Enterprise Systems for Management
ISBN: 9780132335317 | 013233531X
Edition: 1stFormat: Paperback
Publisher: Prentice Hall
Pub. Date: 1/1/2009
Why Rent from Knetbooks?
Because Knetbooks knows college students. Our rental program is designed to save you time and money. Whether you need a textbook for a semester, quarter or even a summer session, we have an option for you. Simply select a rental period, enter your information and your book will be on its way!
Top 5 reasons to order all your textbooks from Knetbooks:
- We have the lowest prices on thousands of popular textbooks
- Free shipping both ways on ALL orders
- Most orders ship within 48 hours
- Need your book longer than expected? Extending your rental is simple
- Our customer support team is always here to help
Motiwalla teaches students the components of an ERP system as well as the process of implementing the systems within a corporation to increase its success.This text covers ERP systems, implementation of these systems, issues involving employees and organizational change, as well as ERP extensions such as Supply Chain Management and Customer Resource Management. This book would be helpful for professionals, top management, and other participants like subject matter experts, involved in an enterprise systems implementation project. Professionals ... MORE
| Preface | p. xi |
| Acknowledgments | p. xvii |
| Introduction to Enterprise Systems for Management | p. 1 |
| Opening Case: Hershey's Enterprise 21 Project | p. 2 |
| Information Systems in Organizations | p. 4 |
| Role of IS in the Enterprise | p. 6 |
| Information Silos and Systems Integration | p. 7 |
| Enterprise Resource Planning (ERP) Systems | p. 7 |
| What is an ERP? | ... MOREp. 7 |
| Evolution of ERP | p. 9 |
| Role of ERP in Business | p. 10 |
| ERP System Components | p. 12 |
| ERP Architecture | p. 13 |
| e-Business and ERP | p. 16 |
| Benefits and Limitations of ERP | p. 17 |
| ERP Implementation | p. 18 |
| ERP Life Cycle | p. 19 |
| ERP Implementation Strategies | p. 20 |
| Software and Vendor Selection | p. 21 |
| Operations and Post-Implementation | p. 22 |
| People and Organization | p. 23 |
| Project Management | p. 23 |
| Role of Consultants | p. 23 |
| Change Management | p. 24 |
| Business Process Reengineering | p. 25 |
| Global, Ethical, and Security Management | p. 25 |
| ERP Vendors | p. 26 |
| Key Vendors | p. 26 |
| Software Extensions and Trends | p. 27 |
| Implications for Management | p. 28 |
| Real World Case: Rolls Royce's ERP Implementation | p. 33 |
| Systems Integration | p. 35 |
| Opening Case: Air Cargo's e-Enterprise System | p. 36 |
| Functional Silos | p. 38 |
| Horizontal Silos | p. 38 |
| Vertical Silos | p. 39 |
| Business Process and Silos | p. 40 |
| Evolution of IS in Organizations | p. 42 |
| IS Generations | p. 44 |
| IS Architectures | p. 45 |
| IS Functionalization | p. 46 |
| Systems Integration | p. 47 |
| Logical versus Physical SI | p. 47 |
| Steps in Integrating Systems | p. 48 |
| Benefits of System Integration | p. 49 |
| Limitations of System Integration | p. 50 |
| ERP and Systems Integration | p. 51 |
| ERP's Role in Logical Integration | p. 51 |
| ERP's Role in Physical Integration | p. 52 |
| Implications for Management | p. 53 |
| Real-World Case: Systems Integration at UPS Corp. | p. 56 |
| Enterprise Systems Architecture | p. 58 |
| Opening Case: Nestle's ERP Implementation | p. 59 |
| ERP Modules | p. 61 |
| Production Module | p. 63 |
| Purchasing Module | p. 63 |
| Inventory Management Module | p. 64 |
| Sales and Marketing Module | p. 64 |
| Finance Module | p. 64 |
| Human Resource Module | p. 64 |
| Miscellaneous Modules | p. 64 |
| Benefits of Key ERP Modules | p. 65 |
| ERP Architecture | p. 66 |
| Layered Architecture Example | p. 67 |
| Types of ERP Architectures | p. 71 |
| Two-Tier Architectures | p. 71 |
| Benefits and Limitations | p. 73 |
| Web-Based Architectures | p. 74 |
| Service-Oriented Architectures | p. 76 |
| Implications for Management | p. 79 |
| Real-World Cases: Wipro and MBH | p. 81 |
| Development Life Cycle | p. 85 |
| Opening Case: Of Men and Mice: An ERP Case Study | p. 86 |
| Systems Development Life Cycle | p. 87 |
| Traditional SDLC | p. 88 |
| Rapid SDLC Approaches | p. 91 |
| ERP Implementation Life Cycle | p. 92 |
| ERP Implementation Plan | p. 93 |
| ERP Implementation Methodology | p. 93 |
| Traditional ERP Life Cycle | p. 94 |
| Rapid ERP Life Cycles | p. 99 |
| ERP Life Cycle versus SDLC | p. 103 |
| Implications for Management | p. 105 |
| Real-World Case: Two Short Cases: OilCO & ExploreCO | p. 108 |
| Implementation Strategies | p. 112 |
| Opening Case: Aquatech International Corporation | p. 113 |
| ERP Components | p. 114 |
| Hardware | p. 114 |
| Software | p. 115 |
| People Resources | p. 117 |
| Third Party Products | p. 117 |
| Why Are They Needed? | p. 117 |
| Integration with ERP | p. 118 |
| Strategic Partners | p. 118 |
| Middleware | p. 118 |
| Support | p. 119 |
| Database Requirements | p. 119 |
| Understanding Transactional and Reporting Needs | p. 119 |
| Selecting the Database | p. 119 |
| Staffing and Database Administration | p. 120 |
| ERP Approaches | p. 120 |
| Governance | p. 120 |
| Implementation Methodology | p. 123 |
| What is a Vanilla Implementation? | p. 124 |
| Why Would You Consider a Vanilla Implementation? | p. 125 |
| When Should You Consider Modifying an ERP? | p. 125 |
| Benefits and Drawbacks | p. 125 |
| ERP Implementation Examples | p. 126 |
| Platform Issues | p. 127 |
| Servers | p. 128 |
| Network | p. 128 |
| Security | p. 128 |
| Disaster Recovery and Business Continuity | p. 128 |
| Implications for Management | p. 129 |
| Real-World Case: United States Army | p. 131 |
| Software and Vendor Selection | p. 136 |
| Opening Case: Oracle Wins Out Over SAP at Welch's | p. 137 |
| Vendor Research | p. 138 |
| Matching User Requirements to Features | p. 141 |
| Request for Bids | p. 142 |
| Vendor Analysis and Elimination | p. 142 |
| Contract Management and License Agreements | p. 144 |
| Implications for Management | p. 145 |
| Real World Case: Enterprise Solutions for Fruit and Vegetable Beverage Manufacturing | p. 146 |
| Operations and Postimplementation | p. 156 |
| Opening Case: Hugger-Mugger ERP Implementation | p. 157 |
| Go-Live Readiness | p. 159 |
| ERP Training | p. 161 |
| Stabilization | p. 163 |
| Postproduction Support | p. 165 |
| Knowledge Transfer | p. 167 |
| Implications for Management | p. 169 |
| Real-World Case: Hewlett-Packard SAP Implementation | p. 171 |
| Program and Project Management | p. 189 |
| Opening Case: ABC Manufacturing: A Hypothetical Case in Unresolved Issues | p. 190 |
| Project Team | p. 192 |
| Module Experts and Subject Matter Experts | p. 194 |
| Project Leadership | p. 195 |
| Critical Success Factors | p. 198 |
| Decision-Making Process | p. 198 |
| Project Scope | p. 199 |
| Teamwork | p. 199 |
| Change Management | p. 200 |
| Implementation Team & Executive Team | p. 200 |
| Managing Scope Creep | p. 202 |
| Implications for Management | p. 203 |
| Real-World Case: Human Resource Implementation at the Smithsonian Institute | p. 205 |
| Organizational Change and Business Process Reengineering | p. 211 |
| Opening Case: FoxMeyer Drugs | p. 212 |
| Reason for Change | p. 213 |
| Organizational Commitment | p. 214 |
| Change Management | p. 215 |
| Organization Project Management Maturity Model (OPM3) | p. 215 |
| Business Process Change | p. 217 |
| Business Process Re-engineering | p. 217 |
| BPR Methodology | p. 218 |
| Current BPR Tools | p. 220 |
| Project Organization | p. 222 |
| Project Roles and Responsibilities | p. 224 |
| Implications for Management | p. 226 |
| Real-World Case: Nike ERP Implementation | p. 228 |
| Global, Ethics and Security Management | p. 245 |
| Opening Case: Outsourcing at FERC | p. 246 |
| Outsourcing | p. 247 |
| What is Outsourcing? | p. 247 |
| Outsourcing Drawbacks | p. 250 |
| Offshore Outsourcing | p. 250 |
| Software as a Service (SaaS) | p. 253 |
| Outsourcing Best Practices | p. 255 |
| Ethics | p. 257 |
| Ethical Principles | p. 258 |
| Code of Ethics for ERP | p. 262 |
| Legal Issues | p. 264 |
| Software Licensing | p. 264 |
| Implementation Partners and Consultants | p. 265 |
| Audit | p. 265 |
| SOX Compliance and EU Regulations | p. 265 |
| Security | p. 268 |
| Disaster Recovery and Business Continuity Planning | p. 272 |
| Implications for Management | p. 273 |
| Outsourcing | p. 273 |
| Real-World Case: TJX Security Breach | p. 277 |
| Supply Chain Management | p. 278 |
| Opening Case: Managing the e-Supply Chain at Cisco Systems | p. 279 |
| Supply Chain Management | p. 281 |
| SCM Drivers | p. 284 |
| SCM Flows | p. 285 |
| SCM Processes | p. 287 |
| E-Business and Supply Chain Management (E-SCM) | p. 288 |
| E-SCM Components | p. 289 |
| E-Procurement | p. 291 |
| Collaborative Design and Product Development | p. 292 |
| ERP System and Supply Chain | p. 293 |
| Integration | p. 296 |
| Supply Chain Integration | p. 296 |
| Integrating ERP and SCM Systems | p. 297 |
| Enterprise Application Integration | p. 298 |
| Phases of Enterprise Application Integration Process | p. 299 |
| Benefits of Enterprise Application Integration | p. 300 |
| Implications for Management | p. 300 |
| Real World Cases: Zara and The Limited Brands | p. 303 |
| Customer Relationship Management | p. 306 |
| Opening Case: Walt Disney CRM Strategy | p. 307 |
| What Is Crm? | p. 309 |
| CRM Evolution | p. 309 |
| CRM Today | p. 311 |
| Types of CRM | p. 312 |
| Customer Relationship Processes | p. 313 |
| CRM Delivery Processes | p. 314 |
| CRM Support Processes | p. 314 |
| CRM Analysis Processes | p. 315 |
| CRM Technology | p. 315 |
| CRM Components | p. 316 |
| CRM Packages and Vendors | p. 317 |
| CRM Architecture | p. 317 |
| On-Demand CRM | p. 319 |
| CRM Life Cycle | p. 319 |
| Implications for Management | p. 321 |
| Real World Case: Plexipave: A Failed CRM Implementation | p. 324 |
| Index | p. 327 |
| Table of Contents provided by Ingram. All Rights Reserved. |
Related Products
Enterprise Systems for Managem...
Outlines and Highlights for En...
Please wait while this item is added to your cart...
