An Improved Approach to the Semi-Process-Oriented Implementation of Standardised ERP-Systems

2002 ◽  
Author(s):  
Lukas W. H. Ku¨hl ◽  
Heinz D. Kno¨ll
Keyword(s):  
Life Cycle ◽  
Process Improvement ◽  
Business Processes ◽  
Software Implementation ◽  
Software Systems ◽  
Erp Systems ◽  
Cycle Model ◽  
Process Oriented ◽  
Standard Software ◽  
Oriented System

The improved approach is considered as a life-cycle model that combines the necessities of process improvement projects and the implementation of modern integrated Standard Software systems. To improve the company’s business processes by means of the Standard Software implementation, each phase of the entire implementation life cycle puts its focus on optimising the customer’s underlying business processes. In addition, to intensify the benefits resulting from the process-oriented system implementation, the presented approach is extended by a certain guidance to organise a process-driven project team.

Evaluation of Standard ERP Software Implementation Approaches in Terms of their Capability for Business Process Optimization

2004 ◽  
Vol 4 (3) ◽  
pp. 271-277 ◽  
Author(s):  
Heinz-D. Knoell ◽  
Lukas W. H. Kuehl , ◽  
Roland W. A. Kuehl ◽  
Rob Moreton
Keyword(s):  
Life Cycle ◽  
Process Optimization ◽  
Business Process ◽  
Business Processes ◽  
Software Implementation ◽  
Erp Systems ◽  
Real Effects ◽  
Erp Software ◽  
Business Process Optimization ◽  
Standard Software

In spite of the great variety of potential advantages, it is also necessary to illuminate the real effects of Standard ERP Software in practice. Recent studies have revealed that 81% of German companies interviewed using SAP, do not fully exploit the software’s ability to optimize business processes, though 61% stated that SAP offers very good process optimization opportunities. (CSC Ploenzke AG, 2002, “European SAP Practice, Umfrageergebnisse,” SAPphire 2000). Therefore we evaluated popular life cycle models with respect to their suitability to implement Standard Software in a process driven way (Kuehl, R.W.A., and Knoell, H.-D., 2002, “Evaluation of Topical Approaches to the Implementation of Standardised ERP-Systems,” Proc. ETCE 2002, CD, ASME Petroleum Division, Houston, TX).

Evaluation of Topical Approaches to the Implementation of Standardised ERP-Systems

2002 ◽  
Author(s):  
Roland W. A. Ku¨hl ◽  
H.-D. Kno¨ll
Keyword(s):  
Life Cycle ◽  
Business Processes ◽  
Process Optimisation ◽  
Erp Systems ◽  
The Real ◽  
Real Effects ◽  
Life Cycle Models ◽  
Standard Software

In spite of the great variety of potential advantages, it is also necessary to illuminate the real effects of Standard Software in practice. Recent studies have revealed that 81% of companies interviewed using SAP, do not fully exploit the software’s ability to optimise business processes, though 61% stated that SAP offers very good process optimisation opportunities.[CS01] Therefore this paper evaluates popular life cycle models with respect to their suitability to implement Standard Software in a process driven way.

Addressing Highly Dynamic Changes in Service-Oriented Systems

2013 ◽  
pp. 33-46 ◽  
Author(s):  
Andreas Metzger ◽  
Elisabetta Di Nitto
Keyword(s):  
Life Cycle ◽  
Service Life ◽  
Historical Development ◽  
Software Systems ◽  
Life Cycle Model ◽  
Service Oriented ◽  
Reference Service ◽  
Self Adaptation ◽  
Service Life Cycle ◽  
Oriented System

This chapter sets out to introduce relevant foundations concerning evolution and adaptation of service-oriented systems. It starts by sketching the historical development of software systems from monolithic and mostly static applications to highly-dynamic, service-oriented systems. Then, it provides an overview and more thorough explanation of the various kinds of changes that may need to be faced by service-oriented systems. To understand how such changes could be addressed, the chapter introduces a reference service life-cycle model which distinguishes between evolution, viz. the manual modification of the specification and implementation of the system during design-time, and (self-)adaptation, viz. the autonomous modification of a service-oriented system during operation. Based on the discussion of the key activities prescribed by that life-cycle, the chapter elaborates on the need for agility in both adaptation and evolution of service-oriented systems.

Implementing ERP Systems in Multinational Projects

2011 ◽  
pp. 252-288
Author(s):  
Heinz D. Knoell ◽  
Lukas W.H. Kühl ◽  
Roland W.A. Kühl ◽  
Robert Moreton
Keyword(s):  
Success Factors ◽  
Business Processes ◽  
The United States ◽  
Erp Systems ◽  
Erp Implementation ◽  
Real Effects ◽  
The Third ◽  
Lifecycle Model ◽  
Standard Software ◽  
Oriented Approach

In this chapter we present the factors for the success of ERP implementation projects. In the first section, we present the outcome of three surveys on the process and success factors for ERP projects. The first survey was undertaken in 2003 in Germany, the second in 2004 in the United States, and the third in 2006 in Turkey. The results are discussed in light of Hofstede’s model of cultural factors. In the second section we evaluate common ERP lifecycle models. In spite of the great variety of potential advantages, it is also necessary to illuminate the real effects of standard ERP software in practice. Recent studies have revealed that 81% of German companies interviewed using SAP do not fully exploit the software’s ability to optimize business processes, though 61% stated that SAP offers very good process optimization opportunities (Ploenzke, 2000). Therefore we evaluated popular lifecycle models with respect to their suitability to implement standard software in a process-driven way (Kuehl & Knoell, 2002). In the third section we present a semi-process-oriented approach lifecycle model for the implementation and release changeover of ERP systems. This lifecycle model was developed from the authors’ experience in practice, and its practical relevance was evaluated in real-world projects. This approach is also assessed in light of the criteria presented in the second section.

Life Cycle of ERP Systems

2005 ◽  
pp. 1844-1849
Author(s):  
Cesar Alexandre de Souza ◽  
Ronaldo Zwicker
Keyword(s):  
Life Cycle ◽  
Enterprise Resource Planning ◽  
Multinational Firms ◽  
Business Processes ◽  
Resource Planning ◽  
Integrated Systems ◽  
Erp Systems ◽  
Erp System ◽  
New Business ◽  
Business Requirements

The 90’s witnessed an impressive growth of Enterprise Resource Planning (ERP) systems in the market of corporate IT solutions. For instance, O´Leary (2000) reports that a single ERP system (SAP´s R/3) is used by more than 60% of the multinational firms. Among the explanations for this phenomenon are the competitive pressures suffered by the companies that have forced them to seek alternatives for cost reduction, differentiation of products and services and integration of their business processes. The ERP systems evolved exploiting the need for quick deployment of integrated systems to meet these new business requirements, while companies were (and still are) under pressure to outsource all the activities that are not embraced by their core business.

ERP and the Best-of-Breed Alternative

2011 ◽  
pp. 1420-1425
Author(s):  
Joseph Bradley
Keyword(s):  
Enterprise Resource Planning ◽  
Information Needs ◽  
Business Processes ◽  
Resource Planning ◽  
Software Systems ◽  
Erp Systems ◽  
Erp System ◽  
Business Press ◽  
Single Vendor ◽  
Erp Software

Enterprise resource planning (ERP) systems are off-theshelf software systems that claim to meet the information needs of organizations. These systems are usually adopted to replace hard-to-maintain legacy systems developed by IS departments or older off-the-shelf packages that often provided only piecemeal solutions to the organization’s information needs. ERP systems evolved in the 1990s from material requirements planning (MRP) systems developed in the 1970s and manufacturing resources planning (MRPII) systems developed in the 1980s. ERP systems serve the entire organization, not just material or manufacturing planning. One advantage of ERP is that it integrates all the information for the entire organization into a single database. Implementation of ERP systems has proven expensive and time consuming. Failed and abandoned projects have been well publicized in the business press. ERP systems are “expensive and difficult to implement, often imposing their own logic on a company’s strategy and existing culture” (Pozzebon, 2000, p. 105). Most firms utilize a single software vendor for the complete ERP system throughout their organizations. The integrated nature of ERP software favors this single-vendor approach. An alternative strategy adopted by some firms is the best-of-breed approach, where the adopting organization picks and chooses ERP functional modules from the vendor whose software best supports its business processes. Organizations adopting best of breed believe that this approach will create a better fit with existing or required business processes, reduce or eliminate the need to customize a single-vendor solution, and reduce user resistance. Jones and Young (2006) found that 18% of companies used this approach to select ERP software packages. This article examines what the best-of-breed strategy is, when it is used, what advantage adopting companies seek, examples of best-of-breed implementations, and differences in implementation methods.

An ERP Life-Cycle Cost Model

2005 ◽  
pp. 111-116
Author(s):  
José Esteves ◽  
Joan Pastor
Keyword(s):  
Life Cycle ◽  
Problem Solving ◽  
Information Flow ◽  
Enterprise Resource Planning ◽  
Life Cycle Cost ◽  
Cost Model ◽  
Resource Planning ◽  
Integrated Systems ◽  
Software Systems ◽  
Erp Systems

Nowadays, the enterprise resource planning (ERP) products and services industry is one of the most promising. Through the usage of ERP systems such as SAP, BAAN, Peoplesoft and Oracle, organizations try to integrate the information flow of the different business areas and, at the same time, improve efficiency and reduce costs. Theoretically, these integrated systems provide large functionality in terms of problem solving associated with data flow when they are integrated with different software systems.

scholarly journals Smart Development Model - To Overcome Cons of Existing Models

2020 ◽  
pp. 988-991
Author(s):  
Sivaramakrishnan S
Keyword(s):  
Life Cycle ◽  
Software Development ◽  
Business Intelligence ◽  
Business Processes ◽  
Development Model ◽  
Life Cycle Model ◽  
Cycle Model ◽  
Lifecycle Model ◽  
Key Issues

This document tries to analyze and get a look at various cons of existing models for software development and tries to evolve a new smart development model for software, in order to make better quality software with key issues and concepts handled in the life cycle model itself. It is going to help in building business processes and business intelligence at the same time as the software evolves through a smart lifecycle model.

scholarly journals Business Modeling in Process-Oriented Organizations for RUP-Based Software Development

2011 ◽  
pp. 98-117 ◽  
Author(s):  
Francisco J. Duarte ◽  
João M. Fernandes ◽  
Ricardo J. Machado
Keyword(s):  
Software Development ◽  
Process Model ◽  
Development Process ◽  
Business Processes ◽  
Software Systems ◽  
Business Modeling ◽  
Hierarchical Arrangement ◽  
Develop Software ◽  
Software House ◽  
Process Oriented

Several organizations are nowadays not particularly comfortable with their internal structuring based on a hierarchical arrangement (sub-divided in departments), where collaborators with a limited view of the overall organization perform their activities. Those organizations recognize the need to move to a model where multi-skilled teams run horizontal business processes that cross the organization, and impact suppliers and clients. To develop software systems for any organization, the development process must always be appropriate and controlled. Additionally for organizations who want to migrate to a horizontal business processes view, it is required to model the organizational platform where the organizational processes will run. This necessity is also true when the organization under consideration is a software house. In this chapter, a proposal of a generic framework for process-oriented software houses is presented. The way of managing the process model and the instantiation of their processes with the Rational Unified Process (RUP) disciplines, whenever they are available, or with other kind of processes is recommended as a way to control and define the software development process. To illustrate the usefulness of the proposal, it is presented how the generic reference framework was executed in a real project called “Premium Wage” and shown, in some detail, the created artifacts (which include several UML models) during the development phases following the RUP disciplines, especially the artifacts produced for business modeling.

Addressing Highly Dynamic Changes in Service-Oriented Systems

2014 ◽  
pp. 164-177 ◽  
Author(s):  
Andreas Metzger ◽  
Elisabetta Di Nitto
Keyword(s):  
Life Cycle ◽  
Service Life ◽  
Historical Development ◽  
Software Systems ◽  
Life Cycle Model ◽  
Service Oriented ◽  
Reference Service ◽  
Self Adaptation ◽  
Service Life Cycle ◽  
Oriented System

This chapter sets out to introduce relevant foundations concerning evolution and adaptation of service-oriented systems. It starts by sketching the historical development of software systems from monolithic and mostly static applications to highly-dynamic, service-oriented systems. Then, it provides an overview and more thorough explanation of the various kinds of changes that may need to be faced by service-oriented systems. To understand how such changes could be addressed, the chapter introduces a reference service life-cycle model which distinguishes between evolution, viz. the manual modification of the specification and implementation of the system during design-time, and (self-)adaptation, viz. the autonomous modification of a service-oriented system during operation. Based on the discussion of the key activities prescribed by that life-cycle, the chapter elaborates on the need for agility in both adaptation and evolution of service-oriented systems.

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