Relationship to IS Project

Requirements Analysis
• Requirements analysis – identify what users
need
– Critical to project success
• ERP a bit different
– Organizational in scope
– Still need to identify what system should do
– Business Process Reengineering
 Payroll Example
• Manual approach an obvious example of a process
meriting automation
– Structured
– Computer faster, more accurate
• Initial automation may involve independent files
– Different files for employment, different retirement
funds, different tax agencies
– BPR can focus on better ways to store data, use
relational database capabilities for efficiency, accuracy
 Business Process Reengineering
• Predates ERP popularity
• In late 1980s, became a basis for
downsizing
– Short-term cost savings
– Less impact on automation
• Hammer [2000]: ERP rescued BPR
• Levine [1999]: deregulation & competition can drive BPR

Korea Telecom 2007 Olson: ERP3

 Process Change Management
Al-Mashari (2001)

Strategic Planning

Change Management Continuous Process

Management

Project Management Technology Management

•Fragmented Process change •Integrated

•Functional-based through ERP •Process-oriented
•Inefficient •Standardized
•Costly •Customer-focused
•Slow
Korea Telecom 2007 Olson: ERP3 •Competency-centered
 Process Change Management
• Change Management
– Commitment, people, communication, interactions
• Project Management
– Team formation, progress measurement
• Strategic Management
– Process redesign, measurement, continuous improvement
• Continuous Process Management
– Performance gap analysis, change justification
• Technology Management
– Software selection, technical analysis & design, installation

Korea Telecom 2007 Olson: ERP3

 How Reengineering Should
Work
• Texas Instruments, 1990s
– Long cycle times, declining sales
– Applied BPR cross-disciplinary teams
• To control all aspects of product development
– First pilot teams failed
• Sabotaged by existing organization
– TI Reorganized around teams
• Cut launching time by one-half
• more profit
• 4 times the ROI
 Impact on ERP
• If poor BPR is conducted, or if vendor
system adopted without consideration of
organizational requirements:
– Will discard processes in which organization
has developed competitive advantage
– Even when BPR beneficial, there will be a
transition period where employee performance
degrades while learning new system
 Best Practices in ERP
• The most efficient way to perform a task
• SAP devotes considerable research to best
practices
– 800 to 1000 best practices reported in their R/3
system

Korea Telecom 2007 Olson: ERP3

 Benchmarking
• Compare an organization’s methods with
peer groups
– Identify what practices lead to superior
performance
– Usually part of BPR

Korea Telecom 2007 Olson: ERP3

 Implementation Problems
• Scott & Kaindle [2000]: at least 20% of needed
ERP functionality missing from vendor practices
• Many reports of missed deadlines, excessive costs,
employee frustration in ERP implementation
• Taylor [1998]: need more participative design in
implementing ERP
– If adopt vendor system in toto, can assure timely
implementation within budget
– Also disregard organizational needs
– Training a key part of ERP implementation
 BPR Options
• Clean Slate
– Reengineer everything from scratch
• Technology Enabled
(constrained reengineering; concurrent
transformation)
– First select system (vendor)
– Second reengineer
 Comparison: Clean Slate vs.
Technology Enabled
Clean Slate advantages Technology Enabled advantages

Not constrained by tool Focus on ERP best practices

Not limited by best practices Tools help structure reengineering

database
Retain competitive advantages Tools focus reengineering

Not subject to vendor changes Process bounded, thus easier

May be only way to implement Know design is feasible

advanced technology
May have unique features where Greater likelihood that cost, time
best practices inappropriate objectives met
Korea Telecom 2007 Software
Olson: ERP3 available
 Need for BPR
• O’Leary [2000] survey of SAP R/3 users
– Technology enabled strategy dominated
– Prior to ERP implementation, 16% thought
BPR needed prior to SAP implementation
• 33% thought BPR unnecessaary
– After ERP implementation, 35% thought BPR
needed prior to SAP implementation
• 10% thought BPR unnecessary
• So BPR seems to be a useful exercise
 BPR Summary
• Requirements analysis important in all IS/IT
projects
– In ERP, this takes the form of BPR
• Clean Slate vs. Technology Enabled
• BPR has done much good
– can be used to justify short-term focused downsizing
• BPR can
– enable employees to better control their functions
– BPR can lead to greater efficiencies
• Risk control an important element in ERP projects