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指導老師: 吳思佩 教授
Our ERP Literatures
Wu et al. A Methodology for ERP Misfit
Analysis, Information & Management, 44,
666-680, 2007
Hitt et al., “Investment in ERP: Business
Impact and Productivity Measures, JMIS,
19:1, 71-98, 2002.
Our Members
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951612 張豐疇
951616 李采霞
951634 趙子萱
951640 柯廷蓁
A methodology
for ERP misfit analysis
Wu et al. A Methodology for ERP Misfit Analysis, Information & Management, 44, 666-680, 2007
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951634 趙子萱
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Abstract
Research has indicated that about three quarters of
attempted ERP projects are unsuccessful: a common
problem encountered in adopting ERP software has
been the issue of fit or alignment .
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Introduction
A common problem results from misfits: the gaps between the
functions offered by ERP and the adopting organization's
requirements. The misfit types can be clustered into four categories:
Goal
Functional
Data and output
Better understanding of these provides insight into ERP selection
decisions and thus reduces the risk of project failure.
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ERP selection
Several approaches, e.g., from a financial, socio-
technical or functional perspective, have been developed
to help select software packages. However, in ERP
selection, it may not be possible to express everything in
dollar figures.
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Modeling tools
Goal-based use case
Activity diagram
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Goal-based use case
The use case is valuable in goal modeling.
The goal-based use-case approach classifies
goals into two facets: soft and rigid goals.
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Activity diagram
An activity diagram represented using
UML is commonly used today in modeling
business process flow.
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Drawing and data glossary
A drawing is a way of effectively expressing
input and output information, such as the title,
presentation position, lines, figures, and tables;
these are widely used in systems analysis and
design.
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ERP system selection
methodology
The selection process consists of three
phases: goal, functional, and data/output
misfit matching.
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Goal misfit matching
(1)A goal-based use-case models the
goals in the enterprise against the
capabilities if the candidates.
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Goal misfit matching
If this rigid goal is not matched, a misfit exists,
but if the rigid goal is matched, soft goal
matching will be performed and a goal matching
report generated.
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Goal misfit matching
(Case study)
Its goal-based use case contained eight use
cases, four rigid goals and two soft goals.
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Functional misfit matching
This consists of scenario modeling and
matching appraisal.
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Scenario modeling
Scenario modeling involves the
comparison of required business process
flow and the capabilities of the best
practice candidate using the activity
diagram, drawing, and data glossary for
further requirement mapping and gap
analysis.
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Scenario matching appraisal
The scenario matching appraisal is
intended to show where the misfits lie
based on the scenario modeling results.
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Activity correspondence
identification
The appraisal identifies the activity
provided by the candidate system based
on the firm's activity for each scenario.
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Scenario matrix model
generation
Input: A scenario 輸入:一個劇本(情節)
Output: A scenario matrix 輸出:一個情節矩陣
Begin 開始
(1) Initialize an (n + 1) × (n + 1) matrix, where n is the number of activities in the scenario
(2) Enter the first n rows using all the activities and the last row with MJ
(3) Enter the first n columns using all of the activities in the same sequence with the first n rows and label the last column with FB
(4) For each activity ai within this scenario
(4.1) IF activity ai has a connection pointing to aj, THEN fill cells (ai,aj) with 1, OTHERWISE fill with 0
(4.2) IF the postcondition of activity ai is Fork, THEN fill cells (ai, FB) with 1
(4.3) IF the postcondition of activity ai is Branch, THEN fill cells (ai,FB) with 0
(4.4) IF activity ai has only one succeeding activity, THEN fill cells (ai, FB) with 0
(4.5) IF the precondition of activity ai is Merge, THEN fill cells (MJ, ai) with 0
(4.6) IF the precondition of activity ai is Join, THEN fill cells (MJ, ai) with 1
(4.7) IF activity ai has only one predecessor activity, THEN fill cells (MJ, ai) with 0
(4.8) IF activity ai is the end activity, THEN fill cells (ai, FB) with 5
(4.9) IF activity ai is the start activity, THEN fill cells (MJ, ai) with 5
Repeat this process until all activities have been examined
End
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Scenario matching
This step identifies the connection and
condition misfits.
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Functional misfit matching
(Case study)
Scenario modeling :
The procurement scenario required by
AEIC and the equivalent SAP scenario
(J49: Procurement of Stock Materials)
were modeled using activity diagrams,
drawing and a data glossary
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Functional misfit matching
(Case study)
Scenario matching appraisal :
Activity correspondence identification
Seven pairs of activities were found to
be identical.
The ‘Negotiate Price’ was not found in
SAP R/3.
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Functional misfit matching
(Case study)
Scenario matrix model generation
Begin
(1.1.1) Find the target field that carries the same information as that of the required field
(1.1.1.1) IF there is a corresponding target field, THEN mark the required field and target field as corresponding ones
(1.1.1.2) OTHERWISE IF there is no such target field, THEN mark the gap as an output misfit
(2.3.2) IF the Origin_type is ‘A’, ‘V’ or ‘AV’, THEN determine its Source_field
(2.4) Fill Origin_type, Source_field, and Computing_rule into the data glossary
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Data misfit analysis
It has of four sub-steps:
activity selection
field selection
Which field are independent of others should be analyzed
first.
Data_type misfit analysis (data misfit)
Different data category is not compatible with other data type.
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Data misfit analysis
Begin
For each firm's activity that has corresponding target activity in the scenario sequence
From the unanalyzed required fields that have corresponding target fields in the selected activity
(1.1) IF there are fields with Origin_type ‘U’ or ‘S’, THEN select one arbitrarily
(1.2) ELSE IF there are fields with Origin_type ‘A’ or ‘AV’, THEN select one arbitrarily
(1.3) ELSE select one of the fields with Origin_type ‘V’ or ‘C’ arbitrarily
IF there is data type misfit between selected field and corresponding target fields,
IF there is an origin type misfit between the selected field and corresponding target fields, THEN mark it as a format misfit (origin type)
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Data misfit analysis
(Case study)
Data misfit
1.
BPR/AEIC agreed with consultant's suggestion and used the default data type provided by SAP R/3
A_PO:PurchaseO_Sta
BPR/AEIC同意顧問的建議和使用SAP R/3提供的預設資料型態。
ff
2.
Add-on/AEIC ask vendor to achieve this function by add-on
A_PO:PurchaseO_Ite
附加/AEIC要求賣主去藉著附加達成這個功能。
mNo
BPR/AEIC agreed with consultant's suggestion, because the default data type in SAP R/3 could satisfy their
3.
requirement according to the purchase orders over the years
A_PO:PurchaseO_Un
BPR/AEIC同意顧問的建議,因為SAP R/3預設的資料型態可以滿足他們的需求,根據BPR/AEIC的年度購買
itPrice
訂單。
4. BPR/AEIC agreed with consultant's suggestion, because the status information is enough
A_GR:Receive_Status BPR/AEIC同意顧問的建議,因為狀態資訊是足夠的。
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Conclusion
The paper has presented an approach for identifying
goal (enterprise level), functional (scenario level), data,
and output misfits (activity level) in ERP selection.
contribution
It provides a systematic method that reduces the difficulty and
complexity in identifying goals, functional, data, and output
misfits.
It integrates several concepts and models into the process to
facilitate misfit identification.
The method with modeling tools (e.g., UML, drawing) provides a
conceptual link between the enterprise requirement and
subsequence system design and allows a form's IT professionals
and users and its consultants discuss on the requirement at
different levels of details.
This also provides a way to its convenient use with an output
that can be reused in the subsequent implementation phase.
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Enterprise Resource
Planning Systems:
A Case Study
Anand et al., :Enterprise Resource Planning Systems: A Case Study, NUS, 2004
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Experts1 – Ms. Xiao Liu, SAP
Expert’s background
Ms. Xiao Liu
Currently Regional NetWeaver/Technology
Consulting Director, Asia Pacific, Sap Asia
Private Limited.
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Interview Abstract
SAP focuses on full-blown ERP. It comprise
of many modules.
SAP is solid, but not be very user-friendly.
Clients combine the business re-engineering
with the SAP product expertise will have a
lethal combination.
SAP now provides a generic implementation
provides guidance on the whole process.
Two success key factor of SAP – the big
bang and the phased implementation.
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Experts2 – Mr. Chris Ip and Mr. Dino Ho
Expert’s background
Mr. Chris Ip
A partner at McKinsey & Company and a leader
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Interview Abstract
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Interview Abstract (continue)
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Interview Abstract (continue)
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ERP Report
從FoxMeyer看ERP導入
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What is the case about?
-The character which appear in this case
Characters’ Relationships:
Pinnacle
The Warehouse Automation
Systems Provider
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What is the case about?
-The character which appear in this case (cont.)
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What is the case about?
-The character which appear in this case (cont.)
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What is the case about?
-The character which appear in this case (cont.)
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What is the case about?
-The character which appear in this case (cont.)
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What is the case about?
Synopsis of the Problem
After the new systems implemented on August 1995:
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What is the case about?
Synopsis of the Problem (cont.)
After the new systems implemented on August 1995:
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What does the Expert say?
Ms. Xiao Liu, (SAP) suggestion
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What does the Expert say?
Ms. Xiao Liu, (SAP) suggestion (cont.)
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What does the Expert say?
Mr. Chris Ip and Mr. Dino Ho,
(McKinsey and Company) Suggestion:
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What does the Expert say?
Mr. Chris Ip and Mr. Dino Ho,
(McKinsey and Company) Suggestion (cont.):
.
Conclusion:
The companies need to consider Risk Management,
Functional Priority and Cost-Benefit Analysis before
undertaking implementation.
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What is the NUS opinion?
Who is to blame?
What is MIT 1990s Alignment Model:
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What is the NUS opinion?
Who is to blame?
By Using MIT 1990s Alignment Model:
1.Strategy Alignment:
SAP McKinsey NUS opinion
Requirement of ERP represents a ERP can add values to Needs to analyze the
ERP solution to manage an enterprise in three requirement of ERP
the business process. direct ways-Operation based on cost-benefit
Many companies Consolidation, Efficient analysis and functional
have applied it and process and requirement.
benefited from it. Rationalization of
Company's IT legacy.
Phased vs. Big- Analyze the business Preferably roll out the Preferably Phased as
bang requirement. But, if a project in small pieces. the process entails
large change prefer Smaller the project, change of IT systems
big-bang but they lower is the and Business Process.
come with high risk. requirements and scope
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What is the NUS opinion?
Who is to blame?
By Using MIT 1990s Alignment Model:
1.Strategy Alignment (cont.):
SAP McKinsey NUS opinion
Choice of SAP product has Any ERP software Choose vendor most
Vendor reliability and can be chosen compatible to other
scalability systems in IT system.
Choice of Not many competent An acute shortage of Not much choice because
Consultant consultants who knew SAP Consultants in of shortage of consultants.
SAP as a product well early 1990s. Choose business
enough process re-engineering
experts and consultants
from the vendor
company.
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What is the NUS opinion?
Who is to blame?
By Using MIT 1990s Alignment Model:
2.Structure Alignment:
SAP McKinsey NUS opinion
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What is the NUS opinion?
Who is to blame?
By Using MIT 1990s Alignment Model:
3.Business Process Alignment:
SAP McKinsey NUS opinion
IT supports Change the business ERP comes with Need to identify the key
Business process to built-in configurable strengths of IT system
Processes? accommodate the ERP processes and and Business Process
software’s requirements requires companies and model the other
and come out with to change their around the strength of
something useful for the business processes one.
company. to fit it
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What is the NUS opinion?
Who is to blame?
By Using MIT 1990s Alignment Model:
4.People Alignment:
SAP McKinsey NUS opinion
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Andersen 2003 Information System
Success Model
Software installation/configuration risks
Technical integration risks
Project risks
Business risks
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Software installation/configuration
risks
FoxMeyer
Made the mistake of not planning ahead and
overlooking the risk of the project never being
operated at such high volumes.
SAP
To make the sale, SAP might have chosen to
keep Andersen and FoxMeyer in the dark about
the issue from this.
This led to the working software being a poor
choice.
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Software installation/configuration
risks (continue)
Andersen
Lack a comprehensive Product Knowledge.
Sent fresh and inexperienced graduates to
implement the system at FoxMeyer.
This caused poor configuration and software
training.
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Systems integration
There is high probability that both
FoxMeyer and Andersen did not have the
necessary knowledge.
Expert believe training was not budgeted,
highlighting poor planning on part of
FoxMeyer as well as Andersen.
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Systems integration (continue)
Expert speculate that data conversion was
also an issue, resulting from the evident
unavailability of skill personnel at
FoxMeyer, insufficient and different staffing
for the project.
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Project risks
FoxMeyer
Set a totally un realistic goal of achieving a schedule.
Lack competent in-house IT personnel and capable
users
Fail to consider the risk of being the first distribution
company.
Did not have adequate change management policies
and procedures.
Andersen
Expert believe it was their responsibility to educate
the management at FoxMeyer about such a critical
issue.
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Project risks (continue)
FoxMeyer and Andersen
The debacle was a mix of Interaction and
Correspondence failure.
Lack of user involvement.
Lack of mutual understanding regarding
business needs, human resistance, poor
design quality, inadequate time and poor
internal management processes.
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Business risks
FoxMeyer
Lack of proper planning makes the strategic move
look like wishful thinking.
FoxMeyer and Andersen
Were jointly responsible for the implementation
process.
Would have required a thorough understanding of the
complete business process and the requirements
from the project.
A problem with the converted processes.
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Product Delivery - Conclusion
Andersen and FoxMeyer are at fault, FoxMeyer
more so because they had their business
interests.
FoxMeyer ought to improve its efficiency by merging
the ERP with warehouse, but they didn’t plan ahead.
FoxMeyer were betting their company on these
system.
Andersen did not manage the project to the full
extent.
FoxMeyer was not just a technological failure but
also poor management.
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How would we re-do it?
Technology has to be converged with
these four elements of an organization to
achieve the state of ”best fit”.
Strategy
Structure
Business Processes
People
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Strategy
Need to know the product and test it
before buying.
Implementing companies ought to be very
clear as to why they want to implement
and adopt it.
They should have aligned the technology
to the strategy and not the strategy to the
technology.
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Structure
They should have re-structured their operations
to reduce such complications.
This requires the company to build mechanisms
in the organization structure which can absorb
such change.
We would have create a mechanism in the
organization structure by this prototype method,
tested it, perfected it and then implemented it
across the entire organization.
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Business Processes
R3 will re-engineer the business
processes at FoxMeyer and FoxMeyer will
have to adapt itself to R3.
This decision then had to be clearly
communicated to people and training had
to provided to them to change in a smooth
manner.
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People
Employees’ consensus should be
considered before final decisions are
made
This will generate their commitment to the
project and make the implementation very
smooth.
Technology is meant to be used by people
to make their lives easier.
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Conclude
Expert feel all parties to the contract were
to blame.
It was a case of corporate greed
overtaking rational decision making.
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The End~~