Abstract: The paper intends to bring out a real life experience encountered during actual implementation of a large scale Tier-1 Enterprise Resource Planning (ERP) system in a multi-location, discrete manufacturing organization in India, involved in manufacturing of auto components and aggregates. The business complexities, prior to the implementation of ERP, include multi-product with hierarchical product structures, geographically distributed multiple plant locations with disparate business practices, lack of inter-plant broadband connectivity, existence of disparate legacy applications for different business functions, and non-standardized codifications of products, machines, employees, and accounts apart from others. On the other hand, the manufacturing environment consisted of processes like Assemble-to-Order (ATO), Make-to-Stock (MTS), and Engineer-to-Order (ETO) with a mix of discrete and process operations. The paper has highlighted various business plan areas and concerns, prior to the implementation, with specific focus on strategic issues and objectives. Subsequently, it has dealt with the complete process of ERP implementation, starting from strategic planning, project planning, resource mobilization, and finally, the program execution. The step-by-step process provides a very good learning opportunity about the implementation methodology. At the end, various organizational challenges and lessons emerged, which will act as guidelines and checklist for organizations to successfully align and implement ERP and achieve their business objectives.
Abstract: Enterprise Architecture (EA) is a strategy that is
employed by enterprises in order to align their business and
Information Technology (IT). EA is managed, developed, and
maintained through Enterprise Architecture Implementation
Methodology (EAIM). Effectiveness of EA implementation is the
degree in which EA helps to achieve the collective goals of the
organization. This paper analyzes the results of a survey that aims to
explore the factors that affect the effectiveness of EAIM and
specifically the relationship between factors and effectiveness of the
output and functionality of EA project. The exploratory factor
analysis highlights a specific set of five factors: alignment,
adaptiveness, support, binding, and innovation. The regression
analysis shows that there is a statistically significant and positive
relationship between each of the five factors and the effectiveness of
EAIM. Consistent with theory and practice, the most prominent
factor for developing an effective EAIM is innovation. The findings
contribute to the measuring the effectiveness of EA implementation
project by providing an indication of the measurement
implementation approaches which is used by the Enterprise
Architects, and developing an effective EAIM.
Abstract: Enterprise Architecture (EA) Implementation
Methodologies have become an important part of EA projects.
Several implementation methodologies have been proposed, as a
theoretical and practical approach, to facilitate and support the
development of EA within an enterprise. A significant question when
facing the starting of EA implementation is deciding which
methodology to utilize. In order to answer this question, a framework
with several criteria is applied in this paper for the comparative
analysis of existing EA implementation methodologies. Five EA
implementation methodologies including: EAP, TOGAF, DODAF,
Gartner, and FEA are selected in order to compare with proposed
framework. The results of the comparison indicate that those
methodologies have not reached a sufficient maturity as whole due to
lack of consideration on requirement management, maintenance,
continuum, and complexities in their process. The framework has
also ability for the evaluation of any kind of EA implementation
methodologies.