Analysis Project prep and early business blueprint (via Q and A database) Design Late business blueprint Construction Realization Deployment Final prep and Go-Live support methodologies exist; some of these have been provided by ERP vendors. We decided to compare our ideas with those of ValueSAP1 from SAP1 AG [15]. This methodology is provided for use in projects implement- ing the SAP software suite. Although it shares many of the same methodological constructs as other methodologies, SAP uses a slightly different organization and naming convention. Table 1 maps phase names used in our paper with those used by SAP1 AG.本文来自辣.文,论-文·网原文请找腾讯752018766
As an example, Data Harmonization is a deliverable of the Combination step during the Deployment phase. This activity is the reconciliation of data provided by the user community, usually from several units with different perspectives, the functionality as configured in the system, and the alignment of the data with other project influences, e.g., data management organization. The output is not only the database files to be transferred into the new system, but also cross references between legacy key values and those of the new system, configuration refinement to adjust to newly found idiosyncrasies with the data, and identification of bad data undetected in the legacy system. These peripheral deliverables help capture the implicit knowledge created during the project. The cumulative effect of these will improve the central support group’s ability to manage the evolution of the system after it has been implemented.
8. Conclusion and implications
IS research for ERP projects generally analyzes critical success factors for new systems implementations. Seldom does it address perpetual support for the final success of ERP systems; in fact, many ERP systems fail shortly after they are completed. Techniques to capitalize on the knowledge created during the development process are not widely in use. Many organizations do not manage any of the knowledge they are creating.
Giving the organization a knowledge-sharing community established central support organization provides a stable platform that can be used to provide a common frame of reference to all ERP activities.
Knowledge is an important ERP project deliverable. Treating it as such provides four main benefits. First, project managers can visualize how KM can be incorporated to address specific project needs. Second, IT managers can use the iterative aspects of our model to achieve cross-project knowledge integration that would have otherwise been lost. Third, organizations can leverage the relative knowledge gain to improve their processes more than non-knowledge oriented project.Fourth,building on documented knowledge provides more current and accurate information to the central support organization so that it can be re-used to reduce and minimize future project costs.
Our discussion of KM and ERP implementation has provided a model that combines high-level KM constructs with those of an envisioned continuous improvement methodology.
References
[1]M. Al-Marshari, Enterprise resource planning (ERP) systems: a research agenda, Industrial Management and Data systems 102 (3–4), 2002, pp. 165–170.
[2]M. Alavi, D. Leidner, Knowledge management and knowledge
management systems: conceptual foundations and research issues, MIS Quarterly 25 (1), 2001, pp. 107–136.
[3]D. Avison, G. Fitzgerald, Where now for development methodologies, Communications of the ACM 46 (1), 2003, pp. 78–82.银行大堂经理实习报告
[4]C.P. Holland, B. Light, A stage maturity model for enterprise resource planning systems use, The Database for Advances in Information Systems 32 (2), 2001, pp. 34–45.
[5]M. Jones, R. Price, Organizational knowledge sharing in ERP implementation: lessons from industry, Journal of Organiza- tional and End User Computing 16 (1), 2004, pp. 21–40.
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