focus
(Porter, 1985)
18. Resources and capabilities
Resources comprise the tangible and
intangible assets of the firm.
Capabilities are the processes through which
resources are combined and co-ordinated.
19. Linking resources and capabilities
Industry key success factors
Competitive advantage
Strategy
Organisational capabilities
Resources
Tangible
- Financial
- Physical
Intangible
- Technology
- Reputation
- Culture
Human
- Skills/know-how
- Capacity for communication
and collaboration
- Motivation
Resources & Capabilities
(Grant, 2002)
20. Key Success Factor for your ERP
Prerequisites for success
How does the firm
survive competition?
What do customers want?
Analysis of competition:
•What drives competition?
•What are the main dimensions of
competition?
•How intense is competition?
•How can we obtain a superior
competitive position?
Analysis of demand:
• Who are our customers?
• What do they want?
Key success factors
(Grant, 2005)
21. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
22. How to Implement
• Numerous ERP implementation strategies
• Built on the basic principles of
–
–
–
–
–
Design
Build
Test
Go-live
Support (what happens after we go live?)
• Prince2, PMBOK, GDPM
• SAP has its own version
23. Project Managers Body of Knowledge (PMBOK)
Plan Do Check Act
Shewart-Deming
1.
2.
3.
4.
5.
Initiating process group – start of the project phase
Planning process group – planning objectives
Executing process group - delivery
Monitoring and Controlling process group – management team
Closing process group –
PMI
24. Characteristics of Projects
(1) Temporary
(2) Unique (different from a Steady State)
(3) Progressive elaboration, which is the evolution of the
original scope, process, requirements etc. This is
different to scope creep, this is more to do with process
and methodology.
26. Symptoms of Poor Project Mgt
• Project staff not seeing how their project fits in within the
‘bigger picture’
• Project staff being ambivalent about their projects
• Decision-making processes being unclear or slow
• Senior management unsupportive when problems with
project occur
• Staff equipped with inappropriate skills being recruited
into projects
• Working on projects and programmes being seen as a
poor career path
(Williams and Parr, 2004)
27. Benefits Management
• Identify expected benefits that will be delivered by a
programme
• Establish a benefits management structure defining
processes, relationships, communications, roles and
responsibilities
• Develop models to structure the programme benefits,
including immediate and final outcomes
• Asses how the benefits are interrelated
• Develop a realisation plan
• Define accountability
(Williams and Parr)
28. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
29. BPR
•
•
•
•
Business Process Re-Engineering
Reviewing and re-creating the business process
Driven by issues or need to become more efficient
Process driven or System driven?
• Business Transformation is Process Driven
• Technology projects are System Driven
• BPR doesn’t need a system project
30. Sharpbenders
Companies achieving a sharp and sustained improvement
in performance by means of:
•
•
•
•
•
•
Major changes in management
Stronger financial controls
New product-market focus
Improved marketing
Significant reductions in production costs
Improved quality and service
(Grinyer, Mayes and McKiernan, 1988)
31. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
32. Project Failures
• Beware of “ambitions for a better society” – people want
what they want.
• New technology produces new trajectories and new
horizons – but people still want to be in control (e.g. pilots still
want to control the plane, even thought the information is there).
• New technology may replace old, but not always for the
good? Sometimes old needs to sit with new (e.g. Paperless
office not possible, but we have certainly reduced the need for paper records).
• New technologies may have other side effects –
e.g. online
shopping (change of employment profile, delivery van still needed to deliver your products)
• You can’t replace everything – e.g. people may still want to go into town and have
a wonder around the shops
• Sometimes the innovation does not meet all that was
specified at the outset – you maybe let down by it.
Geels and Smit (2000)
33. Why manage Change
• Implementing a change to a system or a process
requires a review of associated Change
• Its basic common sense, if you changing the colour of
the curtains – check with your wife first
• User Acceptance
• Reduce delays to getting the benefit
• Use the system for what was designed
34. Knowledge Acquisition
• Experience Accumulation – e.g. learning by doing lots of
something
• Knowledge Articulation – after the project, running a
review of the project, appraisal etc.
• Knowledge Codification – project experience in
converted in documentation/procedures etc.
(Prencipe & Tell)
35. Agenda
•
•
•
•
•
Why Implement an ERP
When to Implement an ERP
How to Implement an ERP
Other sources of CA
Associated Issues and Risks, including the aspect of
Change Management
36. Why an ERP could be the magic
dust organisations need to
succeed.
Naeem Arif
26th February 2009
Arif Intelligence Ltd
Editor's Notes
FROM THIS SINGLE SYSTEM –
Managers need information to manage their resources
Customers – need information such as Invoices
Suppliers – need information such as PO’s & Payments
Shareholders – want information to help guide strategy
SAP IS EQUIPPED TO HANDLE THIS LEVEL OF COMPLEXITY – INTEGRATION IS A KEY STRENGTH OF SAP