Course : 0594M - Enterprise System

Introduction to Enterprise Systems for

Management
Week 1

Learning Outcomes
an Overview of Information System, ERP System and
history of how started. The components of ERP system
and the complexity involved in implementing and
supporting system.
Integration of data help organization to better meet
demand of dynamic business world
Information system have changed as information
technology has changed
System benefit and limitation of ERP system, Business
benefit and limitation of ERP system
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Learning Objectives
Understand the information systems evolution and its historical
role in the organization leading to systems integration and
Enterprise Resource Planning (ERP).
Learn about ERP systems and evolution, components, and
architecture; understand the benefits and drawbacks of
implementing ERP systems and how they can help an organization
improve its efficiency and worker productivity.

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Learning Objectives
Gain an overview of the implementation process (e.g., the ERP life
cycle, business process reengineering project management, and
change management). Understand the role of people, vendors,
consultants, and the organization in making the ERP
implementation process successful.
Comprehend the ethical, global, and security challenges while
implementing an ERP system, and look at the ERP vendors and
industry trends.

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Preview
In the early days of ERP implementation most management
did not understand the magnitude of issues an organization
has to consider before, during, and after implementation.
ERP systems are very different from conventional packaged
software, such as Microsoft Office and others.
There are no shortcuts when it comes to implementing an
enterprise system.

KEY LESSONS ERP IMPLEMENTATION

Go slowly and stock to the initial implementation plan
Using a phased strategy can be a slow but safe choice
Spend appropriate time and resources to test the new system
thoroughly
Keep thins simple by limiting the number of software applications
Functional groups must communicate their specific data
requirement to implementation team
Definitions of basic business processes that should be addressed
by insider are often left for outsiders
Oversight mattes, especially with a project of this magnitude
A steering committee must include such top management (CEO
and CIO)
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Enterprise Systems in Organizations

Business organizations have become very complex
and their business needs can no longer be
supported by one single information system.
Information Systems are a critical component of a
successful organization today.
Management is generally categorized into three
levels: Strategic, Mid-Management and Operational.

INFORMATION SYSTEMS IN ORGANIZATIONS

Information System are critical component of successful
organization :
Provide high level of computer automation to support
business functions ( accounting, finance, marketing,
customer service, human resource management, and
operations)
Play a major role in the primary and secondary
activities of the organizations value chain

Enterprise Systems in Organizations

Information Systems provide a high level of
computer automation to support business functions
such as:
Accounting
Finance
Human Resource
Customer Service
Management
Marketing

Operations
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Management Pyramid with Information Requirements

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Information Silos and Systems Integration

Over time, Information Systems create a hodgepodge of
independent nonintegrated systems ultimately creating
bottlenecks and interfering with productivity.
Organizations need to be agile and flexible and will require their
information systems to have integrated data, applications, and
resources from across the organization.
To compete effectively, organizations have to be customer
focused.
This requires cross-functional integration among the
accounting, marketing and other departments of the
organization.
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Enterprise Resource Planning (ERP) Systems

WHAT IS AN ERP SYSTEM?
Enterprise Resource Planning Systems are the first generation
of enterprise systems meant to integrate data and support all
the major functions of organizations.
ERP systems integrate various functional aspects of the
organization as well as systems within the organization of its
partners and suppliers.
The goal of an ERP system is to make the information flow
dynamic and immediate, therefore, increasing its usefulness
and value.
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Integrated Systems - ERP

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Enterprise Resource Planning (ERP) Systems

(Contd)
Another goal of ERP is to integrate departments and functions
across an organization into a single infrastructure that serves
the needs of each department.
ERP systems replace an assortment of systems that typically
existed in organizations. (Accounting, HR, Materials Planning,
Transaction Processing, etc.).
ERP solves the critical problem of integrating information from
different sources and makes it available in real-time.
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Evolution of ERP
Timeline

System

Platform

1960s

Inventory Management &

Control

Mainframe legacy systems using third generation

software-(Cobol, Fortran)

1970s

Materials Requirements
Planning (MRP)

Mainframe legacy systems using third generation

software-(Cobol, Fortran)

1980s

Materials Requirements
Planning (MRP-II)

Mainframe legacy systems using fourth generation

database software and manufacturing applications.

1990s

Enterprise Resource
Planning

Mainframe client-server systems using fourth

generation database software and package
software.

2000s

Extended ERP or ERP-II

Client-server systems using Web platform, open

source with integration to fifth generation
applications like SCM, CRM, SFA.
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Business Processes and ERP

A crucial role of ERP in business is to better position the
organization to change its business processes.
ERP software have hundreds of business processes built
into the logic of the system which may or may not agree
with current processes of an organization.
When implementing an ERP system, organizations have
two choices:
Change business processes to match the software
functionality.
Modify the ERP software to match the business
processes.
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ERP Systems Components

An ERP system consists of:
Hardware

Servers and peripherals

Software Process

Operating systems and database

Information

Organizational data from internal and

external sources

Process

Business processes, procedures, and

policies

People

End users and IT staff

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ERP Components

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ERP Components Integration

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ERP Architecture
The architecture of an ERP system influences the cost,
maintenance, and the use of the system.
A flexible architecture is best it allows for scalability as
needs change and grow.
A systems architecture is a blueprint of the actual ERP
system and helps the implementation team build the ERP
system.
If purchased, ERP architecture is often driven by the vendor
but other IT architectures are driven by organizational
strategy and business processes.
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Example of Architecture of ERP at Large University

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Logical Architecture of an ERP System

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Tiered Architecture Example of ERP System

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E-Business and ERP

E-Business

ERP

Focuses on linking a business with its

external partners and stakeholders

Focuses on integrating the internal

functional silos of the organization into
an enterprise application

Disruptive technologyTotally
transformed the way a business
operates in terms of buying and
selling, customer service, and
relationships with suppliers

Adaptive technologyMerged the

early data processing and integration
efforts within an organization

Early focus of e-Business was on

communication (e-mail), collaboration
(calendaring, scheduling, group
support), marketing and promotion
(Web sites), and E-commerce (Front
office functions)

Focus of ERP systems was mainly on

data sharing, systems integration,
business process change, and
improving decision making
through the access of data from a
single source (Back office functions)
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e-Business and ERP

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System Benefits of an ERP System

Integration of data and applications across functional areas
(i.e., data can be entered once and used by all applications;
thus improving accuracy and quality of the data).
Improvements in maintenance and support as IT staff is
centralized.
Consistency of the user interface across various applications
means less employee training, better productivity, and crossfunctional job movements.
Security of data and applications is enhanced due to better
controls and centralization of hardware.
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System Limitations of an ERP System

Complexity of installing, configuring, and maintaining the
system increases, thus requiring specialized IT staff,
hardware, and network facilities.
Consolidation of IT hardware, software, and people
resources can be cumbersome and difficult to attain.
Data conversion and transformation from an old system to
a new one can be a tedious and complex process.
Retraining of IT staff and end users of the new system can
produce resistance and reduce productivity.
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Business Benefits of an ERP System

Increasing agility of the organization in terms of responding to
changes in environment for growth and maintaining market
share.
Information sharing helps collaboration between units.
Linking and exchanging information in real-time with supplychain partners improves efficiency.
Better customer service due to quicker information flow
across departments.
Efficiency of business processes are enhanced due to the reengineering of business processes.
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Business Limitations of an ERP System

Retraining of all employees with the new system can be
costly and time consuming.
Change of business roles and department boundaries
can create upheaval and resistance to the new system.

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ERP Implementation
(Business Process Management)
Business process management is the understanding, visibility,
and control of business processes.
BPM has a prescribed methodology that should be followed to
help document business processes and understand their use
throughout the business.
Improved business processes may result in:
Improved customer satisfaction.
Reductions in cost.
Increased productivity by allocating resources to more
value-added activities.
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ERP Implementation (ERP Life Cycle)

The key to a successful implementation is to use a
proven methodology, take it one step at a time, and
begin with the planning and understanding the ERP
life cycle.
ERP system implementations are very risky, and
using a well-defined project plan with a proven
methodology will assist in managing those risks.
There must be a strong well-communicated need to
make the change from the existing information
systems/applications to an ERP system.
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ERP Life Cycle

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ERP Implementation Methodology

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Product Life Cycle

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Software and Vendor Selection

It is best for an organization that does not have the
experience in developing ERP systems to purchase one
on the market.
Before selecting a vendor, the organization must carefully
evaluate its current and future needs in enterprise
management systems.
Review the organizations existing hardware, network, and
software infrastructure, and the resources available for the
implementation.
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Vendor Evaluation
Business functions or modules supported by their software.
Features and integration capabilities of the software.
Financial viability of the vendor as well as length of time they
have been in business.
Licensing and upgrade policies.
Customer service and help desk support.

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Vendor Evaluation (Contd)

Total cost of ownership.
IT infrastructure requirements.
Third-party software integration.
Legacy systems support and integration.
Consulting and training services.
Future goals and plans for the short and long term.
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Operations and Post-Implementation

Going live (Go-live) is one of the most critical points in a
projects success.
It is vital to focus the efforts of all project teams to ensure
that task and activities are completed before going live.
This allows project management to address any
outstanding issues that may jeopardize the Go-live date.
This involves a readiness process that needs to include
as many team members and appropriate users and
managers as possible.

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Five Areas of Stabilization are Important:

Training for end-users.
Reactive support (i.e., help desk for troubleshooting).
Auditing support to make sure data quality is not
compromised by new system.
Data fix to resolve data migration and errors revealed by
audits.
New features and functionalities to support the evolving
needs of the organization.

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Project Management

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Project Life Cycle

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People and Organization

Project Management
For an ERP system to be implemented successfully, project
management must provide strong leadership, a clear and
understood implementation plan, and close monitoring of the
budget.
Consultants
It is often the case for organizations without much ERP
implementation experience to use implementation partners
such as consultants.
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People and Organization (Contd)

Change Management
This helps prepare for changes to how business is done. In
implementing new systems, communicating, preparing, and
setting expectations is as important as providing training and
support.
Business Process Re-engineering
Business processes will need to be changed, adjusted, or
adapted to the new system to use the functionality of an ERP
system fully.

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People and Organization (Contd)

Global, Ethical and Security Management
Outsourcing overseas, ethical issues, and problems
with system security have also attracted a lot of
attention in ERP implementation.

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ERP Market Tiers

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ERP Vendors
SAP
SAP is the recognized global leader among ERP vendors
with over 12 million users. Its solutions are for all types of
industries and for every major market. www.sap.com
Oracle/Peoplesoft
As the second largest ERP vendor, Oracle provides
solutions divided by industry category and promises longterm support for customers of PeopleSoft- (acquired in
2004). www.oracle.com

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ERP Vendors
Infor10
The worlds third largest provider of enterprise
software. It delivers integrated enterprise solutions
in supply chain, customer relationship and
suppliers management.
www.infor10.com

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ERP Vendors (Contd)

Microsoft Dynamics
Formerly Microsoft Business Solutions or Great Plains,
Microsoft Dynamics is a comprehensive businessmanagement solution built on the Microsoft platform.
Microsoft Dynamics integrates finances, e-commerce, supply
chain, manufacturing, project accounting, field service,
customer relationships, and human resources.
Lawson
Industry-tailored software solutions that include enterprise
performance management, distribution, financials, human
resources, procurement, and retail operations.
www.Lawson.com
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ERP Vendors (Contd)

SSA Global
Acquired Baan in 2004.They claim to offer solutions that
accomplish specific goals in shorter time frames and are
more efficient with time.
Epicor
This company provides enterprise software solutions for
midmarket companies around the world. Claims to have
solutions to a variety of needs, whether a customer is
looking for a complete end-to-end enterprise software
solution or a specific application.
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Software Extensions and Trends

As e-Business firms started growing bigger with advanced
needs in HR, accounting, and warehousing, non-ERP vendors
were unable to support their requirements.
ERP vendors were starting to expand their functionality to the
Internet and e-Business.
Intense competition and fluctuating sales have forced the ERP
vendors to expand functionality to add value.
The saturation of the demand in big business and the lucrative
nature of the small and midsized business markets have led
vendors like SAP and Oracle to enter the small business
market.
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Software Extensions and Trends

SOA implementation will continue to grow as a factor in ERP
purchase decisions because vendors are using creative
marketing around product strategies versus buying what is
currently available.
Another shift is toward recurring and variable revenue models
- Maintenance charges driving industry growth.
The other major revenue shift is toward software as a service
or hosted subscription-based applications.
Social networking and open-source software solutions are
also poised for significant growth.
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IMPLICATION OF MANAGEMENT
ERP systems implementation is a complex organizational
activity.
Important to evaluate and learn from the successes and
failures.
Managing risk is all about keeping project focus and clear
communications throughout the organization.
ERP systems implementation requires strong project
management oversight.
ERP systems provide improved and added functionality for
an organization.
ERP systems are set to proliferate globally.
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Summary
Whereas the risks for implementing an ERP are greater,
the payoff is very high for organizations.
The integration of data helps an organization to better
meet the demands of a fast and dynamic business
world.
The use of ERP systems provides for integrated data
and business processes, thereby creating opportunities
for organizations to expand and change as their
business changes.

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Summary (Contd)
ERP components consist of hardware, software,
information, process, and people to perform the
fundamental phases of an information system: input,
process, and output.
ERP system architecture is a blueprint of the actual ERP
system. There are two types of architecture: physical
and logical.
The selection of a system must be based on the needs
of the organization and how well a vendor meets those
needs now or in the future.
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Summary (Contd)
To be successful in implementing an ERP system, an organization
and its management must clearly understand the implementation
process.
The key to this is the application of an ERP life cycle and
methodology throughout an implementation.
People and organizations are an important part of the implementation
process. Without in-house experts, either the software vendor or a
third party should be hired and used to assist or lead the project.
Whereas ERP implementations are costly in time and resources, the
greater costs are in process change, system maintenance, and
remaining current.
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Ending

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