ERP a bit different - Organizational in scope - still need to identify what system should do. Business Process Reengineering Predates ERP popularity in late 1980s, became a basis for downsizing - Short-term cost savings - Less impact on automation. Process change Management - Commitment, people, communication, interactions Project Management - Team formation, progress measurement Technology Management - technical analysis and design, installation.
ERP a bit different - Organizational in scope - still need to identify what system should do. Business Process Reengineering Predates ERP popularity in late 1980s, became a basis for downsizing - Short-term cost savings - Less impact on automation. Process change Management - Commitment, people, communication, interactions Project Management - Team formation, progress measurement Technology Management - technical analysis and design, installation.
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ERP a bit different - Organizational in scope - still need to identify what system should do. Business Process Reengineering Predates ERP popularity in late 1980s, became a basis for downsizing - Short-term cost savings - Less impact on automation. Process change Management - Commitment, people, communication, interactions Project Management - Team formation, progress measurement Technology Management - technical analysis and design, installation.
Copyright:
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Relationship to IS Project Requirements Analysis • Requirements analysis – identify what users need – Critical to project success • ERP a bit different – Organizational in scope – Still need to identify what system should do – Business Process Reengineering
Korea Telecom 2007 Olson: ERP3
Business Processes • How organization accomplishes its assigned tasks • EXAMPLE Payroll check writing (salaried) Confirm that employee still working Check rate of pay, withholding (taxes, insurance, retirement) Check for any bonuses Report taxable income to IRS Send proper amount to Insurer Send proper amount to IRS (Federal, Local, City) Send proper amount to Retirement Fund Write check for proper amount
Korea Telecom 2007 Olson: ERP3
Payroll Example • Manual approach an obvious example of a process meriting automation – Structured – Computer faster, more accurate • Initial automation may involve independent files – Different files for employment, different retirement funds, different tax agencies – BPR can focus on better ways to store data, use relational database capabilities for efficiency, accuracy
Korea Telecom 2007 Olson: ERP3
Business Process Reengineering • Predates ERP popularity • In late 1980s, became a basis for downsizing – Short-term cost savings – Less impact on automation • Hammer [2000]: ERP rescued BPR • Levine [1999]: deregulation & competition can drive BPR
How Reengineering Should Work • Texas Instruments, 1990s – Long cycle times, declining sales – Applied BPR cross-disciplinary teams • To control all aspects of product development – First pilot teams failed • Sabotaged by existing organization – TI Reorganized around teams • Cut launching time by one-half • more profit • 4 times the ROI Korea Telecom 2007 Olson: ERP3 Risks in BPR • Advocates report failure rates of 50% to 70% • Sutcliffe [1999] reviewed difficulties – Employee resistance to change – Inadequate attention to employee concerns – Inappropriate staffing – Inadequate tools – Mismatch of strategies & goals – Lack of oversight – Failure of leadership commitment Korea Telecom 2007 Olson: ERP3 Impact on ERP • If poor BPR is conducted, or if vendor system adopted without consideration of organizational requirements: – Will discard processes in which organization has developed competitive advantage – Even when BPR beneficial, there will be a transition period where employee performance degrades while learning new system
Korea Telecom 2007 Olson: ERP3
Best Practices in ERP • The most efficient way to perform a task • SAP devotes considerable research to best practices – 800 to 1000 best practices reported in their R/3 system
Korea Telecom 2007 Olson: ERP3
Benchmarking • Compare an organization’s methods with peer groups – Identify what practices lead to superior performance – Usually part of BPR
Korea Telecom 2007 Olson: ERP3
Implementation Problems • Scott & Kaindle [2000]: at least 20% of needed ERP functionality missing from vendor practices • Many reports of missed deadlines, excessive costs, employee frustration in ERP implementation • Taylor [1998]: need more participative design in implementing ERP – If adopt vendor system in toto, can assure timely implementation within budget – Also disregard organizational needs – Training a key part of ERP implementation Korea Telecom 2007 Olson: ERP3 BPR Options • Clean Slate – Reengineer everything from scratch • Technology Enabled (constrained reengineering; concurrent transformation) – First select system (vendor) – Second reengineer
Not subject to vendor changes Process bounded, thus easier
May be only way to implement Know design is feasible
advanced technology May have unique features where Greater likelihood that cost, time best practices inappropriate objectives met Korea Telecom 2007 Software Olson: ERP3 available Need for BPR • O’Leary [2000] survey of SAP R/3 users – Technology enabled strategy dominated – Prior to ERP implementation, 16% thought BPR needed prior to SAP implementation • 33% thought BPR unnecessaary – After ERP implementation, 35% thought BPR needed prior to SAP implementation • 10% thought BPR unnecessary • So BPR seems to be a useful exercise Korea Telecom 2007 Olson: ERP3 BPR Summary • Requirements analysis important in all IS/IT projects – In ERP, this takes the form of BPR • Clean Slate vs. Technology Enabled • BPR has done much good – can be used to justify short-term focused downsizing • BPR can – enable employees to better control their functions – BPR can lead to greater efficiencies • Risk control an important element in ERP projects Korea Telecom 2007 Olson: ERP3