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Enterprise Resource Planning: A Managerial Perspective by Pearson

Name: Enterprise Resource Planning: A Managerial Perspective by Pearson
Author: Veena Bansal
ISBN: 9781306254311

by Veena Bansal

May 2024

Beginner

216 pages

7h 52m

English

Pearson India

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Cover
Dedication
Contents
Preface
Acknowledgements
About the Author
Chapter 1 : Introduction to Enterprise Resource Planning Systems
1.1 Introduction
1.2 Value Chain Framework
1.3 Problems with Disintegrated Data in an Organization
1.4 Evolution of ERP Systems
1.5 Role of ERP Systems in an Organization
1.6 Three-tier Architecture for ERP Systems

1.7 Stages Theory and Its Application to Evolution of ERP
1.8 Are ERP Systems Different from Traditional Information Systems?
1.9 Scope of ERP systems
1.10 General Model of Business and Role of ERP
1.11 Major ERP Players
1.12 Implementations in India
Conclusion
Case Study
Exercises
Endnotes
Chapter 2 : Life Cycle of an ERP Implementation Project
2.1 Introduction2.2 Life Cycle of an ERP Project
2.3 Teams
Conclusion
Case Study
Exercises
Endnotes
Chapter 3 : Benefits and Cost of an ERP System
3.1 Introduction
3.2 Benefits
3.2.1 Strategic Benefits
3.2.2 Operational Benefits
3.2.3 Managerial Benefits
3.2.4 Organizational Benefits3.2.5 Intangible Benefits
3.2.6 What Benefits an Organization May Expect?
3.3 Cost of an ERP Implementation
3.3.1 Direct Costs
3.3.2 Indirect Cost
3.4 Cost-benefit Analysis
Conclusion
Case Study
Exercises
Endnotes
Chapter 4 : Change Management
4.1 Introduction
4.2 People Issues: Are You Ready for ERP?
4.3 Factors That Influence Pre-implementation Attitude
4.4 How to Enhance Attitude?
4.4.1 Extended Technology Acceptance Model
4.4.2 Summary
4.5 Change Management Strategies to Handle Organizational Issues
4.5.1 Lewin’s Model
4.5.2 Improvisational Model
4.6 Creating a Change Management Strategy to Handle Organizational Issues
4.7 Tools for Assessing the Organizational Changes
4.7.1 Force Field Analysis
4.7.2 The Matrix of Change
Conclusion
Case Study
Exercises
Endnotes
Chapter 5 : Business and IT Alignment
5.1 Introduction
5.2 Components of Alignment
5.2.1 Business Strategy5.2.2 Organizational Infrastructure and Processes
5.2.3 IT Strategy
5.2.4 IT Infrastructure and Processes5.3 Strategic Alignment Framework and Its Application to Strategic Alignment
5.4 Are Business and IT Aligned?
5.5 Balanced Scorecard: An Alignment Tool
Conclusion
ExercisesEndnotes
Chapter 6 : Requirements Engineering
6.1 Introduction
6.2 Structured English and Structured Interviews
6.3 Event-driven Process Chains (1/2)
6.3 Event-driven Process Chains (2/2)
6.4 Object-oriented Model
6.5 Object Process Modelling
6.6 Data Activity Model for Configuration
Conclusion
Case Study
Exercises
Endnotes
Chapter 7 : Re-engineering
7.1 Introduction
7.2 Processes and Their Characteristics
7.2.1 Special Features of Processes of Service Organizations
7.2.2 Process Evaluation
7.3 Life Cycle of a BPR Project
7.3.1 Establishing Vision, Objectives, Scope and Mode of BPR
7.3.2 Business Modelling
7.3.3 Business Analysis
7.3.4 Redesign
7.3.5 Business Transformation and Continuous Improvement7.4 Life Cycle of an IT-driven BPR Project
7.5 Re-engineering Examples
Conclusion
Case Study
Exercises
Endnotes
Chapter 8 : ERP Selection
8.1 Introduction
8.2 ERP System Selection Team
8.3 ERP Solution and Vendor Selection
8.4 Information Gathering8.5 Preliminary Filtering
8.6 Parameters for ERP Selection
8.7 Prepare and Release Request for Proposal (RFP)
1 Introduction
1.1 Objective1.2 Schedule of Events
2 Terms and Conditions
2.1 Response Submission2.2 Costs Associated with Preparation of the Vendor’s Response
2.3 Onsite Study for Effort Estimation
2.4 Proposal Binding Period2.5 Omissions2.6 Payment Conditions2.7 Warranty and Support
2.8 AMC (Annual Maintenance Contract)
2.9 Acceptance and Title2.10 Price Quotations2.11 Price Stability
2.12 Project Team Composition
2.13 Changes in Team
2.14 The Vendor Qualifications
2.15 Codes, Standards and Ordinances2.16 Performance and Payment Bonding2.17 Bid Evaluation Criteria2.18 Right to Reject
3. Project Details
3.1 Onsite/Offsite3.2 Reporting3.3 Configuration Process3.4 Configuration Management3.5 Deliverables
3.6 Standards
3.7 Integration Issues3.8 Data Migration and Retrospective Conversion3.9 TMD Involvement
4. Integration , Security and Backup
5. Performa For Financial/Price Bid
6. Implementation Strategy
8.8 Gap Analysis
8.9 AHP for ERP Selection (1/2)
8.9 AHP for ERP Selection (2/2)
Conclusion
Case Study
Exercises
Endnotes
Chapter 9 : Managing an ERP Project
9.1 Introduction
9.2 Success of an ERP System is Multi-dimensional
9.3 Critical Success Factors
9.4 Risk Associated with an ERP Project
9.5 Measuring Performance of ERP System Using Balanced Scorecard
Conclusion
Exercises
Endnotes
Chapter 10 : ERP and Related Technologies
10.1 Introduction10.2 Electronic Data Interchange
10.2.1 EDI Standards
10.2.2 EDI Architecture
10.3 Supply Chain Management
10.3.1 Role of IT in SCM
10.4 Customer Relationship Management
10.5 Data Warehouse
10.5.1 Architecture of Data Warehouse
10.5.2 Process of Creating a Data Warehouse
10.6 Data Mining
Conclusion
Exercises
Endnote
Chapter 11 : Introduction to Commercial ERP Softwares
11.1 Introduction
11.2 Indian Market
11.3 SAP
11.3 Oracle
11.4 Oracle Peoplesoft
11.5 JD Edwards
11.6 MS Dynamics
11.7 Baan
11.8 Ramco
11.9 QAD
11.10 ConclusionEndnotes
Appendix A : Implementations in India
Appendix B : Articles and Cases
Index

Content preview from Enterprise Resource Planning: A Managerial Perspective by Pearson

48 Enterprise Resource Planning

CONCLUSION

There are different types of benets that an ERP system may potentially deliver. These benets can be

categorized in strategic benets, operational benets, managerial benets and organizational benets.

There are many benets that are intangible and difcult to quantify. It is important to identify intangible

benets as well. An ERP system cannot deliver all the benets. An organization should set objectives

and benets that it expects from the ERP system. It is important that the benets are dened in quantita-

tive terms so that it can be veried.

For estimating the cost of an ERP project, the general ...

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Enterprise Resource Planning A Managerial Perspective, Ist Edition by Pearson

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Enterprise Resource Planning: A Managerial Perspective by Pearson

by Veena Bansal

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