Enterprise Systems for Management

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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2009-01-01
  • Publisher: Prentice Hall
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Supplemental Materials

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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.


Motiwalla teaches students the components of an ERP system as well as the process of implementing the systems within a corporation to increase its success.This text covers ERP systems, implementation of these systems, issues involving employees and organizational change, as well as ERP extensions such as Supply Chain Management and Customer Resource Management. This book would be helpful for professionals, top management, and other participants like subject matter experts, involved in an enterprise systems implementation project. Professionals would find this as a good reference for terminology and a knowledge-base for launching enterprise systems.

Table of Contents

Prefacep. xi
Acknowledgmentsp. xvii
Introduction to Enterprise Systems for Managementp. 1
Opening Case: Hershey's Enterprise 21 Projectp. 2
Information Systems in Organizationsp. 4
Role of IS in the Enterprisep. 6
Information Silos and Systems Integrationp. 7
Enterprise Resource Planning (ERP) Systemsp. 7
What is an ERP?p. 7
Evolution of ERPp. 9
Role of ERP in Businessp. 10
ERP System Componentsp. 12
ERP Architecturep. 13
e-Business and ERPp. 16
Benefits and Limitations of ERPp. 17
ERP Implementationp. 18
ERP Life Cyclep. 19
ERP Implementation Strategiesp. 20
Software and Vendor Selectionp. 21
Operations and Post-Implementationp. 22
People and Organizationp. 23
Project Managementp. 23
Role of Consultantsp. 23
Change Managementp. 24
Business Process Reengineeringp. 25
Global, Ethical, and Security Managementp. 25
ERP Vendorsp. 26
Key Vendorsp. 26
Software Extensions and Trendsp. 27
Implications for Managementp. 28
Real World Case: Rolls Royce's ERP Implementationp. 33
Systems Integrationp. 35
Opening Case: Air Cargo's e-Enterprise Systemp. 36
Functional Silosp. 38
Horizontal Silosp. 38
Vertical Silosp. 39
Business Process and Silosp. 40
Evolution of IS in Organizationsp. 42
IS Generationsp. 44
IS Architecturesp. 45
IS Functionalizationp. 46
Systems Integrationp. 47
Logical versus Physical SIp. 47
Steps in Integrating Systemsp. 48
Benefits of System Integrationp. 49
Limitations of System Integrationp. 50
ERP and Systems Integrationp. 51
ERP's Role in Logical Integrationp. 51
ERP's Role in Physical Integrationp. 52
Implications for Managementp. 53
Real-World Case: Systems Integration at UPS Corp.p. 56
Enterprise Systems Architecturep. 58
Opening Case: Nestle's ERP Implementationp. 59
ERP Modulesp. 61
Production Modulep. 63
Purchasing Modulep. 63
Inventory Management Modulep. 64
Sales and Marketing Modulep. 64
Finance Modulep. 64
Human Resource Modulep. 64
Miscellaneous Modulesp. 64
Benefits of Key ERP Modulesp. 65
ERP Architecturep. 66
Layered Architecture Examplep. 67
Types of ERP Architecturesp. 71
Two-Tier Architecturesp. 71
Benefits and Limitationsp. 73
Web-Based Architecturesp. 74
Service-Oriented Architecturesp. 76
Implications for Managementp. 79
Real-World Cases: Wipro and MBHp. 81
Development Life Cyclep. 85
Opening Case: Of Men and Mice: An ERP Case Studyp. 86
Systems Development Life Cyclep. 87
Traditional SDLCp. 88
Rapid SDLC Approachesp. 91
ERP Implementation Life Cyclep. 92
ERP Implementation Planp. 93
ERP Implementation Methodologyp. 93
Traditional ERP Life Cyclep. 94
Rapid ERP Life Cyclesp. 99
ERP Life Cycle versus SDLCp. 103
Implications for Managementp. 105
Real-World Case: Two Short Cases: OilCO & ExploreCOp. 108
Implementation Strategiesp. 112
Opening Case: Aquatech International Corporationp. 113
ERP Componentsp. 114
Hardwarep. 114
Softwarep. 115
People Resourcesp. 117
Third Party Productsp. 117
Why Are They Needed?p. 117
Integration with ERPp. 118
Strategic Partnersp. 118
Middlewarep. 118
Supportp. 119
Database Requirementsp. 119
Understanding Transactional and Reporting Needsp. 119
Selecting the Databasep. 119
Staffing and Database Administrationp. 120
ERP Approachesp. 120
Governancep. 120
Implementation Methodologyp. 123
What is a Vanilla Implementation?p. 124
Why Would You Consider a Vanilla Implementation?p. 125
When Should You Consider Modifying an ERP?p. 125
Benefits and Drawbacksp. 125
ERP Implementation Examplesp. 126
Platform Issuesp. 127
Serversp. 128
Networkp. 128
Securityp. 128
Disaster Recovery and Business Continuityp. 128
Implications for Managementp. 129
Real-World Case: United States Armyp. 131
Software and Vendor Selectionp. 136
Opening Case: Oracle Wins Out Over SAP at Welch'sp. 137
Vendor Researchp. 138
Matching User Requirements to Featuresp. 141
Request for Bidsp. 142
Vendor Analysis and Eliminationp. 142
Contract Management and License Agreementsp. 144
Implications for Managementp. 145
Real World Case: Enterprise Solutions for Fruit and Vegetable Beverage Manufacturingp. 146
Operations and Postimplementationp. 156
Opening Case: Hugger-Mugger ERP Implementationp. 157
Go-Live Readinessp. 159
ERP Trainingp. 161
Stabilizationp. 163
Postproduction Supportp. 165
Knowledge Transferp. 167
Implications for Managementp. 169
Real-World Case: Hewlett-Packard SAP Implementationp. 171
Program and Project Managementp. 189
Opening Case: ABC Manufacturing: A Hypothetical Case in Unresolved Issuesp. 190
Project Teamp. 192
Module Experts and Subject Matter Expertsp. 194
Project Leadershipp. 195
Critical Success Factorsp. 198
Decision-Making Processp. 198
Project Scopep. 199
Teamworkp. 199
Change Managementp. 200
Implementation Team & Executive Teamp. 200
Managing Scope Creepp. 202
Implications for Managementp. 203
Real-World Case: Human Resource Implementation at the Smithsonian Institutep. 205
Organizational Change and Business Process Reengineeringp. 211
Opening Case: FoxMeyer Drugsp. 212
Reason for Changep. 213
Organizational Commitmentp. 214
Change Managementp. 215
Organization Project Management Maturity Model (OPM3)p. 215
Business Process Changep. 217
Business Process Re-engineeringp. 217
BPR Methodologyp. 218
Current BPR Toolsp. 220
Project Organizationp. 222
Project Roles and Responsibilitiesp. 224
Implications for Managementp. 226
Real-World Case: Nike ERP Implementationp. 228
Global, Ethics and Security Managementp. 245
Opening Case: Outsourcing at FERCp. 246
Outsourcingp. 247
What is Outsourcing?p. 247
Outsourcing Drawbacksp. 250
Offshore Outsourcingp. 250
Software as a Service (SaaS)p. 253
Outsourcing Best Practicesp. 255
Ethicsp. 257
Ethical Principlesp. 258
Code of Ethics for ERPp. 262
Legal Issuesp. 264
Software Licensingp. 264
Implementation Partners and Consultantsp. 265
Auditp. 265
SOX Compliance and EU Regulationsp. 265
Securityp. 268
Disaster Recovery and Business Continuity Planningp. 272
Implications for Managementp. 273
Outsourcingp. 273
Real-World Case: TJX Security Breachp. 277
Supply Chain Managementp. 278
Opening Case: Managing the e-Supply Chain at Cisco Systemsp. 279
Supply Chain Managementp. 281
SCM Driversp. 284
SCM Flowsp. 285
SCM Processesp. 287
E-Business and Supply Chain Management (E-SCM)p. 288
E-SCM Componentsp. 289
E-Procurementp. 291
Collaborative Design and Product Developmentp. 292
ERP System and Supply Chainp. 293
Integrationp. 296
Supply Chain Integrationp. 296
Integrating ERP and SCM Systemsp. 297
Enterprise Application Integrationp. 298
Phases of Enterprise Application Integration Processp. 299
Benefits of Enterprise Application Integrationp. 300
Implications for Managementp. 300
Real World Cases: Zara and The Limited Brandsp. 303
Customer Relationship Managementp. 306
Opening Case: Walt Disney CRM Strategyp. 307
What Is Crm?p. 309
CRM Evolutionp. 309
CRM Todayp. 311
Types of CRMp. 312
Customer Relationship Processesp. 313
CRM Delivery Processesp. 314
CRM Support Processesp. 314
CRM Analysis Processesp. 315
CRM Technologyp. 315
CRM Componentsp. 316
CRM Packages and Vendorsp. 317
CRM Architecturep. 317
On-Demand CRMp. 319
CRM Life Cyclep. 319
Implications for Managementp. 321
Real World Case: Plexipave: A Failed CRM Implementationp. 324
Indexp. 327
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