TIKT1138 — TIKT1138

This course will introduce you to enterprise systems and show how organizations use enterprise systems to run their operations more efficiently and effectively. You will learn about the critical success factors and implementation strategies that lead to enterprise system success, and about the informational, knowledge, and decision-making opportunities afforded by enterprise systems.

The course will examine typical Enterprise Systems modules: materials management (MM), supply chain management (SCM), customer relationship management (CRM), financials, projects and human resource management (HRM). Enterprise systems use a single database to integrate business transactions along and between processes, leading to benefits such as efficient and error-free workflows plus accounting, management reporting and improved decision-making. The course will incorporate a laboratory component using SAP software.

TENTATIVE SCHEDULE

CHAPTER 1 – INTRODUCTION TO ENTERPRISE SYSTEMS FOR MANAGEMENT

Brief introduction about the chapter:

Enterprise resource planning (ERP) is the integrated management of core business processes, often in real-time and mediated by software and technology. ERP is usually referred to as a category of business-management software - typically a suite of integrated applications - that an organization can use to collect, store, manage and interpret data from these many business activities.

Enterprise systems in organizations

Enterprise Resource Planning Systems

1.2.1. Introduction to ERP

1.2.2. Evolution of ERP

1.2.3. Business Process and ERP

1.2.4. ERP System Components

1.2.5. ERP Architecture

1.2.6. e-Business and ERP

1.2.7. Benefits and Limitations of ERP

ERP Implementation

1.3.1. Business Process Management

1.3.2. ERP Life Cycle

1.3.3. ERP Implementation Strategies

1.3.4. Software and Vendor Selection

1.3.5. Operation and Post-Implementation

People and Organization

1.4.1. Project Management

1.4.2. Role of Consultants

1.4.3. Change Management

1.4.4. Business Process Reengineering

1.4.5. Global, Ethical, and Security Management

ERP Vendors

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 2 – SYSTEM INTEGRATION

Brief introduction about the chapter:

System integration is defined in engineering as the process of bringing together the component sub-systems into one system (an aggregation of subsystems cooperating so that the system is able to deliver the overarching functionality) and ensuring that the subsystems function together as a system, and in information technology as the process of linking together different computing systems and software applications physically or functionally to act as a coordinated whole.

2.1. Functional Silos

2.1.1. Horizontal Silos

2.1.2. Vertical Silos

2.2. Business Process and Solis

2.3. Evolution of is in Organizations

2.3.1. IS Architecture

2.3.2. IS Functionalization

2.4. Systems Integration

2.4.1. Logical Vs. Physical SI

2.4.2. Steps in Integrating Systems

2.4.3. Benefits of System Integration

1.2.4. Limitations of System Integration

2.5. ERP and Systems Integration

ERP's Role in Logical Integration

ERP's Role in Physical Integration

2.6. Implications for Management

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 3 – ENTERPRISE SYSTEMS ARCHITECTURE

Brief introduction about the chapter:

Enterprise system architecture (ESA) is the overall IT system architecture of an organization. This architecture is the key part of managing and evolving IT systems, and therefore the business operations, of an organization. It consists of the architectures of individual systems and their relationships in the perspective of an organization.

3.1. ERP Modules

3.1.1. Production Module

3.1.2. Purchasing Module

3.1.3. Inventory Management Module

3.1.4. Sales and Marketing Module

3.1.5. Finance Module

3.1.6. Human Resource Module

3.1.7. Miscellaneous Module

3.2. ERP Architecture

3.2.1. Layered Architecture Example

3.2.2. Benefits and Limitations

3.2.3. Web Services Architectures

3.2.4. Service-Oriented Architectures

3.2.5. SOA and Web Services

3.2.6. Enterprise Content Management and SOA

3.2.7. Cloud Architecture

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 4– DEVELOPMENT LIFE CYCLES AND IMPLEMENTATION STRATEGIES

Brief introduction about the chapter:

This chapter will discuss the systems development process as it applies to ERP applications. There are various technical and organizational challenges in implementing ERP depending on the organization, scope of implementation, business processes, and skill level of the people using these applications. The purpose of this chapter is to make you knowledgeable about the ERP life cycle process and to alert you to the implementation challenges by looking at the experiences of other organizations. The chapter begins with a brief overview of the system development life cycle (SDLC). SDLC provides useful guidelines to the ERP implementation process. Next, it discusses the key phases of the ERP life cycle with emphasis on roadblocks in each phase and solutions available to overcome these roadblocks, surveys the different life cycle methodologies and accelerators for ERP implementation, and discusses the key differences between SDLC and ERP life cycles. Throughout the discussions, the chapter provides hints on what roles you should play as an end user and discusses the implications for managers.

4.1. Systems Development Life Cycle

4.1.1. Traditional SDLC

4.1.2. Rapid SDLC Approaches

4.2. ERP Implementation Life Cycle

4.2.1. ERP Implementation Plan

4.2.2. ERP Implementation Methodology

4.3. ERP Components

4.3.1. Hardware

4.3.2. Software

4.3.3. People Resources

4.3.4. Database Requirements

4.4. ERP Implementation Organization and Approaches

4.4.1. Governance

4.4.2. Implementation Methodolothy

4.4.3. Benefits and Drawbacks

4.5. Platform Issues

4.5.1. Servers

4.5.2. Network

4.5.3. Security

4.5.4. Disaster Recovery and Business Continuity

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 5 – SOFTWARE AND VENDOR SELECTIONS

Brief introduction about the chapter:

The vendor selection process can be a very complicated and emotional undertaking if you don't know how to approach it from the very start. Here are five steps to help you select the right vendor for your business. This chapter will show you how to analyze your business requirements, search for prospective vendors, lead the team in selecting the winning vendor and provide you with insight on contract negotiations and avoid negotiation mistakes.

5.1. Vendor Research

5.2. Matching User Requirements to Features

5.3. Request for Bids

5.4. Vendor Analysis and Elimination

5.5. Contract Management and License Agreements

5.6. Implications for Management

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 6 – OPERATIONS AND POST IMPLEMENTATION

Brief introduction about the chapter:

An ERP system is “the first generation of enterprise systems whose goal was to integrate data across and be comprehensive in supporting all the major functions of the organization.” These complex information systems cross many different enterprise functions, including accounting, finance, marketing, production, etc. with the goal of making the flow of- information dynamic and immediate, while integrating the varieties of departments and enterprise functions into a single infrastructure. Because of the problems associated with preparing to “go live” stabilization, and ongoing support, and the need to successfully achieve the organization’s main goals (i.e. labor savings, better customer service and process improvements), operational and post-implementation becomes one of the most critical points in the success of an ERP system.

6.1. Go-Line Readiness

6.2. ERP Training

6.3. Stabilization

6.4. Post production Support

6.5. Knowledge Transfer

6.6. Implications for Management

Texts and readings for the chapter:

http://en.wikipedia.org/wiki/Enterprise_resource_planning (Wikipedia contributors, “Enterprise resource planning,” Wikipedia, The Free Encyclopedia, April 1, 2008, Accesses April 1, 2008)

http://blogs.ittoolbox.com/erp/roi/archives/the-importance-of-erp-postimplementationaudits-14971

http://www.kmworld.com/Articles/Editorial/Feature/Knowledge-transfer-is-critical-toERP-success-9092.aspx (Rajiv Enand, “KMWorld,” Knowledge Transfer is Critical to ERP Success, Apr 1, 1999, Accessed: April 1, 2008)

CHAPTER 7 – PROGRAM AND PROJECT MANAGEMENT

Brief introduction about the chapter:

A business process is defined as a set of logically related tasks performed to achieve a defined business outcome. Re-engineering is when a business essentially dismantles existing processes into individual activities and puts them back together in a new set of business flows or sets of business flows.

7.1. Project Team

7.2. Module Experts and Subject Matter Experts

7.3. Project Leadership

7.4. Critical Success Factors

7.4.1. Decision-Making Process

7.4.2. Project Scope

7.4.3. Teamwork

7.4.4. Change Management

7.4.5. Implementation Team and Executive Team

7.5. Managing Scope Creep

7.6. Impication for Management

Texts and readings for the chapter:

CHAPTER 8 – ORGANIZATIONAL CHANGE AND BUSINESS PROCESS ENGINEERING

Brief introduction about the chapter:

A business process is defined as a set of logically related tasks performed to achieve a defined business outcome. Re-engineering is when a business essentially dismantles existing processes into individual activities and puts them back together in a new set of business flows or sets of business flows.

8.1. Reason for Change

8.2. Organizational Commitment

8.3. Business Process Change

8.3.1. Defference between BPR and BPM

8.3.2. Best Practices of BPM

8.3.3. BPM Software Vendors

8.3.4. Core Business Processes

8.3.5. Order-to-Cash BPM Solution from Dell Services

8.3.6. Optimizing Business Processes

8.3.7. Benefits of Implementating BPM

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 9 – SUPPLY CHAIN MANAGEMENT

Brief introduction about the chapter:

In this chapter, we will learn:

• Learn about the supply chain network and management drivers.

• Understand the complexity and importance of the integration of supply chain.

• Learn about supply chain components, processes, and flows.

• Know the different levels of supply chain integration.

• Examine the impact of the ERP on supply chain management.

9.1. Supply Chain Management

9.1.1. SCM Drives

9.1.2. SCM Flows

9.1.3. SCM Process

9.2. e-Business and Supply Chain Management

9.2.1. e-Procuremment

9.2.2. Collaborative Design and Product Development

9.2.3. ERP System and Supply Chain

9.3. Integration

9.3.1. Supply Chain Integration

9.3.2. Integrating ERP and SCM Systems

9.3.3. Enterprise Application Integration

9.3.4. Phases of Enterprise Application Integration Process

9.3.5. Benefits of Enterprise Application Integration

9.4. RFID

9.4.1. RFID is Catching on

9.4.2. RFID Technology

9.4.3. Data Accuracy and Limeliness

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

CHAPTER 10 – CUSTOMER RELATIONSHIP MANAGEMENT

Brief introduction about the chapter:

Texts and readings for the chapter:

When customer relationship management (CRM) software is separate from other software used to manage the business, customer lifecycle management is difficult or impossible. And managing that lifecycle is important as many companies today interact with the customer long after the sale is made, collaborating with them on engineer-to-order (ETO), configure-to-order (CTO) or service management processes. More and more, strategic CRM must therefore be extensible to back office enterprise resource planning (ERP) functionality like engineering, manufacturing, purchasing, finance, service management. Because enterprise CRM -- or strategic CRM -- is an integral part of ERP, it also gives those who interact with a customer full access to enterprise data about that customer. Invoices, accounts receivables, customer project or order data, inventory and other data can suggest immediate corrective actions or additional sales opportunity.

10.1. Introduction to CRM

10.1.1. CRM Evolution

10.1.2. CRM Today

10.1.3. Types of CRM

10.2. Customer Relationship Processes

10.2.1. CRM Delivery Processes

10.2.2. CRM Suppport Processes

10.2.3. CRM Analysis Processes

10.3. CRM Technology

10.3.1. CRM Components

10.3.2. CRM Packages and Vendors

10.3.3. CRM Architecture

10.3.4. On-Demand CRM

10.4. CRM Life Cycle

Texts and readings for the chapter:

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

7. REQUIRED TEXTBOOK & COURSE MATERIALS

Enterprise Systems for Management, Luvai F. Motiwalla and Jeff Thompson, second edition, Published by PEARSON: ISBN-13: 978-0-13-214576-3.

8. Recommended Texts & Other Readings

http://en.wikipedia.org/wiki/Enterprise_resource_planning (Wikipedia contributors, “Enterprise resource planning,” Wikipedia, The Free Encyclopedia, April 1, 2008, Accesses April 1, 2008)

http://blogs.ittoolbox.com/erp/roi/archives/the-importance-of-erp-postimplementationaudits-14971

http://www.kmworld.com/Articles/Editorial/Feature/Knowledge-transfer-is-critical-toERP-success-9092.aspx (Rajiv Enand, “KMWorld,” Knowledge Transfer is Critical to ERP Success, Apr 1, 1999, Accessed: April 1, 2008)