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Managerial Issues of Enterprise Resource Planning Systems
David L. Olson, University of Nebraska--Lincoln

Feature Summary

  • Project Management Focus: Chapters 2 through 6 look at the decision to adopt an ERP system, including consideration of alternative vendors and alternative degrees of ERP system completeness. Material covering project adoption and outcomes of project adoption will be included, highlighted by Dell Computer’s decision to cancel their SAP system two years into installation.
  • Best Practices: Best Practices in ERP Systems Implementation presented in the context of Business Process Reengineering (BPR). The case study involves McDonnell Douglas’s successful implementation of their ERP system, and shows how tying the system to a redesign of business processes played a role in the project's success.
  • Use of Systems Development Life Cycle Model: Although ERP projects are fundamentally different from other types of IS/IT projects, there are similarities with respect to project milestones, managing vendors, and gaining stakeholder buy-in. These similarities will be compared and contrasted with respect to the implementation of a large project. The case study will involve Mobil Europe and their primary goal of obtaining flexibility in ERP deployment across the organization.




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