Mapping and Data Base Modeling for Public Sector Strategic Enterprise Resource Planning

2013 ◽  
pp. 486-499
Author(s):  
J.D. Thomson
Keyword(s):  
Public Sector ◽  
Transaction Costs ◽  
Data Base ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
The Public ◽  
Database Model ◽  
Goods And Services ◽  
Trust Networks ◽  
Governance Systems

This Enterprise Resource Planning database model provides a systematic, logical and regular basis for the collection, collation, dissemination and mapping of strategic Enterprise Resource Planning data. Selective access to this accurate and timely data will improve public sector strategic Enterprise Resource Planning performance, accountability and administration. It will assist the public sector to be more effective and efficient in resource allocation and investment outcomes measurement, is transparent, and will encourage the development of trust, networks and social capital amongst public sector employees and their suppliers. The model has been successfully demonstrated through the establishment and analysis of an Enterprise Resource Planning data base with the Australian Department of Defence (ADoD). The Australian ADoD is a Federal Government Department with a FY 2008/9 spend of AU$9.3bn on products (goods and services), their support and maintenance, from almost every industry sector, on a global basis. While the implementation of Enterprise Resource Planning is usually viewed as a means of reducing transaction costs, in practice such implementation often increases transaction costs. Public sector bureaucratic hierarchies and their governance systems contribute to transaction costs. This research provides an Enterprise Resource Planning database model so that the public sector can achieve improved field mapping and strategic Enterprise Resource Planning using existing data and resources at lowest transaction cost.

Mapping and Data Base Modeling for Public Sector Strategic Enterprise Resource Planning

2011 ◽  
pp. 312-325
Author(s):  
J.D. Thomson
Keyword(s):  
Public Sector ◽  
Transaction Costs ◽  
Data Base ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
The Public ◽  
Database Model ◽  
Goods And Services ◽  
Trust Networks ◽  
Governance Systems

This Enterprise Resource Planning database model provides a systematic, logical and regular basis for the collection, collation, dissemination and mapping of strategic Enterprise Resource Planning data. Selective access to this accurate and timely data will improve public sector strategic Enterprise Resource Planning performance, accountability and administration. It will assist the public sector to be more effective and efficient in resource allocation and investment outcomes measurement, is transparent, and will encourage the development of trust, networks and social capital amongst public sector employees and their suppliers. The model has been successfully demonstrated through the establishment and analysis of an Enterprise Resource Planning data base with the Australian Department of Defence (ADoD). The Australian ADoD is a Federal Government Department with a FY 2008/9 spend of AU$9.3bn on products (goods and services), their support and maintenance, from almost every industry sector, on a global basis. While the implementation of Enterprise Resource Planning is usually viewed as a means of reducing transaction costs, in practice such implementation often increases transaction costs. Public sector bureaucratic hierarchies and their governance systems contribute to transaction costs. This research provides an Enterprise Resource Planning database model so that the public sector can achieve improved field mapping and strategic Enterprise Resource Planning using existing data and resources at lowest transaction cost.

Technology Contracting in the Public Sector

2011 ◽  
pp. 136-155
Author(s):  
Milton L. Petersen
Keyword(s):  
Public Sector ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Point Of View ◽  
Planning Systems ◽  
The Public ◽  
Modern Enterprise ◽  
Enterprise Resource Planning Systems ◽  
Complex Technology ◽  
Contracting Process

Many different types of large, complex technology-related initiatives (such as the implementation of modern enterprise resource planning systems) are now becoming more popular in the public sector, posing formidable challenges to the organizations undertaking them. This chapter examines, from the point of view of a practicing information technology attorney, various different challenges facing public entities in technology contracting, drawing on examples from various public-sector projects, as well as from relevant private-sector experiences. Observations and suggestions are provided with regard to the entire contracting process, from preparing for a project, networking with colleagues, and drafting an RFP, to the types of contractual provisions that might be appropriate in technology agreements, to suggested negotiation processes and strategies, to steps to take after the contracts are signed.

scholarly journals ERP ADOPTION BY PUBLIC AND PRIVATE ORGANIZATIONS – A COMPARATIVE ANALYSIS OF SUCCESSFUL IMPLEMENTATIONS

2012 ◽  
Vol 14 (3) ◽  
pp. 500-519 ◽  
Author(s):  
Maria do Céu Alves ◽  
Sergio Ivo Amaral Matos
Keyword(s):  
Public Sector ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Business Environment ◽  
Adoption Process ◽  
Public And Private ◽  
Erp System ◽  
The Public ◽  
Private Organizations ◽  
Deployment Time

The business environment has changed dramatically in the last years. The organizations are now more complex in terms of their structure and geographical dispersion. Daily, great amounts of information are produced and, to surpass these problems, organizations have invested in Enterprise Resource Planning systems (ERP). The same trends can be detected within the public sector. The interest generated by the ERP phenomenon is growing and the particularities of the public sector make specific studies necessary. Accordingly, the aim of this paper is to examine the adoption process of ERP systems by public and private organizations. Which ERP modules are mostly adopted? Which reasons legitimate ERP adoption? Using a survey research methodology, this study reveals that the need to increase the demand for real-time information, to obtain information for decision-making and the integration of applications appear as main reasons to implement an ERP system. Although the reasons given are the same for public and private organizations, the results of this study also show that the modules implemented are slightly different; the importance or dominance of each module may differ; and the deployment time is shorter in the public sector. Since comparative studies are relatively scarce, our work helps to reduce this knowledge gap.

scholarly journals Institutional change of cloud ERP implementation in the public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nizar Mohammad Alsharari
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Transformation Process ◽  
Decision Makers ◽  
Erp Implementation ◽  
Content Type ◽  
Erp System ◽  
The Public

Purpose This study aims to explain the transformation process from using regular enterprise resource planning (ERP) system into implementing Cloud ERP system in the UAE public sector. Design/methodology/approach The study uses a qualitative case study and analyzes the primary evidences from in-depth interviews with the case organization’s personnel. It conducts a thematic analysis of the interviews’ findings. Furthermore, the study uses secondary and tertiary resources from published sources comprising the case organization’s website and previous studies. Findings The findings demonstrated that the transformation process to Cloud ERP could result in different practical benefits in an organization’s controlling system, cost reduction and profitability. Conversely, results revealed that the effectiveness of implementing cloud ERP is dependable on the provider’s professionalism; hence resulting in issues related to minimized organizational independence. In addition, the paper’s findings provide evidenced clarifications about the controversial misconceptions of Cloud ERP’s privacy issues. Research limitations/implications The paper is exposed to the regular case studies limitations, as the study is a qualitative research studying one case company. Thus, the study findings should be strengthened by future quantitative researches on more companies with implying more statistical analysis. Practical implications The paper has important implications for practitioners and decision-makers, as it presents significant and reality-based information about Cloud ERP implementation’s benefits and drawbacks. It thus enhances decision-makers’ ability to make an appropriate and suitable decision about adopting the Cloud ERP in the public sector. Originality/value As Cloud ERP is still emerging, this study is one of the very few case studies that discuss and present some experienced benefits and issues related to Cloud ERP implementation in UAE Government. This study also uses transformation theory to analyze the data.

The Role of Management Consultants in Long-Term ERP Customization Trajectories

2012 ◽  
pp. 176-195
Author(s):  
Gian Marco Campagnolo
Keyword(s):  
Public Sector ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
The Public ◽  
Management Consultants ◽  
Relational Perspective ◽  
Enterprise Resource Planning Systems ◽  
Over Time

This chapter proposes an understanding of the role of management consultants in the implementation of Enterprise Resource Planning Systems in the Public Sector. The analysis is grounded on the case of an Italian Local Government in the course of 10 years. Each period corresponds to a different key client-consultant relationship and Public Sector situation. By using situational maps, the authors have highlighted the deeply contextual reflexivity between consultants and client organizations in configuring consultants’ advice over time. The purpose of the chapter is to replace “guru-istic” accounts with a more relational perspective that describes consultants as existing only in relation with their clients and the evolving Public Sector situation.

Enterprise Resource Planning

2010 ◽  
pp. 235-250
Author(s):  
John Douglas Thomson
Keyword(s):  
Enterprise Resource Planning ◽  
Department Of Defense ◽  
Resource Planning ◽  
High Tech ◽  
Database Model ◽  
Goods And Services ◽  
Knowledge Based ◽  
Part Time ◽  
The Many ◽  
Australian Department

The Enterprise Resource Planning (ERP) entrepreneurial venture challenge for the innovators was to develop an ERP database using standard generic database software within existing resources and available data at lowest cost in minimum time. The generic ERP database model so developed was completed as a part time task by two innovative entrepreneurs over twelve months for the Australian Department of Defense. They used standard generic database software, existing data, with no additional resources or external consultants. This action research was undertaken on a longitudinal basis by the two entrepreneurs networking closely with the many internal and external stakeholders. The Australian Department of Defense is a complex, high tech Australian Federal Government Department of around 90,000 employees. In 2008-09 the Australian Department of Defense will spend more than $9.6 billion acquiring and sustaining military equipment and services, and will employ over 7,500 people in more than 40 locations around Australia and overseas (Department of Defense, 2009). This comprises the procurement of defense capability products (goods and services) and their support and maintenance from almost every industry sector, on a global basis. Hundreds of small to large enterprises are dependent on the Australian Department of Defense for such orders. The anticipation of the developers of the ERP database was that this entrepreneurial venture could not only help the Australian Department of Defense become an inclusive knowledge based learning society, but subsequently provide an inexpensive database model for other organizations, large or small.

The Role of Management Consultants in Long-Term ERP Customization Trajectories

2013 ◽  
pp. 1053-1071
Author(s):  
Gian Marco Campagnolo
Keyword(s):  
Public Sector ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
The Public ◽  
Management Consultants ◽  
Relational Perspective ◽  
Enterprise Resource Planning Systems ◽  
Over Time

This chapter proposes an understanding of the role of management consultants in the implementation of Enterprise Resource Planning Systems in the Public Sector. The analysis is grounded on the case of an Italian Local Government in the course of 10 years. Each period corresponds to a different key client-consultant relationship and Public Sector situation. By using situational maps, the authors have highlighted the deeply contextual reflexivity between consultants and client organizations in configuring consultants’ advice over time. The purpose of the chapter is to replace “guru-istic” accounts with a more relational perspective that describes consultants as existing only in relation with their clients and the evolving Public Sector situation.

scholarly journals Empirical Assessment of Good Governance in the Public Sector of Malaysia

2019 ◽  
Author(s):  
Maizatul Akmar Khalid ◽  
Md. Mahmudul Alam ◽  
Jamaliah Said
Keyword(s):  
Public Sector ◽  
Good Governance ◽  
Primary Data ◽  
Policy Makers ◽  
The Public ◽  
Governance Systems ◽  
Governance Practices ◽  
The Status ◽  
Questionnaire Respondent ◽  
Service Groups

To improve the trust of citizens and delivery of services, employing good governance principles in the public sector is very crucial. Despite efforts to improve service delivery, criticisms and complains toward public services remain evident. This study aims to assess the status of good governance practices in the public sector of Malaysia. Primary data were collected from the responses of 109 department heads under 24 federal ministries to a survey questionnaire. Respondent perception of good governance practices was measured using a seven-point Likert scale and analyzed by descriptive statistics and path measurement modeling. Standard diagnostic tests were also conducted to check the reliability of the data and model. Results indicated that nine factors were significant in the measurement of good governance practices. However, very few people in the public sector of Malaysia practice fraud control, which is at the lowest intensity. Among the service groups, the engineer group practiced good governance at the highest level, whereas the health service group practiced good governance at the lowest level. Therefore, still there are scopes available to improve good governance systems to become more reliable and efficient public sector in Malaysia. Findings of the study will help policy makers improve the efficiency of the public sector of Malaysia and other countries.

scholarly journals METHODS AND WAYS OF ASSESSMENT OF LOSSES FROM CORRUPTION THEFT IN PUBLIC SECTOR OF ECONOMY

2019 ◽  
pp. 131-141 ◽  
Author(s):  
Sergei Aleksandrovich Konovalenko ◽  
Georgy Ismaylovich Harada ◽  
Nazirkhan Gadzhievich Gadzhiev
Keyword(s):  
Public Sector ◽  
Political Development ◽  
Negative Impact ◽  
The State ◽  
Public Funds ◽  
Public Companies ◽  
Financial Flows ◽  
The Public ◽  
Goods And Services ◽  
The Government

Implementation of the decisions made in the course of management of economic and socio-political development of the state causes the adequate financial flows forming the budgetary sphere of the state. The trouble in this sphere does not allow to provide the necessary level of economic growth, hampers reforming of the economy, makes negative impact on commercial and foreign economic activity, interferes with improvement of monetary and credit, tax, insurance and other spheres of the financial system of the Russian Federation. The offenses connected with corruption and theft of budget funds committed by officials at various levels significantly undermine the authority of the government, cause a growth of discontent of society and impact the social and economic situation in the country. The practice of identifying the offenses connected with theft of public funds and property shows that practically all spheres of the public sector of economy are, to a greater or lesser extent, subject to the risks of such crimes commitment. In this regard, a research of methods and ways of assessment of corruption theft amount in the public sector of the economy is an important and hot topic. The main types of public funds theft have been analyzed, including theft of budget funds allocated in the form of grants for targeted measures; theft by overcharging the prices of goods and services used for the state needs; the acquisition of inventory for personal use of the heads of public companies at the expense of the company, etc. The dynamics of the amount of budget crimes in the Ryazan region has been analyzed. It was inferred that corruption crimes in the public sector of the Ryazan region include fraud, abuse of power, abuse of authority, illegal participation in business, as well as taking bribes. A set of measures for preventing the above crimes has been proposed.

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