ITEC 116

the process of combining different subsystems or components of
a larger system into a unified whole

the specific kind of enterprise systems to integrate
data across and be comprehensive in supporting all the major functions of the
organization

Integration is a cornerstone of today's enterprise environments with their multitude of
enterprise resource planning (ERP) systems.

a standard messaging protocol that
operating systems use to communicate via Hypertext Transfer Protocol (HTTP) and
Extensible Markup Language (XML).

REpresentational State Transfer (REST)

systems leverage the principles of REST for creating scalable, simple,
and interoperable web services.

EVOLUTION OF ENTERPRISE SYSTEMS (5)

most organizations designed silo systems
for their departments. As the production department grew bigger, with
more complex inventory management and production scheduling,

which mainly involved planning the product or parts
requirements according to the master production schedule.

emphasis on optimizing manufacturing processes, included such areas as shop floor and distribution management, project
management, finance, job-shop scheduling, time management, and
engineering.

To provide an integrated
solution to the increased complexity of businesses and support
enterprises

providing back-end support for such electronic business functions
as business-to-business (B2B) and electronic data interchange (EDI).

1. Identifying the target data is an important first step
2. A transaction is an atomic unit of work
3. The firewall is needed in or while the processes
4.Connectivity and security constraints should be identified and verified early on in
the project.
5. SOAP interface that allows for the typical data operations

allows organizations to share data with all of their
stakeholders based on their needs and authorization.

provides seamless connectivity between heterogeneous
systems

software that provides the appearance of seamless data presentation to
the end user and maintains data integrity and synchronization within each application
system database.

inability to meet the market demand effectively can have
unfortunate consequences

STEPS IN INTEGRATION SYSTEM (8)

Take an inventory of the various hardware and software resources focusing on
vendors, operating systems platform, IS architecture used in these resources.

Check whether the database and other technologies used in various applications
are such supporting standards as JDBC/ODBC compliance for databases.

Develop a policy in support of older legacy applications.

most organizations will not dispose of their old system right away for systems integration. These tools are essential for
integration in the short term

Develop a single sign-on policy for application and data access because all
employees and external partners will need access to an integrated system from
anywhere, anytime.

Instituting IT support for an integrated systems environment is necessary to avoid
support and maintenance problems with the integrated system

Planning data and disaster recovery for organization’s data in an integrated
system IT is crucial for building the trust and confidence for the new system

Develop organization standards and policy on acquisition of new hardware and
software which are aligned with organization IT strategy.

Benefits of System Integration (4)

Limitations of Systems Integration (4)

Responsible for ensuring that project teams are
working well together and addressing functionality issues in a timely, open, and efficient
manner. It works through the business processes that will be involved in the execution
based on the project’s goals

CRITICAL SUCCESS FACTORS (4)

A well-defined decision-making process will minimize a number of issues
related to scope, efficiency, and productivity throughout the project
implementation cycle.

The project manager has many responsibilities. Scope defines what needs to be delivered by the project, and a changing scope means the project will have difficulty in achieving project goals

Each team will have its own set of forces at work based on the knowledge
and character of the individuals involved.

Communication and training are the keys to a successful change
management effort

TECHNICAL PERFORMANCE MEASUREMENT TECHNIQUE (3)

The program manager and the project manager are critical to a successful
ERP implementation, but there are other groups that are also critical to
that success.

well-thought-out process to manage changes to scope is critical to a
project’s success

managing these changes through a change process and governance

consists of a description of the issue or new functionality, including the options available with advantages and
disadvantages

-The success or failure of a project often rests with the skills and abilities of
the PMO
-PMO must monitor a number of activities and issues throughout the
length of the implementation.
-Hiring and selecting skilled and competent staff

The ERP implementation’s success depends significantly on redesigning
processes rather than customizing.
Customization is expensive

It is the process of developing new information that basically includes a
systematic process of planning, designing, and creating an information system
for organizations

It provides a structured top-down problem identification and bottom-up solution
process for managing complex problems

PHASES OR STAGES OF TRADITIONAL SDLC (5)

consists of system investigation, analysis, design, implementation,
and operations maintenance.

consists of system design and system implementation only.

-Determine whether a business problem or opportunity exists
-Conduct a feasibility study to determine whether a new or improved
information system is needed.

Analyze in detail the information needs of end users, the organizational
environment, and any system presently used

Develop logical input, processing, output, storage, and control., Develop specifications for the hardware (machines and media), software
(programs and procedures), people (specialists and end users), data
resources

Acquire (or develop) and install hardware and software
Test and document the system
Train people to operate and use the system.
Convert to the new system

Use a postimplementation review process to monitor, evaluate, and modify
the system as needed.

THREE MAJOR ERP IMPLEMENTATION PLAN CHOICES (3)

It involves implementation of the full functionality of the ERP software in
addition to industry-specific modules.

It involves some changes in the core ERP modules and a significant
amount of BPR

It utilizes core ERP functionality and exploits the best practice business
processes built into the software

TRADITIONAL ERP LIFE CYCLE (5)

conducting the feasibility study, and a number of task parameters or characteristics of the ERP implementation need to be defined at the planning stage.

creating plans for data conversion, system conversion, and training. the team must develop a detailed change management strategy and plan for the release of the new system

The organization has to purchase the license for the production version of the
software and build the production version of the system

The focus for this stage is on installing and releasing the system to the end users
(i.e., “Go-Live”) and on monitoring the system release to the end users

often managed by the operation team with assistance from the
implementation team

s the major activity as support for the new system is
migrated to the help desk and support staff

Four basic conversion approaches

gradual movement of the company from the
existing legacy system(s) to the ERP implementation

implements a small version of the final system

most up-front cost because the ERP system is
implemented and used in conjunction with the legacy system

highest-risk approach but the most straightforward and clean

The company moves from the legacy
system directly and immediately to ease the ERP system