Enterprise Systems for Management / Edition 1

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Overview

Enterprise Systems for Management presents an introduction to the components of an enterprise (ERP) system as well as the process of implementing such a system in today's organizations. This first edition takes a more comprehensive approach than most other ERP books, placing major importance on the strategic role of enterprise systems.

This textbook can be used for an enterprise systems course in both graduate (MBA program) and undergraduate courses (MIS program). It is written to provide students with a comprehensive source for foundational concepts in ERP, supply chain management (SCM) and customer relationship management (CRM) systems.

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Product Details

  • ISBN-13: 9780132335317
  • Publisher: Prentice Hall
  • Publication date: 3/29/2008
  • Series: Alternative eText Formats Series
  • Edition description: Older Edition
  • Edition number: 1
  • Pages: 352
  • Product dimensions: 6.93 (w) x 9.10 (h) x 0.66 (d)

Table of Contents

Preface     xi
Acknowledgments     xvii
Introduction to Enterprise Systems for Management     1
Opening Case: Hershey's Enterprise 21 Project     2
Information Systems in Organizations     4
Role of IS in the Enterprise     6
Information Silos and Systems Integration     7
Enterprise Resource Planning (ERP) Systems     7
What is an ERP?     7
Evolution of ERP     9
Role of ERP in Business     10
ERP System Components     12
ERP Architecture     13
e-Business and ERP     16
Benefits and Limitations of ERP     17
ERP Implementation     18
ERP Life Cycle     19
ERP Implementation Strategies     20
Software and Vendor Selection     21
Operations and Post-Implementation     22
People and Organization     23
Project Management     23
Role of Consultants     23
Change Management     24
Business Process Reengineering     25
Global, Ethical, and Security Management     25
ERP Vendors     26
Key Vendors     26
Software Extensionsand Trends     27
Implications for Management     28
Real World Case: Rolls Royce's ERP Implementation     33
Systems Integration     35
Opening Case: Air Cargo's e-Enterprise System     36
Functional Silos     38
Horizontal Silos     38
Vertical Silos     39
Business Process and Silos     40
Evolution of IS in Organizations     42
IS Generations     44
IS Architectures     45
IS Functionalization     46
Systems Integration     47
Logical versus Physical SI     47
Steps in Integrating Systems     48
Benefits of System Integration     49
Limitations of System Integration     50
ERP and Systems Integration     51
ERP's Role in Logical Integration     51
ERP's Role in Physical Integration     52
Implications for Management     53
Real-World Case: Systems Integration at UPS Corp.     56
Enterprise Systems Architecture     58
Opening Case: Nestle's ERP Implementation     59
ERP Modules     61
Production Module     63
Purchasing Module      63
Inventory Management Module     64
Sales and Marketing Module     64
Finance Module     64
Human Resource Module     64
Miscellaneous Modules     64
Benefits of Key ERP Modules     65
ERP Architecture     66
Layered Architecture Example     67
Types of ERP Architectures     71
Two-Tier Architectures     71
Benefits and Limitations     73
Web-Based Architectures     74
Service-Oriented Architectures     76
Implications for Management     79
Real-World Cases: Wipro and MBH     81
Development Life Cycle     85
Opening Case: Of Men and Mice: An ERP Case Study     86
Systems Development Life Cycle     87
Traditional SDLC     88
Rapid SDLC Approaches     91
ERP Implementation Life Cycle     92
ERP Implementation Plan     93
ERP Implementation Methodology     93
Traditional ERP Life Cycle     94
Rapid ERP Life Cycles     99
ERP Life Cycle versus SDLC     103
Implications for Management     105
Real-World Case: Two Short Cases: OilCO & ExploreCO      108
Implementation Strategies     112
Opening Case: Aquatech International Corporation     113
ERP Components     114
Hardware     114
Software     115
People Resources     117
Third Party Products     117
Why Are They Needed?     117
Integration with ERP     118
Strategic Partners     118
Middleware     118
Support     119
Database Requirements     119
Understanding Transactional and Reporting Needs     119
Selecting the Database     119
Staffing and Database Administration     120
ERP Approaches     120
Governance     120
Implementation Methodology     123
What is a Vanilla Implementation?     124
Why Would You Consider a Vanilla Implementation?     125
When Should You Consider Modifying an ERP?     125
Benefits and Drawbacks     125
ERP Implementation Examples     126
Platform Issues     127
Servers     128
Network     128
Security     128
Disaster Recovery and Business Continuity      128
Implications for Management     129
Real-World Case: United States Army     131
Software and Vendor Selection     136
Opening Case: Oracle Wins Out Over SAP at Welch's     137
Vendor Research     138
Matching User Requirements to Features     141
Request for Bids     142
Vendor Analysis and Elimination     142
Contract Management and License Agreements     144
Implications for Management     145
Real World Case: Enterprise Solutions for Fruit and Vegetable Beverage Manufacturing     146
Operations and Postimplementation     156
Opening Case: Hugger-Mugger ERP Implementation     157
Go-Live Readiness     159
ERP Training     161
Stabilization     163
Postproduction Support     165
Knowledge Transfer     167
Implications for Management     169
Real-World Case: Hewlett-Packard SAP Implementation     171
Program and Project Management     189
Opening Case: ABC Manufacturing: A Hypothetical Case in Unresolved Issues     190
Project Team     192
Module Experts and Subject Matter Experts     194
Project Leadership      195
Critical Success Factors     198
Decision-Making Process     198
Project Scope     199
Teamwork     199
Change Management     200
Implementation Team & Executive Team     200
Managing Scope Creep     202
Implications for Management     203
Real-World Case: Human Resource Implementation at the Smithsonian Institute     205
Organizational Change and Business Process Reengineering     211
Opening Case: FoxMeyer Drugs     212
Reason for Change     213
Organizational Commitment     214
Change Management     215
Organization Project Management Maturity Model (OPM3)     215
Business Process Change     217
Business Process Re-engineering     217
BPR Methodology     218
Current BPR Tools     220
Project Organization     222
Project Roles and Responsibilities     224
Implications for Management     226
Real-World Case: Nike ERP Implementation     228
Global, Ethics and Security Management     245
Opening Case: Outsourcing at FERC     246
Outsourcing     247
What is Outsourcing?     247
Outsourcing Drawbacks     250
Offshore Outsourcing     250
Software as a Service (SaaS)     253
Outsourcing Best Practices     255
Ethics     257
Ethical Principles     258
Code of Ethics for ERP     262
Legal Issues     264
Software Licensing     264
Implementation Partners and Consultants     265
Audit     265
SOX Compliance and EU Regulations     265
Security     268
Disaster Recovery and Business Continuity Planning     272
Implications for Management     273
Outsourcing     273
Real-World Case: TJX Security Breach     277
Supply Chain Management     278
Opening Case: Managing the e-Supply Chain at Cisco Systems     279
Supply Chain Management     281
SCM Drivers     284
SCM Flows     285
SCM Processes     287
E-Business and Supply Chain Management (E-SCM)     288
E-SCM Components     289
E-Procurement     291
Collaborative Design and Product Development     292
ERP System and Supply Chain      293
Integration     296
Supply Chain Integration     296
Integrating ERP and SCM Systems     297
Enterprise Application Integration     298
Phases of Enterprise Application Integration Process     299
Benefits of Enterprise Application Integration     300
Implications for Management     300
Real World Cases: Zara and The Limited Brands     303
Customer Relationship Management     306
Opening Case: Walt Disney CRM Strategy     307
What Is Crm?     309
CRM Evolution     309
CRM Today     311
Types of CRM     312
Customer Relationship Processes     313
CRM Delivery Processes     314
CRM Support Processes     314
CRM Analysis Processes     315
CRM Technology     315
CRM Components     316
CRM Packages and Vendors     317
CRM Architecture     317
On-Demand CRM     319
CRM Life Cycle     319
Implications for Management     321
Real World Case: Plexipave: A Failed CRM Implementation     324
Index     327
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  • Anonymous

    Posted February 13, 2010

    It's an ERP book

    It's a good Book if you want to learn about ERP (Enterprise Resource Planning) from the big software companies. I would have liked to read it before embarking on an ERP implementation. I am not a fan of ERP due to high expense, high implementation risk, solution lock in due to $, and potential reduced IT competitive advantage. This book describes ERP and topics around it well, if your Executive management got sold on the idea that and ERP can run your business better than the existing custom systems this is the book to read, it discusses the risks and potential rewards.

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