A strategic activity model of Enterprise System implementation and use:scaffolding fluidity

This paper builds on a Strategic Activity Framework (Jarzabkowski, 2005) and activity based theories of development (Vygotsky, 1978) to model how Enterprise Systems are used to support emerging strategy. It makes three contributions. Firstly, it links fluidity and extensiveness of system use to patterns of strategising. Fluidity - the ability to change system use as needs change - is supported by interactive strategising, where top managers communicate directly with the organisation. Extensiveness requires procedural strategising, embedding system use in structures and routines. Secondly, it relates interactive and procedural strategising to the importance of the system - procedural strategising is more likely to occur if the system is strategically important. Thirdly, using a scaffolding metaphor it identifies patterns in the activities of top managers and Enterprise System custodians, who identify process champions within the organisational community, orient them towards system goals, provide guided support, and encourage fluidity through pacing implementation with learning.© 2013 Published by Elsevier B.V. All rights reserved.

Understanding heterogeneity in post-implementation enterprise system usage: towards a fit/misfit-experience-outcome typology

The overarching objective of this dissertation is to uncover why and how individually experienced fits and misfits translate into different outcomes of user behavior and satisfaction and whether these individual fit/misfit outcomes are in line with organizational intent. In search of patterns and possible archetype users in the context of ES PIPs, this dissertation is the first study that specifically links the theoretical concepts of the aggregated individual fit experiences with the individual and organizational outcome of these experiences (i.e. behavioral reaction, user satisfaction, and alignment with organizational intent). The case study’s findings provide preliminary support for four archetype users characterized by specific fit/misfit experience-outcome patterns.

Evaluating End-User Training Effectiveness in ERP System Implementation

Today’s business world demands more and more internal and external integration and transparency among companies at all fields. Integrated ERP (enterprise resource planning) systems offer a possibility to improve business practices and procedures by providing a unified view on the business including all functions and departments. Due to the obvious benefits, the popularity of integrated ERP systems keeps growing. The implementation of ERP systems has however proven risky. The implementation projects tend to be long, extensive, and costly – and often they end up in a failure. Due to the significant task and role changes ERP implementation brings to almost everybody in the company, training has been identified as one of the most critical success factors of an ERP implementation. To ensure that the training is conducted in the most effective and successful manner, the training outcomes should be evaluated. So far, training evaluation has however gained only limited attention at most companies investing in different training programs. Uponor corporation has initiated a large ERP implementation and process harmonization program in 2004. Thousands of end-users have been trained during this project so far, and the work still continues until the project is completed in 2010. In this thesis, the evaluation of end-user training in Uponor’s ERP program is brought further from the current state of performing the basic participant satisfaction survey in the end of each class. The results show that in order to reach reliable training effectiveness evaluation results, not only the reaction towards training but also transfer of skills and attitudes and the final results of the training program should be evaluated.

Maintaining supply performance during an ERP system implementation phase : case Cloetta Suomi Oy

Implementing an enterprise resource planning (ERP) system often means a major change to an organization and involves significant risks. It is typical that many of the ERP system implementations fail resulting in tremendous damage to the business. Moreover, running normal business operations during an ERP system implementation is far more complicated than normally. This thesis focuses on how an organization should manage the ERP system implementation process in order to maintain supply performance during the implementation phase. The theoretical framework in this thesis focuses on ERP system implementations with a critical success factor approach. Critical success factors can be divided into strategic and tactical level success factors. By considering these critical success factors, ERP system implementation project’s timeline and best practices of an ERP implementation, a critical success factor based ERP system implementation management framework is presented. The framework can be used as a theoretical framework when the goal is to avoid ERP system implementation phase issues that are driven by the ERP system implementation project and that may decrease organization’s supply performance. This thesis is a case study that was written on an assignment to a confectionary company Cloetta Suomi Oy. In order to collect data, interviews of the case company personnel were conducted. In addition, several other data collection methods were used throughout the research process. These data collection methods include examination of presentations and archival records as well as direct observations in case company meetings and in various work duties. The results of this thesis indicate that there are several factors that may decrease organization’s supply performance during the ERP system implementation. These issues are categorized under external and internal issues and further into six risk drivers that are suppliers, customers, products, staff, information systems and other projects. After the description and categorization of each issue, the thesis focuses on finding solutions on how to avoid or mitigate the impact of these issues on the organization’s supply performance. This examination leads to several operational activities that are also practical to business practitioners. It is also stated that a successful ERP system implementation that also causes minimal disturbance to organization’s supply performance during the ERP system implementation, is achieved by considering three levels of actions.

Positioning hierarchy in enterprise system change

There is a widening gulf in change literature between theoretical notions of evolving organisational form and the emerging reality that old and new organisational structures coexist. This paper explores this dichotomy in Enterprise Resource Planning change. It develops a cellular hierarchy framework to explain how different types of hierarchy coexist within the same organisation during the implementation of Enterprise Resource Planning. © 2006 The Author; Journal compilation © 2006 Blackwell Publishing Ltd.

Supporting Solution Business with an Integrated Enterprise System

Some of the world’s leading companies now compete by providing integrated solutions to identify and solve each customer’s business problem by providing services to design, integrate, operate and finance a product or system during its life cycle. At the same time, because of the requirements of new global economy, companies are implementing new integrated ERP systems. The objective of this thesis was to define how solution offering can be implemented in the integrated ERP system so that it is possible to sell, deliver and maintain solution offering with the new enterprise applications. The research was conducted as a qualitative case study research consisting of literature review, theme-interviews and an analysis phase. For a start this study introduces new insight for combining solution business, offering modeling and modern ERP system theories. The results of this research illustrate the limitations of an integrated ERP system to support solution business and show the need to develop a commercial product model in order to improve the combination of solution offering and IT systems.

Agile CRM System Implementation Project

The application of information technology (IT) in customer relationship management (CRM) is growing rapidly as many companies implement CRM systems to support their numerous customer facing activities. However, failure rates of CRM projects remain notably high as they deliver scant solutions and poor user acceptance. As a consequence, it is justified to study previously researched CRM success factors and apply them to CRM system implementation. The aim of this master’s thesis was to get acquainted with relevant academic theories, frameworks and practices concerning CRM and agile development, and use them to generate a modified CRM project strategy to support the successful execution of the case company’s, Process Vision Oy, CRM implementation project. The empirical CRM system implementation project was conducted simultaneously with writing this thesis. Its theoretical findings could be transferred into practice through active participation in the CRM system development and deployment work. The project’s main goal was to produce and take into use a functioning CRM system. The goal was met, since at the time of printing this thesis the first system release was successfully published to its users at Process Vision’s marketing and sales departments. The key success elements in the CRM project were cyclic, iterative system development, customer oriented approach, user inclusion and flexible project management. Implying agile development practices ensured being able to quickly respond to changes arising during the progress of the CRM project. Throughout modelling of the core sales process formed a strong basis, on which the CRM system’s operational and analytical functionalities were built. End users were included in the initial specification of system requirements and they provided feedback on the system’s usage. To conclude, the chosen theoretical CRM roadmaps and agile development practices proved as beneficial in the successful planning and execution of the agile CRM system implementation project at Process Vision.

CRM system implementation for managing customer relationships in business-to-business markets

Tutkielman tavoitteena oli selvittää, kuinka CRM-järjestelmä otetaan käyttöön asiakkuuksienhallinnan tueksi yritysten välisillä markkinoilla. Tutkielma keskittyy erityisesti käyttöönoton varhaisiin vaiheisiin selvittämällä, mikä on järjestelmien rooli asiakkuudenhallinnassa ja miten ne tukevat erilaisia käyttäjätasoja, jotka työssä jaettiin strategiseksi, operatiiviseksi ja analyyttiseksi tasoksi. Lisäksi työ esittelee käyttöönottoon yleisimmin liittyviä sudenkuoppia. Tutkielma on laadullinen tutkimus ja siinä on kuvattu CRM-järjestelmän käyttöönottoon liittyviä kysymyksiä yritysten välisillä markkinoilla toimivan caseyrityksen näkökulmasta. Tutkimuksessa havaittiin, että CRM-järjestelmän onnistunut käyttöönotto vaatii mahdollisimman yksinkertaista ja helppokäyttöistä järjestelmää. Käyttöönoton ei myöskään tulisi vaatia monimutkaista koulutusta, vaikkakin koulutusten tärkeys tunnistettiin. Tutkimus osoitti, että vaikka tämänhetkiset CRM-järjestelmät keskittyvät enemmän yksityiskohtaisten asiakasanalyysien tekoon, järjestelmä voi myös palvella asiakkaisiin liittyvän tiedon yhteisenä tallennus- ja jakamispaikkana. Lisäksi tutkimuksessa todettiin, että useimmiten potentiaaliset sudenkuopat olivat luonteeltaan hyvin käytännönläheisiä, kuten järjestelmän käyttämättömyys sekä huono motivointi ja sitouttaminen.

CRM system implementation supporting the management of customer relationships

The purpose of this thesis is to examine customer relationship management in a large, global organization. The aim is to deepen the understanding on how CRM-system implementation can support customer relationship management in strategic, operational and analytical levels.

A survey of the implementation status of environmental management systems in U.S. colleges and universities, and, An environmental management system implementation model for U.S. colleges and universities

A census of 925 U.S. colleges and universities offering masters and doctorate degrees was conducted in order to study the number of elements of an environmental management system as defined by ISO 14001 possessed by small, medium and large institutions. A 30% response rate was received with 273 responses included in the final data analysis. Overall, the number of ISO 14001 elements implemented among the 273 institutions ranged from 0 to 16, with a median of 12. There was no significant association between the number of elements implemented among institutions and the size of the institution (p = 0.18; Kruskal-Wallis test) or among USEPA regions (p = 0.12; Kruskal-Wallis test). The proportion of U.S. colleges and universities that reported having implemented a structured, comprehensive environmental management system, defined by answering yes to all 16 elements, was 10% (95% C.I. 6.6%–14.1%); however 38% (95% C.I. 32.0%–43.8%) reported that they had implemented a structured, comprehensive environmental management system, while 30.0% (95% C.I. 24.7%–35.9%) are planning to implement a comprehensive environmental management system within the next five years. Stratified analyses were performed by institution size, Carnegie Classification and job title. ^ The Osnabruck model, and another under development by the South Carolina Sustainable Universities Initiative, are the only two environmental management system models that have been proposed specifically for colleges and universities, although several guides are now available. The Environmental Management System Implementation Model for U.S. Colleges and Universities developed is an adaptation of the ISO 14001 standard and USEPA recommendations and has been tailored to U.S. colleges and universities for use in streamlining the implementation process. In using this implementation model created for the U.S. research and academic setting, it is hoped that these highly specialized institutions will be provided with a clearer and more cost-effective path towards the implementation of an EMS and greater compliance with local, state and federal environmental legislation. ^

Advanced data acquisition system implementation for the ITER Neutron Diagnostic use case using EPICS and FlexRIO technology on a PXIe platform

In the framework of the ITER Control Breakdown Structure (CBS), Plant System Instrumentation & Control (I&C) defines the hardware and software required to control one or more plant systems [1]. For diagnostics, most of the complex Plant System I&C are to be delivered by ITER Domestic Agencies (DAs). As an example for the DAs, ITER Organization (IO) has developed several use cases for diagnostics Plant System I&C that fully comply with guidelines presented in the Plant Control Design Handbook (PCDH) [2]. One such use case is for neutron diagnostics, specifically the Fission Chamber (FC), which is responsible for delivering time-resolved measurements of neutron source strength and fusion power to aid in assessing the functional performance of ITER [3]. ITER will deploy four Fission Chamber units, each consisting of three individual FC detectors. Two of these detectors contain Uranium 235 for Neutron detection, while a third "dummy" detector will provide gamma and noise detection. The neutron flux from each MFC is measured by the three methods: . Counting Mode: measures the number of individual pulses and their location in the record. Pulse parameters (threshold and width) are user configurable. . Campbelling Mode (Mean Square Voltage): measures the RMS deviation in signal amplitude from its average value. .Current Mode: integrates the signal amplitude over the measurement period

CLEOPATRA : a proposal for another system implementation language /

Vita.

Northeastern Illinois 1995 airport system implementation study, priority statement : a staff technical report /

Bibliography: p. 101-105.