... Title: Role and Scope of ERP Integration for Port Community Systems to Enhance Collaboration Among Port Community Members. A Case Study in the Ports of Hamburg, Rotterdam, Le Havre and Felixstowe. Part I: Introduction (2 – 3 pages) 1.1 Background of the study 1.2 Research Objectives 1.3 Research Methodology 1.4 Structure of the thesis Part II: Theoretical Research (30 pages) Objectives: This thesis is mainly focused on the complexity of the intersection between the ERP Systems and the PCSs. The theoretical research should help to explain the characteristics of Port Community System and the ERP integration. An in-depth, multi-disciplinary literature review will be conducted to assess the need, challenges and opportunities of developing the ERP integration for Port Community Systems. Comment: I think ERP could be considering especially on the PCS perspective, not as Enterprise system software. I mean ERP as a business management software for PCS operators and a suite of integrated applications for port community users. Considering the ports as Business Ecosystem I would like to find out the role and scope of the ERP Integration for PCS. 2.1 Port Community Systems (Structure is needed, e.g.: 2.1.1, 2.1.2, etc.) Definition PCS Evolution of PCS Why choose to have a Port Community System Which types of users make use of the systems? Which functions does the system have for the users? How flexible is the system? etc… 2.2 ERP Integration ...
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...The role and impact of project management in erp implementation Trends and Issues Report The role and impact of project management in erp implementation Trends and Issues Report Thesis Statement and Key Words Thesis Statement The key to success in implementing an Enterprise Resource Planning (ERP) system is to understand an ERP life cycle and methodology throughout the implementation. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. In a system development life cycle (SDLC), complex problems need to be broken up into smaller manageable problems using a systems hierarchy, or project management methodology. This paper will introduce a popular methodology called Agile and why is it so useful compared to traditional methods. In addition, the roles of the project manager in the implementation process, how does he/she manage to help the company succeed will also be discussed. Key Words Enterprise Resource Planning Project Management Systems Development Life Cycle Methodologies Agile Risk management Adapt changes Overview Introduction Enterprise Resource Planning (ERP) is business process management software that allows an organization to use a system of integrated applications to manage many back office functions related to technology, services and human resources - (Beal, 2014). ERP systems are backbones of businesses. Companies are aggressively looking for competitive advantages...
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...The three roles an accountant can play in the AIS An accountant can assume the following three roles in the current business environment: designer, user, and auditor. As a designer, an accountant has to understand business processes and control and map business processes to the system, considering the cost and benefit of different options and critical business needs. It may be noted that the involvement of the accountant at an early stage of system development pays the highest dividends to the organization. This is so because controls need to be incorporated in the system at the design stage itself. Accountants, as users, need to acquire certain skills in order to make productive use of information technology. It is expected of an accountant to possess knowledge in the following areas: 1. A thorough understanding of at least one operating system; 2. A thorough understanding of at least one basic accounting package, word processing software, spreadsheet, database, e-mail software and a browser; 3. A general understanding of systems and application controls for safeguarding systems and data against unauthorized use, piracy, virus attacks and system failure. As user of information technology, an accountant must also know how to test and assess the acceptability of a particular system being acquired or developed for his use and to operate and manage such a system and keep it up to date. As internal and external...
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...Enterprise Systems for Management Instructor’s Manual – Motiwalla & Thompson CHAPTER 1: INTRODUCTION TO ENTERPRISE SYSTEMS FOR MANAGEMENT CHAPTER OBJECTIVES: • • • • Understand the information systems evolution and its historical role in organizations leading to systems integration and eventually Enterprise Resource Planning (ERP). Learn about ERP systems and their 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. Have an overview of the implementation process (e.g., the ERP life cycle, business process reengineering, project management, and change management). Understand the role of staff, vendors, consultants, and the organization in making the ERP implementation process successful. Comprehend the ethical, global and security challenges while implementing an ERP system, as well as get an overview of ERP vendors and industry trends. CHAPTER OUTLINE: I. II. III. IV. V. Opening Case: Hershey’s Enterprise 21 Project Preview a) Enterprise Systems in Organizations b) Information Silos and Systems Integration c) Enterprise Resource Planning (ERP) Systems Enterprise Resource Planning Systems a) What is an ERP? b) Evolution of ERP c) Business Process and ERP d) ERP System Components e) ERP Architecture ...
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...HALL MA NAGEMENT INFORMATION SYSTEMS TITLES MIS: Brown/DeHayes/Hoffer /Martin/Perkins, Managing Information Technology 6/e © 2009 JessuplValacich, Information Systems Today 31e © 2008 Kr oenke, Using MIS 21e © 2009 Kr oenke, Experiencing MIS © 2008 Laudon/Laudon, Management Information Systems 10le © 2007 Laudon/Laudon, Essentials of Management Information Systems 81e © 2009 Luftman et aI., Managing the IT Resource © 2004 Malaga, Information Systems Technology © 2005 McKeen/Smith, IT Strategy in Action © 2009 McLeod/Schell, Management Information Systems 10le © 2007 McNurlin/Spr ague, Information Systems Management In Practice 7Ie © 2006 Miller, MIS Cases: Decision Making with Application Software 41e © 2009 Senn, Information Technology 31e © 2004 Database Management: BordoloilBock, Oracle SOL © 2004 Bordoloi/Bock, SOL for SOL Server © 2004 Fr ost/DaylVanSlyke, Database Design and Development: A Visual Approach © 2006 Hoffer/Prescott/Topi, Modern Database Management 91e © 2009 Kroenke/Auer, Database Concepts 31e © 2007 Kroenke, Database Processing 10Ie © 2006 Perry/Post, Introduction to Oracle10g, © 2007 Per ry/Post, Introduction to SOL Server 2005 © 2007 Systems Analysis and Design: Hoffer /GeorgelValacich, Modern Systems Analysis qnd Design 5'/e © 2008 Kendall/Kendall, Systems Analysis and Design 7Ie © 2008 Valacich/George/Hoffer, Essentials of Systems Analysis and Design 31e © 2006 Object-Oriented Systems Analysis and Design: Geor ge/Batr...
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...Enterprise resource planning in the global marketplace, advantages and limitations Name: Michael Yin Course: OPM-5050 Professor: R. Levary Abstract Enterprise Resource Planning (ERP) is one of the major issues the modern-day entrepreneurial world. This paper discusses ERP in details and extensively. The paper introduces ERP by giving background information, discusses the evolution of ERP systems, analyses the advantages and limitations of ERP systems, and concludes by giving a summary of the important aspects of ERP discussed. Enterprise resource planning in the global marketplace, advantages and limitations Introduction The entrepreneurial scene and global market have become more vibrant in the recent years, and for this reason, there have been debates and concerns on how enterprises and companies should enhance their competitiveness and agility. The greatest concern in the business world is profitability, and in accomplishing this, enterprises have put in place strategies and measures that gradually help make strides towards the desired direction. Another primary focus of enterprises is to see an improvement of their business agility and to accomplish this, enhancements have been made including efficiency of production, product and service quality, as well as response time to consumers. A fundamental aspect of the accomplishment of the mentioned enhancements and objectives is information technology. As much as its installation and implementation in enterprises is costly...
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...Review for ERP/Systems Integration & Administration Lec. Dr. Abdullatif Ghallab ghallab@gmail.com أسئلة للمراجعة قبل امتحان نصف الفصل الدراسي الثاني – للعام الجامعي 5102-6102م اسم المقرر: تخطيط موارد المؤسسة/تكامل وإدارة النظم TYPES OF QUESTIONS A. END-OF-CHAPTER QUESTIONS B. ESSAY QUESTIONS C. DISCUSSION QUESTIONS D. CASE QUESTIONS E. TRUE & FALSE QUESTIONS F. MULTIPLE CHOICES QUESTIONS CH1 X X √ CH3 X X √ √ CH4 √ √ √ X X X X X X √ √ √ 1 CH2 X √ X √ √ Review for ERP/Systems Integration & Administration Lec. Dr. Abdullatif Ghallab ghallab@gmail.com CH01- INTRODUCTION TO ENTERPRISE SYSTEMS FOR MANAGEMENT A. DISCUSSION QUESTIONS 1. Refer to the Hershey case. What were the goals and details of the Enterprise 21 project? 1. 2. 3. 4. 5. 2. Establish a single supply chain across all divisions. Streamline all business processes by reengineering them across all functional areas. Increase the gross margin and maintain sales growth. Save $75 – 80 million through corporate restructuring and closing of older distribution sites. Fix their Y2K problem and replace existing mainframe environment. Refer to the Hershey case. What were some of the key problems that Hershey encountered when choosing, integrating and implementing their new ERP system? The implementation of the ERP for Hershey was beset with difficulties due to a number of failures: a. Project management issues...
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...Oracle vs. PeopleSoft David Fox James Hill Matt Tschabold June 6, 2006 Contents Oracle, PeopleSoft & Reasons for the Takeover 2 ERP & the Role it plays in Business 4 An Overview of the Takeover 6 Oracle, PeopleSoft & Reasons for the Takeover Oracle began operations in 1977. Founded by Larry Ellison its focus was on information services. With computers and information operations beginning to play a more significant role in business, Oracle began to capitalize on the need for products and services in the IS market. Its services included and still include today - database software, security, data warehousing, enterprise management software, consulting, radio frequency identification devices and more.[1] PeopleSoft was founded ten years after Oracle in 1987. Dave Duffield and Ken Morris created PeopleSoft to focus primarily on ERP software. As many IS technologies were beginning to show their age and a need for newer types of operations to compete with foreign firms emerging, PeopleSoft was looking for a way to create a profitable company. Both founders saw the opportunity of enterprise resource planning as a new technology which would take off in future years.[2] The takeover of PeopleSoft by Oracle was a long and complicated legal and public opinion battle. The takeover itself had several reasons but one was the most significant. To begin Oracle was increasingly finding it was in a market which was becoming more competitive...
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...An Enterprise Resource Planning (ERP) system is a multi-module transaction-based application software that helps organisations to manage the vital parts of the business. Today, ERP systems are often preferred over the legacy systems, despite the fact that the Legacy systems offered a great deal of value from their unique, customized features (Fosser, E, Leister, O H, Moe, C E & Newman, M., 2008). It’s important to note that the Legacy system has had many drawbacks, such as, rigid development & delivery methodologies; lengthy reaction time to address business changes; overly-complicated & difficult-to-manage programs; functionality gaps & user dissatisfaction; costly and/or painful version release upgrades; business applications written at different times with different tools, languages, to name a few (Simparel, 2010). Alternatively, the ERP system has asserted to create value through integrating activities across organization; implementation of best practices; standardization of processes; one-source data; and on-line access to information (Olson, 2007). According to Fosser, Leister, Moe & Newman (2008) in their idealised form, Enterprise Resource Planning (ERP) systems integrate all business processes into one enterprise-wide solution; accomplished by having a centralised database that all business functional areas have access to. While it is possible to customise the ERP system to fit the original business processes, the current understanding is that customisation is not...
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...This year’s major project is to perform a walkthrough of all the business cycles which is planned from February to early July. The purpose is to ensure the SOX documentations are up to date, as well as identify potential areas of improvement. This project is being performed by me and the SOX Compliance Manager, as well as helps from managers in various business units. Why is it an important project? Although the documentation and the assessment of internal control over financial reporting are required by the Sarbanes-Oxley Act of 2002, internal controls have been exist many years before the enact of the act. The act is served as a wake-up call to the management for the importance of having effective internal control environment. Radiant Systems, inc. implemented the SOX documentations in 2004. At the time of implementation, the PCAOB had not yet published the AS 5, which emphasized a top-down approach for assessing the internal control framework. The SOX documentation and the internal controls framework of our company were based on AS 2, which required more extensive assessment and documentation. Unlike other companies which...
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...intricate and convoluted amalgamation of technological, organizational, and business enterprises. It needs understanding of a process, an explicit association of processes, its setting, contest, and IT. ERP systems have been often castigated for being rigid, overly complex, huge and therefore not easy to implement and control. Because of the integrated and ubiquitous nature, ERP requires adopters, implementers and users to define a common set of business rules, data standards, processes and procedures that span the entire organization (Alvarez et al. 2002, 10). Troubles in implementation have been portrayed as resembling “the prisoner escaping from an island prison” (Ross and Vitale 2000). Popularity and demand for ERP systems from organizations is increasing, but only this wish single-handedly is not sufficient, and it is evident from research that several key factors must be considered for the success of any ERP system. Petter, DeLone, and McLean (2008), describe ERP system as a tool that manages procedures and resources; therefore, it is imperative for organizations to have this tool to facilitate the...
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...literature concerning ERP implementation problems during implementation phases and causes of ERP implementation failure. A multiple case study research methodology was adopted to understand “why” and “how” these ERP systems could not be implemented successfully. Different stakeholders (including top management, project manager, project team members and ERP consultants) from these case studies were interviewed, and ERP implementation documents were reviewed for triangulation. An ERP life cycle framework was applied to study the ERP implementation process and the associated problems in each phase of ERP implementation. Fourteen critical failure factors were identified and analyzed, and three common critical failure factors (poor consultant effectiveness, project management effectiveness and poo555îr quality of business process re-engineering) were examined and discussed. Future research on ERP implementation and critical failure factors is discussed. It is hoped that this research will help to bridge the current literature gap and provide practical advice for both academics and practitioners. Keywords: Critical Failure Factors, ERP Implementation, ERP Life Cycle. 1. Introduction An ERP system is an integrated software solution, typically offered by a vendor as a package that supports the seamless integration of all the information flowing through a company, such as financial, accounting, human resources, supply chain, and customer information (Davenport, 1998). ERP implementation is...
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...ADVANCED TOPICS IN INFORMATION SYSTEMS Change Management: Best Practice Strategies for ERP Implementation By: Andrew Handoko 1601226176 LC11-LEC BINUS UNIVERSITY 2015 ABSTRACT The implementation of Enterprise Resource Planning (ERP) systems, have become more complex and crucial in information systems infrastructure within large organizations. However, most of these large companies deal with common people issues. Their potential users across different departments of organization resist the implementation process for some reasons. Enterprise units are being lack of communication from top management to functional units within implementation project. As a result, companies are struggle for ERP systems practice as well as to get rid of worker’s social problem and infrastructure’s transitions from old system to a new system. Ultimately, a successful ERP implementation projects are less about technology and more focus on people and process. Change Management is the best practice for “critical success factor” in ERP implementation literature. The purpose of this research is to have a better understanding about how change management is essential to be a part of ERP implementation process. This paper describes the main success factor of Change Management in order to create a successful ERP implementation and how should organizational change be managed. KEYWORDS Change Strategies, Enterprise Resource Planning, Resistance, Organizational Change, ERP, Implementation Strategies...
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...ERP - Enterprise Resource Planning Liberty University Dr. Thomas Spotts Organizational Design and Structure ABSTRACT An Enterprise Resource Planning serves as a cross-functional enterprise backbone that integrates and automates many internal business processes and information systems within the manufacturing, logistics, distribution, accounting, finance, and human resource functions of a company. Large companies throughout the world began installing ERP systems in the 1990s as a conceptual framework for reengineering their business processes1. They have come to realize the importance of having such system in place to help them sustain their competitive advantage and to be ahead of other players in the market. It is true that the benefits that come with successful implementation are great but if not handled carefully, the risks involved are equally great. At present, most of the corporations can no longer disregard the significance of Information Technology in their organization to get competitive benefit. The companies are seriously depending on IT for processing their work because IT has supremacy to alter the whole organization such as size, net-profit, efficiency, human activity competence and customer contentment. A category III IS advancement, ERP (Enterprise resource planning system), has strategic application for the business since the incorporation of this system into all the major strategies or processes of the business can have a direct...
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...Page 1 of 18 17th European Conference on Information Systems TEACHING CASE LEADING THE CHANGE - ERP IMPLEMENTATION AT KEDA Abstract While Enterprise Resource Planning (ERP) system demand in China has been steadily increasing, many of such implementation projects failed. Keda Industrial Co. Ltd (600986: Shanghai Stock Exchange), a manufacturer of large scale machinery in China, however, was one of the few that successfully deployed its ERP solution in 2005. In this case study, we document the ERP initiative of Keda from its conception to its deployment, study the factors that contributed to its success, and summarize Keda’s practices that substantiated the identified success factors. Keywords: Enterprise Resource Planning, Implementation, Critical Success Factors, Teaching Case 17th European Conference on Information Systems 1 Page 2 of 18 INTRODUCTION According to a market study conducted by Gartner Research, ERP software demand in China increased by 29% in 2006 (Pang et al, 2006). In fact, many enterprises in China have recognized the strategic importance of ERP in their rapid developments. Keda Industrial Co. Ltd. (600986: Shanghai Stock Exchange), a manufacturer of large-scale machinery in China, was such a company. Keda produces and sells machinery for processing ceramics that are mainly used in construction. In August 2005, Keda successfully deployed SAP as their ERP solution, a mere five months after forming an implementation team....
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