Facilitating Transformations in It: Lessons Learned Along the Journey

In many IT organizations, in response to change, people must work longer and harder. While people can do this in the short run, the short run has become the long run in many IT organizations. This trend must be quickly altered or the company's success will be negatively affected. Given a tight labor market for IT workers and ever-increasing job stress, the key to a sustained competitive advantage through people is the learning organization. the transformation to the learning organization must begin with the “whys” and “hows.” in addition, IT leadership must tell and show people that there is light at the end of the tunnel.     

A tale of two coalitions – marginalising the users while successfully implementing an enterprise resource planning system

Classic analyses of system implementations view user participation as a key element for successful implementation. However, under some conditions, avoiding user participation offers an alternative route to a successful implementation; this is advisable especially when the user network is weak and aligning user needs with the technological capabilities will take too much resource. To illustrate such situation, we analyse how a successful implementation outcome of an enterprise resource planning (ERP) system emerged in a recently established conglomeration of two previously independent universities. The ERP was used to replace several legacy student administration systems for both political and functional reasons. It was deemed successful by both project consultants and the new university's management while the users were marginalised (‘black boxed’) and left to ‘pick up the pieces’ of an incomplete system using traditional methods such as shadow systems and work‐a‐rounds. Using a process approach and an actor–network theory ‘reading’ of related socio‐technical events, we demonstrate how three networks of actors – management, the project team and the administrative users – collided and influenced the implementation outcome and how the management and project network established the ERP as a reliable ally while at the same time the users – while being enrolled in the network – were betrayed through marginalisation. Our analysis also suggests a useful way to conduct a ‘follow the network’ analysis explaining and accounting for the observed implementation outcome. We illustrate the benefits of using a socio‐technical processual analysis and show how stable actor networks must be constructed during large‐scale information technology change and how different actor groups perceive and influence differently the implementation outcome.     

The consistency among facilitating factors and ERP implementation success: A holistic view of fit

Traditionally, various ERP implementation factors have been deemed critical to success within diverse business environments. The interaction relationships among these ERP implementation success factors, however, have been overlooked. The objective of this study is to explore the interaction patterns among the ERP implementation success factors from a covariation (co-alignment) perspective. We conceptualize the “consistency” among the factors that facilitate ERP implementation and evaluate them in terms of their positive impact on successful ERP implementation. The results from a field survey of 90 Taiwanese manufacturing firms show that the “consistency” among these facilitating factors of ERP implementation had a significant positive impact on ERP implementation success. The factors examined in this study include vendor support, consultant competence, ERP project team member competence, ERP project manager leadership, top management support, and user support. Implications for managers and researchers conclude this study.     

Implementing ERP in Manufacturing

The authors interviewed IT and other personnel at 30 manufacturing firms of various sizes to discover the major issues concerning the implementation of enterprise resource planning (ERP). Among the conclusions reached, the authors were surprised to learn that smaller organizations implementing ERP with a “big-bang” approach proved more successful than larger firms using a gradual rollout.     

ERP software implementation: an integrative framework

ERP implementation is a socio-technical challenge that requires a fundamentally different outlook from technologically-driven innovation, and will depend on a balanced perspective where the organisation as a total system is considered. ERP implementation is considered to rely on behavioural processes and actions. It is a process that involves macro-implementation at the strategic level, and micro-implementation at the operational level. This therefore means that implementation in the context of ERP systems is not possible through an ON/OFF approach whereby deployment of the new systems will necessarily yield the desired and expected results. Understanding the implementation process through a balanced perspective will therefore prevent any unpleasant surprises, and will ensure and guide the change process to be embedded in a painless fashion. The balanced perspective means that socio-technical considerations must be borne in mind; the strategic, tactical and operational steps clearly defined; and the expected benefits evaluated and tracked through creating seamless and solid integration. This paper proposes an integrative framework for ERP implementation based on an extensive review of the factors and the essential elements that contribute to success in the context of ERP implementation.     

Building an Application Security Program

As security professionals we have a good handle on securing our perimeters, yet security compromises continue to rise. Hackers have found a new attack vector and are successfully exploiting it. Application exploits are to blame for this rise in security compromises and security professionals need to identify and secure the application.

While risk cannot be completely eliminated, a strong Application Security Program can identify and mitigate these risks to a more manageable level. Organizational support, framework selection, and adherence to compliance and regulatory requirements are vital to the success of the program and the security of your applications. If you lack any of these elements the program will fail. There are many frameworks to choose from, so careful consideration must be taken to ensure the right framework is chosen for your organization.

A successful Application Security Program will be fully integrated within the SDLC. It will enable your organization to identify and remediate risks with applications. If implanted and executed effectively it will also meet the requirements for FISMA compliance.     

Managing readiness-relevant activities for the organizational dimension of ERP implementation

An organization requires performing readiness-relevant activities to ensure successful implementation of an enterprise resource planning (ERP) system. This paper develops a novel approach to managing these interrelated activities to get ready for implementing an ERP system. The approach enables an organization to evaluate its ERP implementation readiness by assessing the degree to which it can achieve the interrelated readiness relevant activities using fuzzy cognitive maps. Based on the interrelationship degrees among the activities, the approach clusters the activities into manageable groups and prioritizes them. To help work out a readiness improvement plan, scenario analysis is conducted.     

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.     

Drivers, barriers and critical success factors for ERPII implementation in supply chains: A critical analysis

This paper reviews existing literature to determine the drivers of and barriers to Enterprise Resource Planning II (ERPII) implementation. The ERPII literature is then extended through interviews with potential players in ERPII implementations to identify the critical success factors (CSFs) or preconditions required for successful implementation throughout supply chains. These interviews were conducted with leading ERP vendors/consultants and organisations involved in the entire supply chain to gather evidence on the success, or lack thereof, of ERPII implementations. The results were compared and contrasted to existing literature on ERPII, collaborative networks, and the extended enterprise. We found more barriers to than drivers of successful ERPII implementation. This leads prospective implementers to have a pessimistic forecast for ERPII implementation success. Our research reveals that main reason for this negativity is a general lack of understanding and appreciation of the capabilities of the extended enterprise network. Second, the research presents two sets of CSFs: CSFs which apply to traditional ERP and carry forward to apply to ERPII, and CSFs that are tailored to the new needs for successful ERPII implementations. Finally, the research questions the suitability of ERPII in today’s modern business environment, and suggests that technology may have overtaken management’s capabilities to capture the full benefits of such an advanced enterprise system. Future trends in ERPII development are also considered in an attempt to find the next phase in the enterprise system life cycle. Beyond ERPII, the research suggests that infrastructure such as large-scale business intelligence (BI) systems must be heavily incorporated into modern enterprise systems to fully understand how information flows throughout an organisation and to make sense of that information.     

Using a case study to test the role of three key social enablers in ERP implementation

The literature indicates that three key social enablers—strong and committed leadership, open and honest communication, and a balanced and empowered implementation team are necessary conditions/precursors for successful enterprise resource planning (ERP) implementation. In a longitudinal positivist case study, we find that, while all three enablers may contribute to ERP implementation success, only strong and committed leadership can be empirically established as a necessary condition. This presents a challenge to future ERP researchers for resolving apparent contradictions between the existing literature and the results of our analysis. One possible direction for future research would be to undertake an interpretive re-examination of the rationalisitic assumptions that underlie much of the existing literature on ERP systems implementation.     

CIM—the integration of manufacturing and information systems

The integration of computers within the manufacturing environment has long been a method of enhancing productivity. Their use in many facets of a manufacturing enterprise has given industries the ability to deliver low-cost, high-quality competitive products. As computer technology advances, we find more and more uses for new hardware and software in the enterprise. Over a period of time, we have seen many “islands” of computer integration. Distinct, fully functional hardware and software installations are a common base for many industries. Unfortunately, these islands are just that, separate, distinct and functional but non-integrated. The lack of integration within these information systems make it difficult for end users to see the same manufacturing data. We are finding the need for a “single image” real-time information system to provide the enterprise with the data that is required to plan, justify, design, manufacture and deliver products to the customer. Unfortunately, many industries have a large installed base of hardware and software. Replacement of current systems is not a cost-justified business decision. An alternative would be the migration of current systems to a more integrated solution. The migration to a computer-integrated manufacturing (CIM)-based architecture would provide that single image real-time information system.

The effort and skills necessary for the implementation of a CIM-based architecture would require active participation from two key organizations: Manufacturing and information systems (I/S). The manufacturing engineers, process engineers and other manufacturing resource would be the cornerstone for obtaining requirements. The ability to effectively use I/S is a critical success factor in the implementation of CIM. I/S has to be viewed as an equal partner, not just as a service organization. Manufacturing management needs to understand the justification process of integrating computer systems and the “real” cost of integration versus the cost of non-integrated manufacturing systems. The active participation of both organizations during all phases of CIM implementation will result in a effective and useful integrated information system.     

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.     

When success turns into failure: a package-driven business process re-engineering project in the financial services industry

This article discusses a Business Process Re-engineering project that involved the implementation of an enterprise resource planning software package. Although the project was deemed to be a success when the system was first delivered, this initial success soon turned to failure. While the short-term financial results were spectacular, the long-term implications of the changes were more worrying. This paper raises many questions about the meaning of “success.” In particular, it shows how a “successful implementation” can, within a relatively short space of time, turn into failure.     

Modeling maintenance projects risk effects on ERP performance

Worldwide organizations have made important efforts to replace their legacy information applications by ERP (Enterprise Resource Planning) solutions. However, a suitable system implementation does not guarantee the ERP adoption success. This also depends on the modifications carried out in the system during the ERP maintenance. The implementation process of these changes is risky and may negatively affect application performance. Therefore, practitioners must handle the existing ERP maintenance risks in order to preserve the system performance. Hence, we propose an innovative and flexible technique to manage risks impacts on ERP performance.     

Social activity indicators for groupware

Suppose you're a member of a few development teams, working with people who are geographically dispersed. You're using distributed groupware to work with your team mates. How do you decide when to work on a project and when to ignore requests to work on a project, when there are enough users on the groupware system to bother using it, who is available to answer a question, and which applications should get the most real estate on your screen? To help answer these questions, distributed groupware systems must indicate something about the social world they represent-who is on the system and what they are doing. User interfaces for groupware (or computer supported cooperative work (CSCW) applications) must therefore convey social information. It's energizing to know, for example, that your team mates are busy working away on a project. And it's nice to know when your friends or colleagues are available on a chat system. You might not need to know the semantics of the messages or documents involved, just that some activity is occurring. This is true for systems used by work groups as well as those used by an organization or a community of users. We think such social indicators should be a standard part of the CSCW user interface. On the basis of social psychology theory, we believe that a class of social indicator, which we call social activity indicators, is a simple, powerful way to improve user-interface functionality. Furthermore, social activity indicators are easy to build     

Large-scale simulations of self-organizing neural networks on parallel computers: application to biological modelling

In this contribution we report about a study of a very versatile neural network algorithm known as “Self-organizing Feature Maps” and based on earlier work of Kohonen [1,2]. In its original version, the algorithm addresses a fundamental issue of brain organization, namely how topographically ordered maps of sensory information can be formed by learning.

This algorithm is investigated for a large number of neurons (up to 16 K) and for an input space of dimension d900. To meet the computational demands this algorithm was implemented on two parallel machines, on a self-built Transputer systolic ring and on a Connection Machine CM-2.

We will present below

1. (i) a simulation based on the feature map algorithm modelling part of the synaptic organization in the “hand-region” of the somatosensory cortex,

2. (ii) a study of the influence of the dimension of the input-space on the learning process,

3. (iii) a simulation of the extended algorithm, which explicitly includes lateral interactions, and

4. (iv) a comparison of the transputer-based “coarse-grained” implementation of the model, and the “fine-grained” implementation of the same system on the Connection Machine.

     

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。     

Critical success factors for ERP implementation in SMEs

ERP implementation is regarded as complex, cumbersome and costly, and, very often, it exceeds the initial estimated resources. The process involves a thorough examination of the business processes in the organisation; selection of the best available software solution that matches the requirements of the enterprise; configuration of the selected systems;, training of staff; and customisation of the selected software solutions including development of required interfaces. Finally, the existing MIS of the organisation is replaced totally or partially by the new system. All the implementation processes should be carried out without affecting the daily operations across the whole enterprise. This can only be achieved by having an understanding of the key elements forming the infrastructure of the organisation, an effective plan for the implementation and an effective procedure to measure and evaluate the project throughout the implementation process. This paper presents the results of a study to identify and analyse the interrelationships of the critical issues involved in the implementation of ERP in small and medium sized enterprises (SMEs). Three basic research questions were addressed. First, what are the main critical success factors? Second, how do these factors interact throughout the implementation process? Third, which factors have their highest impact and in what stages? In order to answer these questions, over 50 relevant papers were critically reviewed to identify the main critical success factors (CSFs) for ERP implementation in large organisations. Then, the applicability of the identified CSFs to SMEs was investigated. Next, an industrial survey was also undertaken to identify which CSF has highest impact in what stages. The findings on relationships of the critical success factors have been utilised to develop a tool to monitor, and eventually improve, ERP implementations for SMEs. In the development of the tool, eight people from industry and academia with experience of ERP implementations were interviewed with the aim of validating the model being developed. The overall results provide useful pointers to the interplay of organisational and operational factors for the successful implementation of ERP.     

Ensuring e-business success by learning from ERP failures

Although enterprise resource planning may be the toughest project you've ever attempted, doing it right will be the key to implementing a successful e-business. Based on his own experiences with ERP projects in the 1990s, the author found that for your project to succeed, you must prevent problems in the following high-priority areas: e-business strategy; project management approaches; complex technology and systems; and end-user resistance. A small investment in understanding, analyzing, tracking, and preventing these major problems should pay off well, given that most such problems are common, expected, avoidable, and detectable early. One viable approach to reducing the likelihood of failure is to identify the crucial risks at each point of the project life cycle, then build plans to address them before they become real problems. The author found this technique useful in evaluating ERP projects and fully expect it to be useful for evaluating e-business system projects as well