Methods For Defining And Analyzing Key EA Performance Metrics Analysis

The role of Enterprise Resource Planning (ERP) systems in companies today is rapidly changing from just providing after-the-fact reporting of results to delivering analytics and intelligence on how to succeed with new products and services. ERP has in the past been relegated to just managing the interactions and interconnections between supplier, manufacturing operations and to a lesser extent, fulfillment. ERP is rapidly emerging as a viable framework for guiding the strategic decisions and directions of any manufacturing or service-related business globally with greater accuracy and profitability (Ash, Burn, 2003). With ERP being such a significant strategic platform for growth of companies, it is not surprising to see so many being upgraded and enhanced to help companies stay in step with their customers using SaaS-based Customer Relationship Management (CRM), predictive analytics and greater visibility through the entire value chain of a business as a result (Ash, Burn, 2003). With so much riding on the implementation of an ERP system from a customer relationship and analytics standpoint, effective project and change management is the most critical success factor there is in attaining strategic plans using these systems(Chen, Yang, 2009). The intent of this analysis is to define which information should and should not be shared with technical and

Enterprise resource planning enables firms to replace different departmental information systems and database silos with systems that collectively work as a single cross functional database. ERP systems are available for every key business function such as order processing, production control, HR, warehouse, marketing, finance and much more. By having a common technology and database platform throughout the firm, systems and processes from various departments can be integrated that achieve superiority in terms of enhanced cost, operational and productivity benefits. Implementing an ERP system requires careful planning to achieve the targeted benefits and minimize the risk of project failure.

The objective of eBags is to satisfy its diverse mix of customers and to provide satisfaction to each of its customers. It, therefore, seeks to have the products available to meet their demands. EBags, accordingly decided to market their product according to demand and availability (Shroeder et al, 2009). In order to possess those products

Re-engineering of business processes to fit the "industry standard" prescribed by the ERP system may lead to a loss of competitive advantage.

2011). Business process architecture can systematically derive and capture the structure in the form of models, diagrams and narration.(Cardwell 2008).

“Enterprise Architecture” is a term that applies to both a program and a deliverable/output. A company may have an Enterprise Architecture team that is responsible for creating an enterprise architecture. Considering everything you have read, discussed, and learned in this program, (a) describe the ‘Enterprise Architecture’ discipline or program, (2) describe the ‘enterprise architecture’ deliverable/output.

Bengough, Mike, n.d., Business Process Management (BPM) and Systems, MPM701 Business Process Management, Deakin University, unpublished.

In this case study the project manager decided to build and information system to increase and improve the functionalities of online sales. A key function directly related to the business process reengineering is the information system process of information technology. The concept of business process reengineering is often discussed in management circles seeking to improve the way things are done within an organization. If you are looking to redesign the functionality of business process you are in fact taking a business reengineering approach. Organizational change, information technology and business process reengineering are all interrelated within the framework of improving business processes. If organizations are in fact seeking to streamline business processes through business process reengineering concepts they must fully understand the BPR methodology. The systematic approach of BPR suggests five step methodologies which essentially provide a BPR framework to a successful implementation. The first methodology which was taken by A&D is the preparation. When analyzing BPR, “this very first step in BPR is to develop and articulate what is to be accomplished by reengineering, including goals and scope as it relates to BPR” (Motiwalla & Thompson, 2011).

{draw:frame} Business process Management with SAP R/3 Index 1. Executive summary 2. ERP Introduction 2.1. Evaluation of ERP 2.2. Vendors of ERP 2.3 Advantages and disadvantages of ERP 3. Legacy Systems 3.1. Advantages 3.2. Disadvantages *3.3 Procurement of E*RP instead using legacy systems 4. * Nature of *SAP R/3 4.1. Advantages of SAP R/3 4.2. Disadvantages of SAP R/3 5. Business process integration in the procurement cycle of SAP ERP 5.1. Procurement life cycle 6. References 1. Executive summary: ERP introduction: 2.1. Evolution of enterprise resource planning (ERP) (E.M.Shebab et al, 2004): Stand in the market mrp was expanded with costing and marketing and named this as MRPII. The main purpose of

Enterprise architecture refers to the plan of organizational and operational structure of a given entity (Bernard 2012). In enterprise architecture, the task of managing projects/programs usually involves many issues and especially the once that requires decisions. In a single day project/program managesr end up having made many decisions, most of which pertains to the fulfillment of the project/program objectives and organizational wellbeing. Among the decisions the project/program managesr deal with includes prominent and small, whereby the prominent decisions require deep thoughts, thus serious consideration of the critical issues may be deemed necessary, while in the latter cases project/program managesr barely need to

Essentially, each enterprise is centered on a core of business knowledge. This core Contents > Executive Summary > Introduction > Business Initiatives and Technical Imperative > The Cultural Divide > The Art of Solution Architecture > Summary includes contributions from internal resources, value chain partners, customers and markets. The enterprise applications and infrastructure must facilitate a global information dial tone that enables time and location independent access to the business information core. The art of enterprise architecture is to unite business and IS/IT perspectives, resulting in an alignment of business initiatives and technical directions. Business Initiatives and Technical Imperatives

Software process modeling and business process modeling are the techniques for obtaining a better understanding of business processes. In other terms, it is a model of one or more business processes, and defines the ways in which operations are carried out to accomplish the intended objectives of an organization. It can describe the workflow or

SAP ERP is a world-class, completely incorporated application that satisfies the center business needs of medium size organizations and expansive associations over all commercial enterprises and business sector divisions. It helps endeavors to oversee financials, capital administration, acquirement, resource administration, and corporate administrations. SAP ERP underpins an extensive variety of business procedures. It is utilized in light of the fact that it serves to link business operations and enhance perceivability. It additionally helps workers to perform their occupation productively.[4]

Enterprise resource planning (ERP), when implemented successfully ,can be linked to all departments of the organization to access, share and collect information. It has many functions such as, order administration, manufacturing, human resources, financial systems, and customers into a tightly integrating system with sharing data and visibility and distribution with external suppliers. (Injazz, 2001).

1.1 What is the Business Process Re-engineering IMT..........................................................2 1.2 Objectives of BPR..........................................................................................................8 1.3 Methodology of a BPR project