A multicriteria approach for risks assessment in ERP maintenance

Enterprise resource planning (ERP) systems cannot remain static after their implementation, they need maintenance. ERP maintenance is a key process required by the rapidly changing business environment and the usual software maintenance needs. However, these projects are highly complex and risky. So, the risks management associated with ERP maintenance projects is crucial to attain a satisfactory performance. Unfortunately, ERP maintenance risks have not been studied in depth. For this reason, this paper presents a general risks taxonomy. It gathers together the risks affecting the performance of ERP maintenance. Moreover, the authors use the analytic hierarchy process (AHP) methodology to analyze the risks factors identified. It helps managers, vendors, consultants, auditors, users and IT staff to manage ERP maintenance better. Results suggest that the most critical stage in ERP maintenance is the first phase, which receives, identifies, classifies and ranks the software modification. The most important hazards in ERP maintenance are the cooperation and commitment of ERP users and managers.     

基于AHP层次分析法评估制造业ERP项目风险

ERP系统实施的风险评估一直是确保企业成功实施ERP的关键。根据国内企业实施ERP系统的现状,通常可掌控的风险有软件风险、实施风险和管理风险等企业内部风险。因此该文针对ERP软件选型影响因素众多,且评价信息具有模糊性的特点,在此基础上引入AHP层次分析法建立ERP系统实施风险评估模型,对ERP实施过程中的风险进行评估,应用AHP算法找出影响实施成功的关键风险因素。     

Using Fuzzy Analytic Network Process to assess the risks in enterprise resource planning system implementation

The aim of this paper was to evaluate the risk level for both intra-organizational cultures and for different industries in implementing an enterprise resource planning (ERP) system. This study adopts the Fuzzy Analytic Network Process (FANP) method to assess ERP implementation risks, which were categorized into four dimensions: management and execution, software system, users, and technology planning. An empirical survey was conducted that utilized the collected survey data of 20 ERP experts in Taiwan to assess, rank, and improve the critical risks of ERP implementation via the FANP method. Based on the results of the FANP method, a follow-up survey of ERP end-users in different departments of three industries was conducted to assess how intra-organizational cultures and cross-industries affect users’ perceived risks a real world scenario. Our research results demonstrated that “lack of management support and assistance” is vital risk for a successful ERP implementation. Top management support and involvement are crucial and essential factors to the success of a firm's ERP implementation. “Ineffective communication with users” was found to be the second highest risk factor. The benefits of using the FANP method for evaluating the risk factors come from the clear priority weights between alternatives. Finally, this study provides suggestions to help enterprises decrease ERP risks, and enhance the chances of success of ERP implementations among intra-organizational cultures and across-industries.     

Active ERP implementation management: A Real Options perspective

Although enterprise resources planning (ERP) implementation has been one of the most significant challenges of the last decade, it comes with a surprisingly high failure rate due to its high risk nature. The risks of ERP implementation, which involve both technical and social uncertainties, must to be effectively managed. Traditional ERP practices address the implementation of ERP as a static process. Such practices focus on structure, not on ERP as something that will meet the needs of a changing organization. As a result, many relevant uncertainties that cannot be predefined are not accommodated, and cause the implementation fail in the form of project delay and cost overruns. The objective of this paper is to propose an active ERP implementation management perspective to manage ERP risks based on the Real Options (RO) theory, which addresses uncertainties over time, resolves uncertainties in changing environments that cannot be predefined. By actively managing ERP implementation, managers can improve their flexibility, take appropriate action to respond to the often-changing ERP environment, and achieve a more successful ERP implementation.     

Community Collaboration for ERP Implementation

The paper discusses the enterprise resource planning (ERP).ERP implementation solves business problems by customizing and integrating off-the-shelf enterprise software packages. A successful ERP implementation involves extensive collaboration and communication among the customer, implementation consultancy, and software vendor. Collaboration allows implementation personnel from different organizations to utilize each other's experiences. An example of this is the Web 2.0. A Web 2.0 knowledge repository system can reduce costs, improve quality, and lower the risks of ERP implementations.Through the case study, the key desired features for Web 2.0 knowledge repository system to support ERP implementations were defined. Epics was designed to fulfill these requirements and developed a prototype. Epics can be used by software vendors, ERP consulting firms, and ERP users. Human aspects play a critical role in ERP implementation. ERP implementation quality depends largely on how the implementation personnel's knowledge and past experiences are reused and communicated. Although knowledge reuse, collaboration, and communication are important for all software projects, they're particularly critical in ERP implementation owing to its unique challenges.     

ERP evaluation during the shakedown phase: lessons from an after-sales division

Abstract.  Integrated information systems and operational efficiency are both pivotal issues for contemporary firms. While there is substantial evidence that enterprise resources planning (ERP) systems can deliver related improvements, the implementation of these systems can turn out to be a very complex and risky task. One key aspect of managing these risks is maintaining operational momentum and preventing possible problems from escalating in the so-called shakedown phase shortly after system implementation. The objective of this paper is to examine how user evaluations of ERP system success could be used to trace down the source of potential problems, which can arise during the shakedown phase, and how and why experienced system success might vary between different user groups. The paper builds on a case study completed in the after-sales division of a large multinational organization. This context is considered a fruitful empirical setting for the study as the business sets enormous demands for ERP system functionality and its smooth implementation. Based on the case study, it is argued that in such a context the importance of sufficient user skills, data reliability and intra-organizational communication becomes emphasized in the ERP implementation process. Moreover, results illustrate how downstream operations and customer relations are particularly vulnerable to problems accumulated in upstream business processes. Related problems can potentially form a self-fulfilling cycle, where the lack of skills and information constantly deteriorates both user perceptions and actual operational performance.     

ERP实施风险分析与管理

ERP体现了当今国际上先进的企业管理理论，是企业信息化集成的最佳方案。然而，目前普遍存在着ERP系统实施成功率不高的状况。本文分析了ERP实施阶段存在的主要风险，并提出了风险管理对策。     

应用AHP层次分析法评估ERP项目风险

风险评估是项目风险管理的基础，是确保ERP项目成功实施的关键。根据国内企业的ERP实施现状，分析了实施ERP项目存在的三大风险：软件风险、实施风险和管理风险。在此基础上引入AHP层次分析法建立ERP系统实施风险评估模型，结合山西恒康ERP实施项目，对ERP实施过程中的风险进行评估，应用AHP算法找出影响实施成功的关键风险因素。     

基于微服务架构的企业ERP设计与应用

随着云计算、大数据的发展,以及企业应用的规模、复杂度增加和产品需求不断扩展,传统单体式架构ERP系统中存在可扩展性差、灵活性低等弊端.本文提出了使用微服务架构来构造企业应用,首先分析了微服务架构的特点,针对微服务架构的服务独立、低耦合、可扩展等优势,设计了基于微服务的企业ERP系统架构,解决了ERP开发中接口协作问题,提出基于微服务的实现技术Spring Cloud来重构应用,最后详细论述了在开源环境下微服务应用开发过程.包括Spring Boot子系统构建、服务注册中心搭建、负载均衡架构设计、网关设计等,并完成了系统的接口和性能测试,论证了基于微服务架构系统的易维护、扩展等优势.     

Strategic alignment of ERP implementation stages: An empirical investigation

We applied the notion of strategic alignment to ERP system implementation and used a balanced scorecard approach to analyze business performance. The PLS analysis showed a positive association between realized strategic alignment, shorter and more cost efficient ERP projects, faster reaction times to business events, and the benefits of ERP systems. While each stage of ERP implementation has its inherent intricacies, we concluded that there was a substantial interdependency between the stages of ERP implementation and the success factors in one stage influencing the success of another.     

Implementing enterprise resource planning systems: organizational performance and the duration of the implementation

This paper examines the impact of the duration of ERP implementation on firm performance both during and after implementation. Organizations choose either an accelerated implementation approach or a traditional (longer) implementation approach. The former approach gives the organization the advantage of speed, but the disadvantage of fitting its processes to that of a packaged (thus, undifferentiated from competitors) ERP. The latter approach allows the organization to redesign strategy and processes, and thus, search for ways to be unique from its competition. The study uses a regression model to capture the changes in various performance measures during and after implementation between firms that implemented the ERP, using the performance measure of a matched group of firms that did not implement an ERP as a benchmark/control sample, on the basis of the duration of the implementation. Financial data from Compustat, and data on start date and end date of ERP implementation between 1990 and 2005 for firms in the Oil and Gas industry was collected from an ERP vendor. Results show that measures such as return on sales improved after implementation. However, measures such as inventory turnover, which reflect operational benefits, improve during implementation. We find that accelerated implementation confers both operational and strategic benefits. This study highlights the strategic consequences of the different choices of implementation.     

A step-by-step performance assessment and improvement method for ERP implementation: Action case studies in Chinese companies

The implementation of enterprise resource planning (ERP) is a complex process, and the failure rate remains very high. The literature has reported over 80 critical success factors for ERP implementation, but companies typically do not know to exploit them. In this article, a step-by-step assessment and improvement method for ERP implementation is proposed and applied in three companies. First, a five-stage ERP implementation model is proposed. Second, about 80 critical success factors (CSFs) from the literature are elaborated into key performance indices (KPIs), which are associated with each stage of ERP implementation by ten local ERP experts. Third, the weights of the KPIs are calculated using the Dumpster–Shafer method and the evaluation of ten experts. During the implementation process, performance is measured at each stage and remedial actions are identified if the performance is below expectation. An implementation flowchart is developed based on a five-stage model and the philosophy of continuous improvement. Three action cases in Chinese manufacturing companies are conducted to illustrate the effects of the assessment model, which is also currently being used by a consulting company specialising in ERP implementation. With further evaluation by local experts, the model has the potential to serve as a guideline for ERP implementation in other countries.     

A decision model and system for planning and adapting the configuration of enterprise information systems

The decision to invest in an enterprise information system is usually made without taking into account the different types of subsequent decisions and without understanding the hidden implications of making them. This paper presents a decision-making model named DecISIonAl used to evaluate and manage implementation risks on ERP and CRM projects before the actual investment is made. This model was implemented into a web-based system to facilitate configuring, comparing, and selecting implementation plans by evaluating their impact in terms of cost, time, benefits, human resources capabilities, and risks. We apply our decision model to investment case studies in two enterprises. The results show a level of compliance between 80% and 83% when comparing the implications estimated by simulated scenarios and the actual investments.     

Using immune designed ontologies to monitor disruptions in manufacturing systems

Manufacturing systems are subject to several kinds of disruptions and risks, which may break the continuity of workflows, disturb pre-set organization, and prevent the production system from reaching its expected levels of performance. Several approaches were proposed to deal with manufacturing system disruptions and risks. Unfortunately, most of them focus more on explaining the causes of the disruption/risk, rather than on determining disruption/risk effects on workflows, pre-set organization and expected performance. Existing approaches usually operate off-line, thus missing current and accurate data about plant activities and changing conditions. Most of them do not offer concepts that allow the design of computerized tools dedicated to disruption/risk monitoring and control. In this paper, we rely on biological immunity to guide the design of a knowledge-based approach, and to use it to monitor disruptions and risks in manufacturing systems. The suggested approach involves functions specifically dedicated to deal with a variety of disruptions and risks, such as detection, identification of consequences and reaction to disruptions. This architecture is intended to be embedded within industrial information and decision support systems, such as ERP (« Enterprise Resource Planning ») and MES (« Manufacturing Execution System »). A prototype implementation using ontologies and multi-agent systems shows the relevance of the suggested approach in monitoring disruptions and risks. A simplified example from the steel industry illustrates the kind of support that can be provided to decision makers.     

Managing the full ERP life-cycle: Considerations of maintenance and support requirements and IT governance practice as integral elements of the formula for successful ERP adoption

Companies adopting enterprise resource planning (ERP) systems have often focused primarily on implementation-related factors while neglecting those of post-implementation. As a result, the usefulness and operation of the ERP systems, once installed, are compromised. This research adopted a case study approach to demonstrate that ERP adoption efforts that fail to pay attention to post-implementation requirements (especially those relevant to maintenance and support (M&S)) from an early stage in the project lifecycle will face dire consequences. It points out that poor planning and management of M&S services can imperil the normal operations of an ERP system and the daily activities of a business. With the life span of ERP systems getting shorter, sound M&S practices can extend their life and create a stable system platform to support efficient and effective business operations. M&S issues deserve to be considered as integral elements among the critical success factors (CSF) of ERP adoption projects. In other words, ERP success requires a full lifecycle perspective to be taken by adopting companies. With lessons having been learned from the mistakes in the first project, the company in this case study revamped its ERP implementation second time out, with due consideration being given to M&S strategies and practices from project initiation onward in order to realize a stable, usable, and maintainable system. The case study explores and identifies the critical success factors (CSF) of ERP adoption, and shows that M&S must be included as a key element from the outset and throughout the system lifecycle. Our findings capture a great deal of experience for any ERP adopting companies to follow in order to avoid learning costly lessons both in implementation and subsequent M&S throughout the lifespan of the system. A set of propositions is also presented for academic researcher to consider in future ERP research endeavors.     

Avoiding the Pitfalls of Erp System Implementation

ERP implementation is a massive undertaking fraught with risk. This article is filled with practical advice for minimizing these risks. It looks at the technical, operational, and legal aspects of ensuring a satisfactory ERP deployment.     

实施Oracle ERP系统的一些经验

以中国移动通信公司实施Oracle ERP系统为背景,根据作者参与项目得到的经验教训,探讨了实施Oracle ERP系统的关键问题,并总结出了一些ERP系统实施过程中应高度注意的事项。     

Rethinking ERP success: A new perspective from knowledge management and continuous improvement

Most IS research about ERP implementation stops short at system start-up and seldom addresses post-implementation issues. However, ERP implementation is a continuous improvement effort and continued efforts after system start-up will influence the ultimate success of an ERP implemented system. We defined a four-phase ERP refinement model that incorporated knowledge management (KM) into each major implementation phase. This knowledge-enhanced ERP implementation model adds insights when used to investigate ERP success. It also provides practitioners with a guideline for incorporation of KM into their ERP strategy to improve success rates of ERP systems.     

基于ITIL的石油销售ERP运维体系构建

该文详细介绍了基于ITIL的石油销售ERP运维体系构建,首先介绍了ITIL的含义,结合石油销售ERP的特点和ITIL方法论,重点讲述运维体系的三层架构,操作流程中的权责细化,运维管理体制,管理体制和考核机制,为石油销售ERP系统运行维护提出一些方法。     

基于领域工程方法的新一代ERP系统研究

针对当前ERP系统提高可重构性研发中存在的不足,本文按照领域工程的实施过程．对新一代ERP系统分别进行了需求分析、软件体系结构设计和应用系统实施方面的研究,重点分析领域内变化性需求的处理,最后提出了响应领域内变化性需求的实施策略。