Documente Academic
Documente Profesional
Documente Cultură
Objectives
ERP Characteristics
ERPs are packaged software designed for a client server environment.
ERPs integrate the majority of a business processes
ERPs process a large majority of an organizations transactions
ERPs use an enterprise wide database that typically stores each piece
of data at once.
ERPs allows access to the data in real time.
(Oleary, 2000)
Source : http://www.inixion.com/images/features3.jpg
Deciding to Go ERP
Choosing and ERP system
Designing ERP systems
Should business process or
Intangible Benefits:
Over 4,400 hours saved per year through process improvements and
21% cut in support costs
Vita Liquid Polymers/
Tier II
Tier III
ABAS
SAP
Epicor Sage
Activant Solutions Inc.
Oracle
Infor IFS
Baan
Oracle e Business Suite
QAD
Bowen and Groves
Oracle JD Edwards
Lawson
Compiere Exact
Oracle Peoplesoft
Ross
Netsuite Visibility Blue
Microsoft Dynamics
Cherry Exact
HansaWorld Intuitive
Syspro
Open Source ERP software
OpenERP, Compiere, Open Bravo, Apache OFBix/opentaps, ERP5, OpenMFG,
OpenPro, etc
Source: Panorama Consulting, 2011 Guide To ERP Systems And Vendors
>1B
500M-1B
33.30%
100M-500M
31.30%
50M-100
32.10%
25M-50M
<25M
0.00%
31.80%
24.50%
15.30%
SAP
Tier II
30.00%
11.50%
15.70%
23.00%
20.00%
4.20%
16.80%
16.70%
13.70%
22.20%
10.00%
31.30%
40.00%
Oracle
Tier III
16.70%
14.60%
16.80%
19.80%
16.70%
17.60%
16.30%
50.00%
4.00%8.60% 8.60%
60.00%
23.10%
28.40%
11.80%
70.00%
26.60%
80.00%
90.00%
100.00%
Microsoft Dynamics
Tier III
18.70%
100.00%
Tier II
59.40%
80.00%
Tier I
50.00%
60.00%
30.30%
40.00%
42.60%
20.00%
25.30%
0.00%
3.10%
2.60%
1.40%
No cost Recouped
1-2 years
2-4 years
8.30%
6.50%
13.80%
1.00%
1.30%
5.50%
4-7 years
above 7 years
-20.00%
Post3
4.9
7.53
Post2
Post1
Pre
4.92
7.69
4.45
8.58
5.34
Over 60% of organizations suffer from poor visibility to data and poor
integration in their old systems.
Most companies are not yet ready for the organizational changes of
ERP software.
2009 Average
Take longer than expected
35%
Implementation Duration
18.4 Months
Costs exceeds budget
51.4%
Benefit Realized Under 50% 48%
2010 Average
61%
14.2 Months
74.1
67%
Some People
might have
different views
Organizational Fit
Skill mix
Management structure and strategy
Software systems design
User involvement and training
Technology planning/integration
(Sumner, 2000 ; Ojala et al, 2006)
Risk category :
Organizational Fit
Risk Factors
Case Study
Hershey Foods Corporation
(Wailgum, 2009)
Minimising Strategies
Commitment to redesigning business processes
Top management commitment
Following an enterprise-wide design which supports data integration
Case Study
Lumber Liquidators
(Kanaracus,2010)
Minimising Strategies
Effective use of strategies for recruiting and retaining specialized technical
personnel
Obtaining business analysts with knowledge of application-specific modules
Effective use of external consultants on project teams
(Sumner, 2000 ; Ojala et al, 2006)
Case Study
The City of San Diego
(Krigsman, 2009)
Minimising Strategies
Assigning a champion
Risk category :
Software systems design
Risk Factors
Case Study
Levi Strauss
(Clarke, 2008)
Minimising Strategies
Commitment to using project management methodology
and best practices specified by vendor
Adherence with software specifications
Risk category :
User involvement and training
Risk Factors
Case Study
Dorset County
(Anonymous, 2010)
Minimising Strategies
Effective user training
Full-time commitment of users to project management roles
Effective communications
Case Study
Dillard's Inc
(Jarzemsky, 2010)
Minimising Strategies
Acquiring technical expertise
Acquiring vendor support for capacity planning and upgrading
Planning for clientserver implementation including client workstations
Other Aspects:
In 2004, HP's project managers were
aware of the risks associated with the
ERP rollout. But they could not plan for so
many events to happen at once.
The project eventually cost HP $160 million in
order backlogs and revenue loss that
accumulated to five times the project's estimated
cost.
(Gilles Bouchard CIO of HP's global operations)
(Wailgum, 2009)
Balanced team
Project team: the best and
brightest
Communication plan
Empowered decision makers
Team morale and motivation
Project cost planning and
management
BPR and software configuration
Legacy system consideration
IT infrastructure
Client consultation
Selection of ERP
Consultant selection and
relationship
Training and job redesign
Troubleshooting/crises
management
Data conversion and integrity
System testing
Post-implementation
evaluation
Summary
Reference List:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Lyytinen, K. (1988) "Expectation Failure Concept and Systems Analysts' View of Information System Failure: Results of an
Exploratory Study", Information & Management, 14, 1, pp 45-56.
Leon, A. (2008). Enterprise Resource Planning. 2nd ed. New Delhi: Tata McGraw-Hill. pp. 42
Cruz-Cunha, M. (2010). Enterprise Information Systems for Business Integration in SMEs. USA: Business Science
Reference. pp. 155
Derek C. Jones, Panu Kalmi, Antti Kauhanen, International Journal of Production Economics, Volume 130, Issue 2, April
2011, Pages 159-168 )
Sumner, M. Risk factors in enterprise-wide/ERP Projects, Journal of Information Technology, 2000, vol. 15, pp. 317-327.
Wailgum,T. (2009) Focus: 10 Famous ERP Disasters, Dustups and Disappointments . CIO [online] Available at: <
http://www.cio.com/article/486284/10_Famous_ERP_Disasters_Dustups_and_Disappointments> [Accessed 25 Feb 2012].
Kanaracus, C. (2010) Focus: ERP Woes Blamed for Lumber Company's Bad Quarter. IDG News [online] Available at: <
http://www.pcworld.com/businesscenter/article/209886/erp_woes_blamed_for_lumber_companys_bad_quarter.html >
[Accessed 25 Feb 2012].
Krigsman, M . (2009) Focus: San Diego fires Axon over ERP implementation problems. Zdnet [online] Available at: < http://
www.zdnet.com/blog/projectfailures/san-diego-fires-axon-over-erp-implementation-problems/1960 > [Accessed 25 Feb 2012].
Clarke, G.(2008) Focus: Levi's suffers profit meltdown in midst of SAP embrace Pants ERP system leaves it without pants.
Theregister[online] Available at: < http://www.theregister.co.uk/2008/07/10/levis_erp_costs/ > [Accessed 25 Feb 2012].
Anonymous. (2010) Focus: Dorset County Council computer problems continue . Dorsetecho [online] Available at: <
http://www.dorsetecho.co.uk/news/localnews/8625142.Dorset_County_Council_computer_problems_continue/ > [Accessed
25 Feb 2012].
Jarzemsky, M. (2010) Focus: JDA Software Hit With Judgment in Dillard's Dispute . The wall street journal [online] Available at: <
http://online.wsj.com/article/SB10001424052748704198004575310463149768320.html> [Accessed 25 Feb 2012].
Ojala,M. Vilpola,I. and Kouri,I.(2006) Risks in ERP Project Case Study of IS/ICT Management Capability Maturity Level and Risk
Assessment
Aloin,Di. Dulmin,R.Mininno,V. (2007) Risk management in ERP project introduction: Review of the literature, Information &
Management, Volume 44, Issue 6, September 2007, Pages 547-567
O'Leary,D. ( 2000) Enterprise Resource Planning Systems: Systems, Life Cycle, Electronic Commerce, and Risk, Cambridge University
Press
Finney,S. and Corbett,M. (2007) "ERP implementation: a compilation and analysis of critical success factors", Business
Process Management Journal, Vol. 13 Iss: 3, pp.329 - 347