MITS6004 Enterprise Systems Report 1 Sample
Purpose of the assessment (with ULO Mapping)
Students are required to conduct critical analysis of the ERP implementation in given case study and present it in a professional report.
Learning outcomes are
1. Critically analyse business/enterprise activities, workflow and processes to identify problems, weaknesses, strengths, threats, opportunities, stakeholders and entities interacting with the enterprise.
2. Explain the scope of common Enterprise Systems (e.g., material management, supply chain management, customer relationship management, human resource management and financials)
3. Effectively communicate and assess an organisation's readiness and strategies for enterprise system implementation with professional assessments and in-depth technical arguments..
Assignment Specification
Purpose:
This assignment aims at analysing a case study on ‘ERP Implementation’ (uploaded on Blackboard as a separate file) and reporting their understanding/perspectives, answering the following questions
• Define purpose and scope of the case study using an ERP system.
• Discuss and evaluate case study ERP implementation approach.
• Analyse case study handling of change management during ERP implementation and propose appropriate strategies.
Report structure should be as the following:
Introduction: Discuss the report objective and structure
Purpose and Scope of ERP: Describe Enterprise Resource Planning systems (ERPs) in the given context.
Evaluate implementation approach: Brief case study implementation approach and discuss your opinion with quality arguments.
Analyse Change management: Analyse case study change management activities, roles of key stakeholders and propose your strategies.
Conclusion – Draw conclusion and summarise findings
References (make sure to use Harvard referencing)
Solution
Introduction
The report aims to analyse the ERP implementation adopted by an Ethiopian company. The application of an ERP system is well-known as a more complex element than the establishment of computer applications guiding the function of a single business (Boltena and Gomez, 2012). University Assignment Help, Mesfine industrial engineering private limited is a wide electromechanical engineering as well as metal construction organisation situated in Ethiopia that has executed an ERP system. In the report, there is a discussion about the scope as well as the purpose of ERP systems that are implemented by the Ethiopian organisation. The evaluation of the ERP implementation approach is discussed along with quality arguments. The analysis of change management activities and the roles of key stakeholders and their strategies are mentioned. Lastly, a summarisation of the findings has been evaluated in the report. The Mesfine industrial engineering was established in 1992, and it is well-known as the electromechanical engineering as well as metal construction complex located in Ethiopia (Referred to the case study). Alongside this, the objectives of this report are as follows;
• To explain the effectiveness of ERP implementation in Ethiopian companies.
• To evaluate the considered implemented implementation approach.
• To analyse the change management activities in association with the case study.
Purpose and Scope of the ERP
The main purpose of ERP in respect of implementation in the organisation in MIE is to mitigate the issues of the old system and enhance the quality of operations through an advanced approach. The old systems of the organisation offer problems related to integrating the function and flexibility of data tracking (Referred To The Case Study). The ERP system will reduce the data transfer time in different sites and provide much accuracy in tracking and coordinating among work sites through effective data management. The ERP system will also identify the different gaps and provide an effective solution to utilise the resources in the best possible way.
Evaluate Implementation Approach
Mesfine industrial engineering consists of wide individual systems for monitoring and maintaining financial, commercial, and procurement functions. These systems face issues during their interface because they have various file formats and databases (Referred to the case study). On the other hand, all the legacy systems were very expensive and complex to establish and maintain. Other organisation systems were also not working properly, including corporate cost accounting and MERLIN. In this situation, MIE decided to adopt ERP systems that would help the organisation to address the issues and that will lead to the success of the firm. While choosing a significant vendor of ERP, MIE adopts conventional factors, including people, cases, history as well as financial situation. In the project team, internal manager specialists and employees have important knowledge of relationships regarding cross-functional as well as experience with conventional internal systems. The effective practices generated by ERP implementation system internal support, projects, the section of functionality as well as external support into the significant technology acceptance model that contains construct of socio-environmental and belief constructs (Ranjan, Jha, and Pal, 2016). The effective concept requires to be implemented in the production as well as different sectors to regulate costly managerial insights that make them improve and appreciate end users' system acceptance of ERP.
Therefore, it can be said that the approaches taken by MIE are worthwhile because the involvement of internal and external project teams is important to execute the ERP implementation.
The common technical issue MIE faces has faced data accuracy (Referred to the case study). The modern system needs the backup of the conventional data from the systems of legacy that need to be screened as well as normalised in the format of sensible data within the repository of modern systems of data. Data duplication was the main necessity to be addressed by MIE. In various important areas, the conventional systems were operating within a specific time as they could easily get phased off by modern systems. To operate this, the department of IT developed interfaces between all systems. MIE incorporates twenty-one business process principles that would take together to analyse the operations generated by the organisation.
On the other hand, the issue of misfit could develop failure chances while implementing the ERP system. This significant issue develops due to the essential gap between the systems of ERP and the firm that seeks to execute it (Tobie, Etoundi, and Zoa, 2016). It is observed that the problem becomes essential due to the presence of improper acquisition, stating that the chosen system is not suitable for the firm. It can be said that the problem exists while implementing an ERP system for the firm. The organisation should adopt sustainable strategies to generate smooth running of the ERP system.
The project of ERP implementation operated by MIE operates through various phases. The initial phase determines the study of short intensive to operate the project scope while providing an outline costing and plan (Boltena and Gomez, 2012). In this phase, goals get developed, and the implementation plan gets established during the initial phase. In the second phase the implementation of Microsoft dynamics SL got defined and that will lead to the development of the blueprint business. The third phase stated the systems and architectural physical implementation with changing practices of the workforce in the organisation. The fourth phase determines the system of small scale that operates for about 3 months and within this period. It is a facility determined as the shop of production that becomes the central attention of the organisation. On the other hand, proper implementation, as well as planning, are important to develop strategic organisational values (Ali and Miller, 2017). It can be argued that the implementation phase adopted by MIE is suitable for regulating the execution of their ERP system within the firm.
Analysis of the Change Management
Change management in business is the process through which an organisation replaces the existing system and adopts an advanced process that effectively addresses the problems that occur in the existing system (Cameron and Green, 2019). MIE has been very frequent in change management and has implemented different systems before deciding on the implementation of ERP (Referred to the case study). However, none of the systems has provided satisfactory performance change management involves identifying the problems of the existing system. For MIE, there are many areas of problems like high operational cost, difficulty to maintain, lack of consistent and accurate data related to decision-making, incompetent to establish communication in different work sites of the organisations and so on (Referred to the case study). Implementing other systems has provided a certain experience to the organisation for which ERP implementation seems more effective. There are different phases of change management. Identifying the problem and the requirement of the new system is considered for this purpose. Forming project goals and teams is the first stage of any project.
The organisation has also held an initial meeting where the project deliverables scope and the team are planned (Referred to the case study). Then the blueprint of the new system was prepared, and execution was conducted. Then the pilot of the system was put to trial and studied. After that, the end user training was conducted (Referred to the case study). Training is integral to new system formation and adoption (öhnk, Weißert and Wyrtki, 2021). It enables the users to gain an understanding of the new system for the purpose of operating it effectively. The training is significant for implementing the change in the best possible way. After training, the new system was implemented, and the most significant task, data transfer from the existing project to the new one, was also conducted (Referred to the case study). Data vulnerability is the main issue during data transfer among systems. That is why the task of data transfer is conducted carefully so that it does not affect or disrupt the existing operations or functions.
Stakeholders are integral to any organisational change process (L?z?roiu et al., 2020). The core project team is the first stakeholder who is entitled to project planning and execution (Referred to the case study). Along with the team, the organisation has also implemented a change management committee to supervise and monitor the progress of the work. The MIE ICT team is entitled to design the new system and execute all the major phases related to implementation and monitor the performance for preparing the report. SYSCORP project team is also assigned to look after key activities like store and distribution, cost estimation, procurement and marketing (Referred to the case study). Under the project manager, two major consultants worked for the project business solution consultant and the development consultant. Apart from this, the steering committee provided the training aspect, which comprises the project manager, team and consultants. The role and responsibility of each stakeholder show that implementation of the new system is associated with different tasks. The organisation can also implement a monitoring team who can monitor the daily operations and mitigate the initial challenges of the users in this respect. This will help to lower the post-implementation cost and efforts.
Conclusion
Based on the above evaluation, it can be concluded that MIE is electrochemical engineering and metal construction organisation in Ethiopia that has adopted the system of ERP. The ERP system must be developed based on the analysis and phases the firm goes through within the business. The organisation faces issues while implementing the ERP and is going through phases that would guide them to generate its ERP implementation. The cost of ERP is widely minimising small and medium-scale enterprises to implement the system. The ERP system is required to be implemented while following important strategies that are essential to implement the system.
References
Ali, M. and Miller, L., 2017. ERP system implementation in large enterprises–a systematic literature review. Journal of enterprise information management.
Boltena, A.S. and Gomez, J.M., 2012. A successful ERP implementation in an Ethiopian company: A case study of ERP implementation in Mesfine industrial engineering Pvt. Ltd. Procedia Technology, 5, pp.40-49. doi 10.1016/j.protcy.2012.09.005
Cameron, E. and Green, M., 2019. Making sense of change management: A complete guide to the models, tools and techniques of organisational change. Kogan Page Publishers.
Jöhnk, J., Weißert, M. and Wyrtki, K., 2021. Ready or not, AI comes—an interview study of organisational AI readiness factors. Business & Information Systems Engineering, 63, pp.5-20.
L?z?roiu, G., Ionescu, L., Andronie, M. and Dijm?rescu, I., 2020. Sustainability management and performance in the urban corporate economy: a systematic literature review. Sustainability, 12(18), p.7705.
Ranjan, S., Jha, V.K. and Pal, P., 2016. Literature review on ERP implementation challenges. International Journal of Business Information Systems, 21(3), pp.388-402.
Tobie, A.M., Etoundi, R.A. and Zoa, J., 2016. A literature review of ERP implementation in African countries. The Electronic Journal of Information Systems in Developing Countries, 76(1), pp.1-20.
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