Ensuring succesful ERP implementations using the vision-to-project framework
- Authors: Marnewick, Carl
- Date: 2011-09-15T08:16:55Z
- Subjects: Enterprise resource planning systems , Management information systems , Business planning , Project management
- Type: Thesis
- Identifier: uj:7219 , http://hdl.handle.net/10210/3852
- Description: PhD. (Computer Science) , Enterprise resource planning (ERP) systems are implemented within organisations to enable them to work more efficiently and enhance productivity. They also ensure that different levels of information are available to managers within the organisation for strategic and tactical decision-making. The implementation of ERP systems is often associated with great costs, they are resource intensive and cover the whole organisation. The implementation of ERP systems is perceived as a project that often fails owing to overrun on cost and time. The return on investment (ROI) is also often questioned once an ERP system has been implemented, since the organisation does not always see the benefits of the ERP system versus the effort and cost of implementing it. The purpose of this thesis is twofold: firstly it determines what an ERP system is and whether it can be subdivided into different components. The focus of this section is on the operational side of an ERP system to determine how it is managed and operated within an organisation. The second focus is on the way that ERP systems are implemented and the management that goes hand in hand with this implementation. The first focus area is addressed by developing a model that explains ERP and the different components within it. It describes the interactions between the different components and how the ERP system affects the organisation. This model provides a better understanding of an ERP system and shows the technology to be mature. The second focus area is addressed by a framework that assists organisations in deriving projects from the organisational vision. This ensures that the implementation of an ERP system will directly support the organisation’s vision and strategies. This addresses the issue of determining the value of the ERP system as well as ROI. The framework also provides alternative ways and methods that can be used to implement ERP systems. The value of this research is firstly that it provides a holistic model of what constitutes an ERP system and its effect on the organisation. ERP systems change not only the financial systems, but also the way the organisation operates. They introduce organisational change. The value of the framework is that it can assist organisations in identifying and implementing projects that will enable the implementation of the organisation’s vision and strategies. This will eliminate any favoured projects that are not in support of the organisation’s vision and can save the organisation’s scarce resources that would have been wasted on these projects. The framework can also assist organisations in determining if they must implement an ERP system and what value this implementation will have for the organisation.
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Evaluation of an enterprise resource planning system as a performance enhancing tool for non-profit organisations
- Authors: Khan, Obaid Ullah
- Date: 2012-06-06
- Subjects: Information storage and retrieval systems , Non-profit organizations , Management information systems , Enterprise resource planning systems
- Type: Mini-Dissertation
- Identifier: uj:2489 , http://hdl.handle.net/10210/4943
- Description: M.Comm. , Non-profit organisations are generally self-regulated bodies and usually manage their operations in an independent manner. This self-management aspect of non-profit organisations can create room for unethical behaviour such as mismanagement and poor performance. As public benefit organisations that primarily function because of donor funding, there is increased pressure from funders and stakeholders for non-profit organisations to provide greater accountability and transparency relating to their work. An information technology solution that can assist non-profit organisations in achieving greater accountability and transparency, as well as improvement in resource utilisation, is the implementation and use of an enterprise resource planning (ERP) system. However, whether such systems can improve the performance of non-profit organisations and their accountability to stakeholders has not been widely researched. This exploratory study aimed at identifying whether the use of an ERP system at two non-profit organisations (one based in South Africa and the other in Taiwan) assisted in accountability and transparency in their operations. Furthermore, it was investigated whether the use of an ERP system assists with optimal resource unitisation. Qualitative and quantitative data were collected through the use of an interview guide with six senior managers to assess whether they perceived that the use of an ERP system promoted accountability and transparency. An electronic survey was distributed to a population of 271 users of the system (with 85 completed responses) to gain insight into user perceptions regarding performance improvement through use of an ERP system. Overall, three participants from the South African non-profit organisation suggested that the Maconomy ERP system was beneficial in achieving accountability and transparency goals. They indicated that they system provided them with the ability to monitor and control project activities at the organisation. The three participants from the Taiwanese non-profit organisation indicated that Maconomy ERP system assisted them with accountability and transparency objectives in a limited way. They further suggested that they realise that the system has the potential to assist them further with this requirement as it is still to be rolled out to the entire organisation. Furthermore, most respondents at the South African organisation perceived that the use of the Maconomy ERP system improves operational and personal performance. With regard to the survey, the majority of respondents reported that they understood the system and perceived that it provides value to the organisation. Most respondents at the Taiwanese non-profit organisation perceived that the Maconomy ERP system is beneficial to their organisation; however, most suggested that it does not improve their personal performance. A difference in length of the exposure to the system by respondents could be the cause of the differences in perceptions regarding personal performance. Overall, most of the respondents at both organisations perceived that adopting the Maconomy ERP system to improve performance at their organisation was the correct decision.
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