Benefits And Difficulties of Enterprise Wide Information System Implementation

Benefits And Difficulties of Enterprise Wide Information System Implementation Introduction Faced with mounting global competition, companies have to improve how they coordinate activity across the company so as to maximise the value they deliver to customers and minimize costs. Competitive pressures have forced the companies to consider various performance objectives such as flexibility, reliability, responsiveness, customer satisfaction etc. ERP can be defined â€Å"as an integrated, multi-dimensional system for all functions, based on a business model for planning, control, and global (resource) optimisation of the entire supply chain, by using state if the art IS/IT technology that supplies value added services to all internal and external parties† (Jarrar, et al., 2000). Despite the fact ERP have been successfully implemented in the past, careful planning and execution becomes very important factors given their size and complexity. Much has been written about the success of enterprise information systems. But, this success depends on several critical success factors (CSF). The most common critical success factors that are identified in the academic literature are discussed below (Bhatti, 2005). 1. Project Management Project Management involves the use of skills and knowledge used to coordinate, schedule the defined activities so that the stated objectives of implementation projects are achieved (Bhatti, 2005). A phase wise planning of the project with effective project management skills will definitely help in overcoming such a situation (Soliman Youssef, 1998). 2. Business Process Reengineering It is defined as â€Å"the altering the business process through redesigning so as to achieve dramatic improvements in cost, quality, service and speed† (Bhatti, 2005). The success of ERP system implementation is characterised by changing the present business processes in accordance to the standards of best business process available (Gibson, et al., 1999). Examination of many business processes is considered as the key for the implementation of ERP system. 3. User training and education Lack of proper technically competent staff leads to the failure of many ERP implementation projects. The training program of ERP implementation include aspects like the concepts behind ERP, the wide range of features and implications of ERP system, and hands on training (Bhatti, 2005). Therefore training the employees plays a major role in successfully implementing the ERP projects. 4. Technological infrastructure ERP implementation involves a complex transition from legacy information systems to a common business process throughout the organization (Bhatti, 2005). Therefore choosing the right ERP package based on the size of the firm is very essential. It is very important that the hardware configurations that should be used to run the ERP system are certified by the vendor of ERP (Bhatti, 2005). This in turn is based on the choice of the company. 5. Change management Bhatti, (2005) emphasizes on this aspect and says that â€Å"in order to implement ERP systems successfully, the way organizations do business will need to change and ways people do their jobs will need to change as well†. Change Management is the very essential for success of implementation project and it is necessary that it starts in the early stages and continues throughout the entire project life cycle (Bhatti, 2005). 6. Management of Risk Handling unexpected crises and ensuring that the project does not deviate from the initial plan is risk management (Bhatti, 2005). There is always a possibility that ERP project might deviate from the main objective which can possibly lead to unexpected events. Therefore, an appropriate risk management strategy helps in considerably reducing the risks of project failure. 7. Top Management Support Management must be a part of ERP implementations and it is true mainly with software projects and their success mainly depends on top management support [Bhatti, 2005]. â€Å"Only the top management is equipped to act as the mediator between the imperatives of the technology and the imperatives of the business† (Bhatti, 2005). Every step of the implementation process demands the top managements involvement to provide a direction for the project and to ensure that the project is successful which can be very challenging at times (Bhatti, 2005). 8. Effective Communication Communication, â€Å"one of most essential and difficult tasks in any ERP implementation project provides the base for understanding and sharing information between the members of the project team and helps in communicating the goals in each implementation stage to the entire organisation† (Bhatti, 2005). Hence; continuous communication flow should be maintained throughout all the departments at a very early stage. 9. Team work and composition Since an ERP involves all the departments in an organisation, it is very essential for these departments to work together. â€Å"An ERP implementation team comprises of, functional personnel and management, IT personnel and management, top management, IT consultants, ERP vendor , parent company employees, management consultants, hardware vendor† (Bhatti, 2005). A mix of hired consultants with companys internal staff is essential in an ERP team so that the necessary technical skills required for the design and implementation can be developed by the internal staff (Bhatti, 2005). 10. User Involvement User involvement is a very important aspect as the functions of an ERP system are designed as per the users requirement. When a company decides to implement an ERP system, â€Å"user involvement is required at the stage of definition of the companys ERP system needs and also during the implementation of the ERP system† (Bhatti, 2005). 11. Use of consultants There is a possibility that the company might lack the experts who have sound knowledge about the software. Hence the use of external consultants is very much required who can help the internal staff in installing the software. â€Å"These consultants may be involved in different stages of the ERP project implementation† (Bhatti, 2005). 12. Goals and Objectives The goals, expectations, and deliverables should be clearly defined so to address the questions regarding the need for the implementation of the ERP system and the critical business the system would cater (Bhatti, 2005). In this essay a case study based approach is used in order to discuss the benefits that companies have reaped by the use of enterprise wide information systems and also the difficulties that may arise in respect to the introduction and implementation of such systems. Case study 1 discusses the benefits of the enterprise wide information system. At the same time Case study 2 throws a light on the difficulties faced by the companies in respect to the introduction and implementation of such systems. Case study: 1- Case study of Pratt and Whitney Canada (Tchokogue, A., Bareilb, C., Claude, R. D., 2005) Scope of the project: The main objective of implementing an ERP system at PWC was to establish an ent erprise wide information system (TES) such that its customers have a greater transparency and agility (Tchokogue, et al., 2005). The management wanted this information system in place as they were interested in increasing inventory turnover, reduce work in progress, improve on customer response time and increase inventory and operation cost visibility (Tchokogue, et al., 2005). Hence they decided that SAP/R3 was optimal after considering the main enterprise systems such as Oracle, BAAN, SAP, etc. (Tchokogue, et al., 2005) Highlights of TES implementation: The project was unevenly divided into 5 major phases over the duration of 32 months. Scoping and planning Determining the level of previous reengineering Process redesign Configuration Testing and delivery The early stages (phases 1 and 2) of implementation took approximately 10 months. During this phase emphasis was â€Å"on defining the scope of activities and planning their implementation† ( Tchokogue, et al., 2005). Strategic objectives and requirements of PWC customers were taken into consideration while the existing processes were accessed in order to focus on those which needed improvement in line with the targets set ( Tchokogue, et al., 2005). The middle stages (phase 3 and phase 4) which took 17 months of implementation mainly focussed on redesigning the processes where attempts to minimize re- engineering of processes were made ( Tchokogue, et al., 2005). Moreover during the phase 4; â€Å"the configuration of the new system i.e. the main parameters of each SAP module and that the choice of parameter options related to the new system was determined† ( Tchokogue, et al., 2005). Care was taken to choose the right configuration based on the companies requirements. Risk management was effectively handled to prevent the uncertainties that prevail during the implementation stages to ensure that there was no deviation from the main goals and objectives. The top executives constantly monitored the progress of the implementation process and helped giving the project a proper direction. The project teams â€Å"followed the Deloitte Touche Consulting Group- ICS FastTrack 4 SAP methodology† ( Tchokogue, et al., 2005) for the implementation of TES. â€Å"In this methodology five key factors were considered throughout the project: Project Management, Technology Architecture, Process and Systems Integrity, Change Management, and Knowledge Transfer† ( Tchokogue, et al., 2005). The last stage (phase 5) â€Å"included three integration test cycles: An initial cycle related to master file data, a second to static data and a third to dynamic data. The successful test results were then formally accepted by the process managers† ( Tchokogue, et al., 2005). An impressive project team of 345 employees from the most important departments of the company were divided into seven groups and were included in the project which ensured that contributions were made from all the departments directly affecting the new system ( Tchokogue, et al., 2005). This enabled the project to have an effective knowledge transfer and expertise ( Tchokogue, et al., 2005). â€Å"Approximately 110 employees from the six most affected departments were trained to become internal trainers† ( Tchokogue, et al., 2005). The involvement of both the internal and external consultants with effective communication between the departments and training processes proved extremely beneficial for the implementation process ( Tchokogue, et al., 2005) Results: After its implementation the inventory turnover rate remained stable ( Tchokogue, et al., 2005) . An increase in the inventory costs was very visible ( Tchokogue, et al., 2005) . The TES established an information backbone supporting the ongoing business processes and change ( Tchokogue, et al., 2005) . TES increased the productivity by 11% more than what was anticipated ( Tchokogue, et al., 2005) . It reduced the receivable days outstanding by 6% ( Tchokogue, et al., 2005) . 30-40% return on investment was achieved ( Tchokogue, et al., 2005) . The TES gave the organization access to real time information ( Tchokogue, et al., 2005) . This provided fruitful for inventory management and purchasing. The production start delays were reduced drastically ( Tchokogue, et al., 2005) . REASONS FOR ERP PROJECT FAILURES: â€Å"Poor technical methods are only one of the causes, and this cause is relatively minor in comparison to larger issues, such as failures in communications and ineffective leadership† ( Sumner, 1999) . Table 1 summarises the possible reasons for project failures. The Company Increasing the efficiency was the main objective behind starting the Delta III project which took 18 months for completion ( Scott, 1999) . â€Å"Along with SAP/R3, FoxMeyer also purchased warehouse-automation from a vendor called Pinnacle, and chose Andersen Consulting to integrate and implement the two systems† ( Scott, 1999) . Delta III was at risk for several reasons: The warehouse employees sensed that their jobs would be under threat if the warehouse automation software was integrated with SAP/R3 ( Scott, 1999) . This posed a huge threat for the implementation of SAP despite the support from top management as the warehouse employees opposed its implementation ( Scott, 1999) . The rise in the number of R/3 transactions to be processed after the start of the project put the scope of the project at great risk ( Scott, 1999) . This increased burden on the system is mainly because â€Å"FoxMeyer signed a large contract to supply University Health System Consortium (UHC)† ( Scott, 1999) . Another risk faced by FoxMeyer in the implementation process of SAP/R3 is the lack of skilled workers ( Scott, 1999) . â€Å"This forced the management of FoxMeyer to rely on Andersen Consulting which proved to be a greater risk as the external consultants were also inexperienced† ( Scott, 1999) . Lessons Achieved FoxMeyer failed to gauge the risks involved in adopting SAP/R3 in the early stages of the implementation and ended up sharing the risks with the external consultant Andersen Consulting ( Scott, 1999) . It ended up sharing the losses as they did not have any contract which strongly stated that only experienced consultants were t be used ( Scott, 1999). No attempts were made in training the in house workers which ended up in relying heavily on external consultants who hampered the knowledge transfer process within the company ( Scott, 1999). The management allowed the project to divert from its scope regularly which in-turn affected the change management process at the later phases of implementation ( Scott, 1999). Discussion and Conclusion: The two above mentioned case studies are representations of successful implementation of SAP R/3 ERP system in one company and a failure in implementation which caused huge losses in the other company. In the first case the success of the implementation process is mainly due to the constant and shared effort of all the parties involved with the project. Several factors such as their capacity to accept change, detailed planning, adequate financial resources and time frames contributed to the organisational transformation of PWC.

Last Words Essay

Her last words will live forever with me. The night before my grandmother died we said our last good-byes in hopes that she would rest in peace knowing that we loved her. I had known her for 35 years, and in those 35 years we had become extremely close. She was not only a grandmother to me but also a friend and a confidant. I feared the day that I would have to deal with the pain and the realization of losing her. Although I knew that day was coming, I didn’t want to let her go. She passed away almost ten years ago, in October, but it still feels like yesterday that I was standing over her deathbed and telling her that I loved her for the last time. I am just now coming to grips with the pain and loss I feel when I think of her. My family and I were sitting down at home having dinner, and we received a phone call. My mother answered the phone. It was a nurse calling from â€Å"Saint Francis Medical Hospital†, where my grandmother was a patient in intensive care unit (ICU), also known as a critical care unit (CCU). The nurse said to my mother, â€Å"Fermina is not doing very well and she might not make it through the night. You and your family might want to come and say your â€Å"good-byes.† My mother’s tan face turned pale white, and tears began to fill her deep brown eyes. She looked as though someone had punched her in the gut, as a long tear came down her face and a look of fear and sadness had over taken her to a different world. After she got off the phone she was shaking like a naked child on a cold night. Through great gasps of breath she filled the family in on what was going on. My mother was very upset to drive so I had to drive to the hospital. We wanted to be by my grandmot her side. In silence we reached our destination, and I was extremely hesitant to go in because I knew what I had to face. I was afraid of death, of losing my grandmother. When I found enough courage to at least enter the hospital ICU unit, I felt emptiness inside of me that I had never felt before. I was cold and the halls were dark, almost like I had entered a dungeon. As we were walking, my family and I passed the nurse’s station. I could tell that they  recognized who we were because the heavy-set one with red hair curled in a bun atop her head began to cry, and the other nurse that look thin as a noodle with brown hair even ran toward us and gave us hugs and her condolences . Trying to fight back the tears, the nurse said to me sadly, â€Å"Your Nana loves you very much; every time she sees you she gets a twinkle in her eyes.† As we embraced I began to think about all the times that I was with my Nana and how much fun we had. I began to cry. Sobbing, I realized that time was passing by and that I had not yet seen my grandma. Not wanting to accept the fact that she was going to die, I reluctantly began to walk toward her room. My shoes made slight squeaking sounds, but all I could focus on were the rectangular square white ceiling tiles and the sadness in my heart. The hallway that led to her room was dark and dreary; it smelled slightly of urine. There was a slight draft, and I heard the other residents moaning for help. I was horrified—reliving that feeling I got the last time I was in a haunted house. It seemed like the hallway had gotten so much longer since the last time I had walked down it. As I approached the thick, brown wood door, there was a blue and white nametag on it (about the size of a Pop Tart) that said â€Å"Fermina Pellot† in large, black block letters. I was not ready to go in and see my grandmother in her death bed. However, it was time to face the music; the moment in my life that I never wanted to happen was right before me. I chose to stay outside and get my composure. I watched my father and sobbing mother go in and say their good byes, and both come out with tears streaming down their faces. â€Å"Is she talking?† I asked. â€Å"Not a word,† cried my dad, his stern, olive face now broken red with sadness. It was my turn; the thought of not even going in crossed my mind, but I knew I would regret it. Hesitantly I took one step into her room, and I saw one of my most favorite people in the world laying in the bed on the left. She just lay there with her eyes softly closed in a state of tranquility. I smiled at her, and she did not respond; at that time a sense of loneliness overcame my body. Her complexion was transparent, her body skinny and fragile and her light pink mouth was gapping open. I walked closer to the bed and she began to breathe heavier and heavier. She could sense my presence. I reached for her hand,  and it was ice cold. It was difficult for me to see her like that. There was so much that I wanted to say, but the words caught on the lump in my throat. Forcing them, I spoke loudly in hopes that she would answer, â€Å"Hi, Nana; it’s me Luis. We just came to see you, and it looks like you’re not doing very well. I brought you your favorite drink, Coca Cola.† No words came from her mouth, not even a whisper. But she gave my hand a squeeze. I leaned over the rail on the bed and gave her a hug. I pushed back her spider-web-like hair with my mouth and whispered to her â€Å"When you leave you will be taking a big piece of my heart, but you will be leaving an even bigger piece of yours.† Having not said one word all night, she looked up at me and whispered loudly, â€Å"Mijo (son), I love you so much,† as a tear trickled down her face from her right eye. Then she returned to her comatose state. I wiped the tear off of her face and said, â€Å"I love you.† Even though that was one of the worst feelings that I ever had, it was also a relief to know that she loved me. That night left me empty and sad, but when I woke up the next morning, I knew that she had passed, and I was okay with it because I knew that she was in a better place. Even though Nana is gone and it has almost been 10 years since her death, it is still hard to fathom the idea that she is no longer physically in my life. I miss her, but I know that she loves me because of her last words. She still lives on within me and her words carry enormous weight. More than we sometimes think. They often impact people for decades, providing the courage to press on or one more reason not to give up on life.

Globalization Has Brought An Era Of Rapid...

Introduction: Globalisation is a leading concept which has become a major contributor for businesses to become international. Going cross-border has opened up so many opportunities for many emerging economies which in turn has increased the economic growth of those countries by manifolds. Globalisation has brought an era of rapid industrialisation and modernisation by giving organisations access to new ideas, technology, specialised skills and foreign investment. Globalisation gives a different perspective to organisations in terms of thinking and strategizing policies. In today’s world, we see organisations opting for globalisation because of the future growth which is getting highlighted as an emerging and imperative factor.†¦show more content†¦So countries like China have also been impacted with this effect due to high ratio of population compared to jobs being created so the best resort was to do get started with export businesses like skincare, seafood, and fashion products w ith developed countries like U.S.A, Australia etc. Many a times, an organisation has efficient and effective skill sets which meets up the standards of international trade and hence going global gives an edge, subsidies, profits to such businesses. These days most of the organisations based in emerging economies are adopting the industrial globalisation for the sole reason of scope and growth. Like most of the MNCs prefer to outsource the IT and software business to countries like India because of multiple and lucrative offers brought to platter like low cost services and high-quality work with an edge on English language. Hence, pertaining to the above stated reasons I would thereby like to highlight the case study based on one of the leading software firms in India, Infosys Ltd. Company formerly known as Infosys technologies private limited was co-founded by seven young engineers in 1981 and one of them was Narayan Murthy who eventually became face of the organisation. They all had a combined start-up capital of $250. Today the company’s worth

Mary Shelley s `` Golden `` - 1339 Words

Mary Shelley’s â€Å"Golden† Trio Many deem multi-narrative stories a novelty, and difficult to pull off without sounding kitschy or clichà ©. This is not so in Mary Shelley’s Frankenstein. The book includes both a framing device (a story within a story) and epistolary narration (a story told through someone reading or hearing it.) Yet, the effect that comes with these strategies of narration is quite different from the boy/girl chapter switch we see so often in modern literature. Each of the three narrators in Frankenstein holds a key role in the telling of this classic tale. The reader would not face the inner turmoil Shelley intended for her readers if even one was excluded. Now, we have Victor Frankenstein, a melancholy fellow who tells†¦show more content†¦I have been the author of unalterable evils, and I lived in daily fear† (76). This is the reason why many readers end up disliking him though it would seem that he is the most logical chara cter to like; he is the protagonist, is he not? This hatred of Victor is partially due to the cultural idea that he spends too much time feeling sorry for himself. We as a culture especially do not like people who don’t pick themselves up. Much of the Western World has a hard time understanding depression. It’s not believed to be logical. This modern day leprosy is looked down on by many, and is seen as the melodramatic musing of emotional beings. We do not understand why someone would not want to better themselves. The story from Victor Frankenstein’s perspective could have been Shelley’s own cry out for understanding as she spent much of her life in grief of her stillborn daughter. Victor’s narrative is most of the novel, and without it we would most likely consider him mad, and his actions insane. We would look at his love of Elizabeth as incestuous and would be much more likely to take the monster’s side. Instead we see his perspective a nd self-deprecation and are frustrated about who to support. This is a story that goes beyond the framework of the good guy-bad guy trope and the multiple narratives only reiterate this. Victor’s story is interrupted by the monster who tells his tale with the eloquence and vocabulary of one who has spent years studying. He tells of his pathetic