Managing an Enterprise Managing an Enterprise Resource Planning Resource Planning -- ERP
What is ERP?What is ERP?
nn At its simplest level, ERP is a set of best practices for At its simplest level, ERP is a set of best practices for
performing the various duties in the departments of your performing the various duties in the departments of your
company, including in finance, planning, manufacturing, company, including in finance, planning, manufacturing,
warehouse, sales, and marketing.warehouse, sales, and marketing.
Short for Short for eenterprise nterprise rresource esource pplanning,lanning,a business a business
management system that integrates all facets of the management system that integrates all facets of the
business. business.
nn Software solution that addresses the enterprise needs Software solution that addresses the enterprise needs
taking the process view of an organization to meet the taking the process view of an organization to meet the
organizational goals.organizational goals.
nn MultiMulti--module application software that helps organization module application software that helps organization
manage its core business. ERPs are crossmanage its core business. ERPs are cross--functional and functional and
enterprise wide. All functional departments that are enterprise wide. All functional departments that are
involved in operations or production are integrated in one involved in operations or production are integrated in one
system.system.
Semantic Business Process Management: A Lifecycle Based Requirements Analysis
Semantic Business Process Management: A Lifecycle Based Requirements Analysis
Despite of increasing software support for Business Process
Management (BPM), currently there is still a low degree of automation in the
BPM lifecycle, especially when it comes to bridge between the business and IT
view on business processes. The goal of Semantic Business Process
Management is to achieve more automation in BPM by using semantic
technologies. In this paper, we describe on a conceptual level how ontologies
and semantic web service technologies can be used throughout the BPM
lifecycle, consisting of process modeling, implementation, execution, and
analysis phases. The use of semantics in BPM results in new functionality a
Semantic Business Process Management System (SBPMS) has to implement.
For each phase of the BPM lifecycle, we identify the new functional
requirements for a SBPMS, and explain the benefits of adopting semantic
technologies in SBPM.
Despite of increasing software support for Business Process
Management (BPM), currently there is still a low degree of automation in the
BPM lifecycle, especially when it comes to bridge between the business and IT
view on business processes. The goal of Semantic Business Process
Management is to achieve more automation in BPM by using semantic
technologies. In this paper, we describe on a conceptual level how ontologies
and semantic web service technologies can be used throughout the BPM
lifecycle, consisting of process modeling, implementation, execution, and
analysis phases. The use of semantics in BPM results in new functionality a
Semantic Business Process Management System (SBPMS) has to implement.
For each phase of the BPM lifecycle, we identify the new functional
requirements for a SBPMS, and explain the benefits of adopting semantic
technologies in SBPM.
SERVICE ORIENTED ARCHITECTURES FOR BUSINESS PROCESS MANAGEMENT SYSTEMS
SERVICE ORIENTED ARCHITECTURES FOR BUSINESS PROCESS MANAGEMENT SYSTEMS
The integration of research in the area of Service Oriented Architectures (SOA) with current methodologies and tools of
Business Processes Management Systems (BPMS) will bring significant contributions to the objectives of dynamic
process management in modern enterprises. However, at the current state of development of both BPMS and SOA, this
dynamism is limited by numerous factors. This article aims to provide a brief survey of on-going research in the
application of Service Oriented Architectures in Business Process Management, examining its usage, its relation with
other technologies and related open issues. In particular we take a specific view of the problem, namely that of the
software engineer that is asked to design, develop and implement service architectures under current business process
management systems. We proceed presenting a simple case study that captures some of the proposed methodologies and
tools and we use such case study to highlight a number of problems related to the implementation of such architectures in
real world situations.
KEYWORDS
Service Oriented Architectures, Business Processes Management Systems, Web Services, e-Commerce
1. INTRODUCTION
Change is the only constant in today’s business. Enterprises do not make contracts/agreements for long-
term periods. On the contrary alliances are made for short-period strategies that can last some days and even
less. In this dynamical environment, enterprises cannot survive without well-organized and adaptive business
processes. To face the challenge, current business processes, consisting of numerous habits, practices,
disjoint data models, application logic, workflows and many other point solutions repeated a hundred times
in a hundred places, need to be rationalized. What is sought out by corporate enterprises is not a new "silver
bullet" system to replace existing "legacy" systems, nor a new "business process layer" in an already complex
IT stack. Rather, companies need the capability to recast all business processes into a standard form that is
open to manipulation by the familiar tools and skills already in place.
To achieve such fundamental shift from process reengineering to dynamic process management,
companies are in the process of investigating and experimenting new systems such as Business Process
Management System (BPMS) (see, for example http://www.bpmg.org/) as well as emerging standardized
architectures like Service-Oriented Architectures (SOA), a new methodology for building distributed
applications where elementary business processes, exposed as services, can be published, discovered and
bound together to create more complex valued-added business processes [Papazoglou and Dubrey, 2004].
This article aims at providing a brief survey of on-going research in the application of Service Oriented
Architectures in business process management, examining its usage, its relation with other technologies and
related open issues. In particular we take a specific view of the problem, namely a developer point of view on
service architectures under current business process management systems. We proceed presenting a simple
case study that captures some of the proposed methodologies, tools and we use such case study to highlight a
number of problems related to the implementation of such architectures in real world situations.
The integration of research in the area of Service Oriented Architectures (SOA) with current methodologies and tools of
Business Processes Management Systems (BPMS) will bring significant contributions to the objectives of dynamic
process management in modern enterprises. However, at the current state of development of both BPMS and SOA, this
dynamism is limited by numerous factors. This article aims to provide a brief survey of on-going research in the
application of Service Oriented Architectures in Business Process Management, examining its usage, its relation with
other technologies and related open issues. In particular we take a specific view of the problem, namely that of the
software engineer that is asked to design, develop and implement service architectures under current business process
management systems. We proceed presenting a simple case study that captures some of the proposed methodologies and
tools and we use such case study to highlight a number of problems related to the implementation of such architectures in
real world situations.
KEYWORDS
Service Oriented Architectures, Business Processes Management Systems, Web Services, e-Commerce
1. INTRODUCTION
Change is the only constant in today’s business. Enterprises do not make contracts/agreements for long-
term periods. On the contrary alliances are made for short-period strategies that can last some days and even
less. In this dynamical environment, enterprises cannot survive without well-organized and adaptive business
processes. To face the challenge, current business processes, consisting of numerous habits, practices,
disjoint data models, application logic, workflows and many other point solutions repeated a hundred times
in a hundred places, need to be rationalized. What is sought out by corporate enterprises is not a new "silver
bullet" system to replace existing "legacy" systems, nor a new "business process layer" in an already complex
IT stack. Rather, companies need the capability to recast all business processes into a standard form that is
open to manipulation by the familiar tools and skills already in place.
To achieve such fundamental shift from process reengineering to dynamic process management,
companies are in the process of investigating and experimenting new systems such as Business Process
Management System (BPMS) (see, for example http://www.bpmg.org/) as well as emerging standardized
architectures like Service-Oriented Architectures (SOA), a new methodology for building distributed
applications where elementary business processes, exposed as services, can be published, discovered and
bound together to create more complex valued-added business processes [Papazoglou and Dubrey, 2004].
This article aims at providing a brief survey of on-going research in the application of Service Oriented
Architectures in business process management, examining its usage, its relation with other technologies and
related open issues. In particular we take a specific view of the problem, namely a developer point of view on
service architectures under current business process management systems. We proceed presenting a simple
case study that captures some of the proposed methodologies, tools and we use such case study to highlight a
number of problems related to the implementation of such architectures in real world situations.
SOA-BASED APPROACH TO THE ENTERPRISE RESOURCE PLANNING IMPLEMENTATION IN SMALL ENTERPRISES
SOA-BASED APPROACH TO THE ENTERPRISE RESOURCE PLANNING IMPLEMENTATION IN SMALL ENTERPRISES
Abstract. The sector of small enterprises is characterized by a specific approach to the
planning activities, determined by the circumstances of low margin and risk-driven
business. The primary focus of small enterprise are income generators, rather than
cost reduction activities. This reflects at ineffective and inefficient usage of diverse ICT
technologies, implemented in a non-systematic manner. The objective of this paper is to
present principles and guidelines for the customized approach to the implementation of
the integrated enterprise information system, by using the step-wise implementation of
the service-oriented architecture (SOA), managed and operated with a minimized
threat to the business continuity.
Key words: Enterprise Resource Planning, ERP, Small & Medium Enterprises,
Service-Oriented Architecture, SOA, Web Services
1. INTRODUCTION
The environment of small enterprises can be described from the aspect of ICT
investment, level of business organization and scope of strategic planning. These features
are extremely important for setting the background basis for strategy, methods and tools
for implementation of the enterprise information system. With regard to this, some im-
portant findings [1] are described below:
• Start-up investment is used for financing basic activities for market development and
short-term business continuity management with the lowest margin possible. Plan-
ning horizon is low because of a small-scale startup investment and applied produc-
tion strategy. Business is done on the basis of short-termed forecasts;
• Integrated enterprise information system is not implemented – a non-homogenous
environment of different business applications, supporting individual business seg-
ments might cause data redundancy and threaten its integrity. Both could induce a
risk of wrong or late information, needed for decision making;
Low margin strategy determines the way of doing daily business. Top priority is to re-
move short-term risks – all resources are involved in fulfillment of sales objectives,
rather than cost reduction, which is the primary goal of business IT applications;
• Less but more flexible workforce is capable of quickly adapting to business process
re-engineering deliverables;
• Web-based marketing and e-commerce practices are often applied, because they are
less demanding regarding investments and workforce, unlike in the conventional
marketing and sales activities. This approach enables the company to adapt quickly
to web-based business process management, and particularly, B2B activities;
• Lack of strategic risk management approach, caused by focused identification and
resolution of short-term risks lowers the level of coordination towards fulfillment of
business plan objectives;
General objective of research, presented in this paper, is to identify the technology
stack, followed by relevant guidelines and methods, for ICT support in business manage-
ment of small manufacturing enterprises. Specific objective is to define the technical
framework for transition from dispersed legacy ICT environment to effective and efficient
enabler for on-time delivery of accurate information in decision-making business activi-
ties. Focal point of the presented framework is maturation of business functions towards
concept of business services [2] and their orchestration into processes, executed and man-
aged on top of gradually integrated ICT environment.
Abstract. The sector of small enterprises is characterized by a specific approach to the
planning activities, determined by the circumstances of low margin and risk-driven
business. The primary focus of small enterprise are income generators, rather than
cost reduction activities. This reflects at ineffective and inefficient usage of diverse ICT
technologies, implemented in a non-systematic manner. The objective of this paper is to
present principles and guidelines for the customized approach to the implementation of
the integrated enterprise information system, by using the step-wise implementation of
the service-oriented architecture (SOA), managed and operated with a minimized
threat to the business continuity.
Key words: Enterprise Resource Planning, ERP, Small & Medium Enterprises,
Service-Oriented Architecture, SOA, Web Services
1. INTRODUCTION
The environment of small enterprises can be described from the aspect of ICT
investment, level of business organization and scope of strategic planning. These features
are extremely important for setting the background basis for strategy, methods and tools
for implementation of the enterprise information system. With regard to this, some im-
portant findings [1] are described below:
• Start-up investment is used for financing basic activities for market development and
short-term business continuity management with the lowest margin possible. Plan-
ning horizon is low because of a small-scale startup investment and applied produc-
tion strategy. Business is done on the basis of short-termed forecasts;
• Integrated enterprise information system is not implemented – a non-homogenous
environment of different business applications, supporting individual business seg-
ments might cause data redundancy and threaten its integrity. Both could induce a
risk of wrong or late information, needed for decision making;
Low margin strategy determines the way of doing daily business. Top priority is to re-
move short-term risks – all resources are involved in fulfillment of sales objectives,
rather than cost reduction, which is the primary goal of business IT applications;
• Less but more flexible workforce is capable of quickly adapting to business process
re-engineering deliverables;
• Web-based marketing and e-commerce practices are often applied, because they are
less demanding regarding investments and workforce, unlike in the conventional
marketing and sales activities. This approach enables the company to adapt quickly
to web-based business process management, and particularly, B2B activities;
• Lack of strategic risk management approach, caused by focused identification and
resolution of short-term risks lowers the level of coordination towards fulfillment of
business plan objectives;
General objective of research, presented in this paper, is to identify the technology
stack, followed by relevant guidelines and methods, for ICT support in business manage-
ment of small manufacturing enterprises. Specific objective is to define the technical
framework for transition from dispersed legacy ICT environment to effective and efficient
enabler for on-time delivery of accurate information in decision-making business activi-
ties. Focal point of the presented framework is maturation of business functions towards
concept of business services [2] and their orchestration into processes, executed and man-
aged on top of gradually integrated ICT environment.
E-GOVERNMENT vs. E-GOVERNANCE
E-GOVERNMENT vs. E-GOVERNANCE:
EXAMINING THE DIFFERENCES IN A CHANGING PUBLIC SECTOR CLIMATE
This is the fourth in a series of five reports assessing international developments in the
policies and public administration issues now driving e-government and e-governance.
As e-government principles and practices have been applied in the past few years it has
been clear that fundamental governance issues determine the workability of the
application of e-services delivery and e-programs. This report addresses the differences
between e-government and e-governance in our growing global information society. The
terms e-government and e-governance are often used interchangeably in discussions and
analyses of how governments are approaching their relationship with the citizenry
through the applications of information and communication technologies to fulfill their
duties as governing bodies and to better serve the public.
Thus, the fourth report in this series distinguishes between the two terms. Overall, the
paper assesses the role of government and separates out how governance is distinguished
from government. We conclude in this paper that government and governance are both
about getting the consent and cooperation of the governed. But whereas government is
the formal apparatus for this objective, governance is the outcome as experienced by
those on the receiving end. E-government can be a more productive version of
government in general, if it is well implemented and managed. E-governance can evolve
into participatory governance if it is well supported with the appropriate principles,
objectives, programs and architectures.
These reports to date represent guidelines for policy implementations for e-government
that can be used by governments, whether they are developed or developing countries.
Report number five, which is to follow will be an analysis and assessment of the e-
democracy and e-participation movement and how government is responding to this new
trend. Networked communities are quickly evolving through the Internet and,
increasingly, citizens are using the new technologies to organize themselves so their
voices can be heard and also to develop tools to attempt to influence government policy
and programs at the political and public administration level.
The current report was prepared under the auspices of the Commonwealth Secretariat,
London, UK and the Telecommunications and Informatics Services of Public Works and
Government services Canada. William Sheridan, policy analyst, Informetrica Inc,
Ottawa and Research Fellow for CCEG, and Cathia Gilbert, of CCEG, are thanked for
their contributions to the preparation and writing of this report.
EXAMINING THE DIFFERENCES IN A CHANGING PUBLIC SECTOR CLIMATE
This is the fourth in a series of five reports assessing international developments in the
policies and public administration issues now driving e-government and e-governance.
As e-government principles and practices have been applied in the past few years it has
been clear that fundamental governance issues determine the workability of the
application of e-services delivery and e-programs. This report addresses the differences
between e-government and e-governance in our growing global information society. The
terms e-government and e-governance are often used interchangeably in discussions and
analyses of how governments are approaching their relationship with the citizenry
through the applications of information and communication technologies to fulfill their
duties as governing bodies and to better serve the public.
Thus, the fourth report in this series distinguishes between the two terms. Overall, the
paper assesses the role of government and separates out how governance is distinguished
from government. We conclude in this paper that government and governance are both
about getting the consent and cooperation of the governed. But whereas government is
the formal apparatus for this objective, governance is the outcome as experienced by
those on the receiving end. E-government can be a more productive version of
government in general, if it is well implemented and managed. E-governance can evolve
into participatory governance if it is well supported with the appropriate principles,
objectives, programs and architectures.
These reports to date represent guidelines for policy implementations for e-government
that can be used by governments, whether they are developed or developing countries.
Report number five, which is to follow will be an analysis and assessment of the e-
democracy and e-participation movement and how government is responding to this new
trend. Networked communities are quickly evolving through the Internet and,
increasingly, citizens are using the new technologies to organize themselves so their
voices can be heard and also to develop tools to attempt to influence government policy
and programs at the political and public administration level.
The current report was prepared under the auspices of the Commonwealth Secretariat,
London, UK and the Telecommunications and Informatics Services of Public Works and
Government services Canada. William Sheridan, policy analyst, Informetrica Inc,
Ottawa and Research Fellow for CCEG, and Cathia Gilbert, of CCEG, are thanked for
their contributions to the preparation and writing of this report.
Analysis and Design Techniques for Service-Oriented Development and Integration
Analysis and Design Techniques for Service-Oriented Development and Integration
Service-Oriented Architectures (SOAs) have been established as an IT
strategy to support the on demand goal of business agility. Web services standards
and their implementations are key enablement technologies for SOA which are
maturing rapidly. There is a growing body of successful implementations of these
technologies. However, experience of solving the wider business and architectural
issues involved in designing a high-quality SOA for a particular enterprise still
stands at an early stage. In this paper, we motivate the need for service modeling
methodologies as means of tackling the external design of a business-focused
SOA, identify some of the available candidate assets, and discuss how existing
artefacts such as UML analysis diagrams can be leveraged for service modeling.
Service-Oriented Architectures (SOAs) have been established as an IT
strategy to support the on demand goal of business agility. Web services standards
and their implementations are key enablement technologies for SOA which are
maturing rapidly. There is a growing body of successful implementations of these
technologies. However, experience of solving the wider business and architectural
issues involved in designing a high-quality SOA for a particular enterprise still
stands at an early stage. In this paper, we motivate the need for service modeling
methodologies as means of tackling the external design of a business-focused
SOA, identify some of the available candidate assets, and discuss how existing
artefacts such as UML analysis diagrams can be leveraged for service modeling.
A Case-Study-Based Discussion of Business Process Analysis and Modeling for Re-Engineering Small and Medium-Sized Enterprises
A Case-Study-Based Discussion of Business Process Analysis and Modeling for Re-Engineering Small and Medium-Sized Enterprises
Abstract: This paper discusses various technical problems of business process analysis and
modeling in order to make clear the themes of future study. We are now in the age of an
economic revolution which has brought about by the information technologies and post-
mass production systems. However, the profits of several existing small and medium-sized
enterprises have decreased because they have not kept up with the revolution. Therefore,
we take one of them as an example and discusses the results of an analysis of the business
process of the enterprise.
Key Words: business process modeling, business process analysis, business process re-
engineering, small and medium-sized enterprise
1 Introduction
We are now in the age of an economic revolution called the information technology
revolution. This revolution has been brought about by information technologies such as low-
priced personal computers and the world wide Internet, and by post-mass production systems
such as diversified and small-scale production systems.
However, several enterprises have not kept up with the revolution. In particular, several
small and medium-sized enterprises, although they want to, cannot keep up with the
revolution because of their own limitations.
Therefore, we studied the technology of business process analysis and modeling for re-
engineering small and medium-sized enterprises. As the first step of the study, we took one
enterprise as an example. Then, we analyzed it for a few months. After discussing the results
of the analysis, we made an interim report for further analysis.
In this paper, section 2 outlines the background of the discussion. Section 3 describes the
interim results of the analysis. Section 4 discusses the results.
Abstract: This paper discusses various technical problems of business process analysis and
modeling in order to make clear the themes of future study. We are now in the age of an
economic revolution which has brought about by the information technologies and post-
mass production systems. However, the profits of several existing small and medium-sized
enterprises have decreased because they have not kept up with the revolution. Therefore,
we take one of them as an example and discusses the results of an analysis of the business
process of the enterprise.
Key Words: business process modeling, business process analysis, business process re-
engineering, small and medium-sized enterprise
1 Introduction
We are now in the age of an economic revolution called the information technology
revolution. This revolution has been brought about by information technologies such as low-
priced personal computers and the world wide Internet, and by post-mass production systems
such as diversified and small-scale production systems.
However, several enterprises have not kept up with the revolution. In particular, several
small and medium-sized enterprises, although they want to, cannot keep up with the
revolution because of their own limitations.
Therefore, we studied the technology of business process analysis and modeling for re-
engineering small and medium-sized enterprises. As the first step of the study, we took one
enterprise as an example. Then, we analyzed it for a few months. After discussing the results
of the analysis, we made an interim report for further analysis.
In this paper, section 2 outlines the background of the discussion. Section 3 describes the
interim results of the analysis. Section 4 discusses the results.
MOVING LEGACY DATA TO YOUR ENTERPRISE RESOURCE PLANNING SYSTEM
MOVING LEGACY DATA TO YOUR ENTERPRISE RESOURCE PLANNING SYSTEM
This paper provides a detailed overview of the data conversion methodology
employed in numerous successful large scale Enterprise Resource Planning (ERP)
implementation projects.
It is intended for IT Project Managers, Business Functional Area Project Managers
and others who are tasked with legacy system data conversion duties when
implementing major ERP systems such as SAP, Indus PassPort, PeopleSoft,
Maximo, Oracle Financials, Mincom, EPRI Pasta and others.
With the increasing complexity and sophistication of today’s ERP systems the use of
a formal and proven legacy system data conversion methodology is a critical
success factor for any implementation project.
In this paper you will be introduced to the challenges of data conversion and
implementation. These include assembling an effective data conversion team,
establishing a data conversion computer environment, extracting data from multiple
legacy sources and platforms, conducting Business Process Reviews using legacy
data, load planning for data conversion, reviews of converted data, managing
multiple implementation project regions and functional system testing.
You will also read about the weaknesses of the traditional data conversion methods,
such as inconsistent methods of data mapping and system code selections by
different business functional teams and late starts on building the new system’s user
acceptance and how this methodology addresses those weaknesses.
Lastly, you will see how utilizing this methodology will result in consistent conversion
data integrity, meet the project schedule, satisfy data auditors, vastly improve the
Business Process Review sessions and greatly reduce any post-production data
problems.
This paper provides a detailed overview of the data conversion methodology
employed in numerous successful large scale Enterprise Resource Planning (ERP)
implementation projects.
It is intended for IT Project Managers, Business Functional Area Project Managers
and others who are tasked with legacy system data conversion duties when
implementing major ERP systems such as SAP, Indus PassPort, PeopleSoft,
Maximo, Oracle Financials, Mincom, EPRI Pasta and others.
With the increasing complexity and sophistication of today’s ERP systems the use of
a formal and proven legacy system data conversion methodology is a critical
success factor for any implementation project.
In this paper you will be introduced to the challenges of data conversion and
implementation. These include assembling an effective data conversion team,
establishing a data conversion computer environment, extracting data from multiple
legacy sources and platforms, conducting Business Process Reviews using legacy
data, load planning for data conversion, reviews of converted data, managing
multiple implementation project regions and functional system testing.
You will also read about the weaknesses of the traditional data conversion methods,
such as inconsistent methods of data mapping and system code selections by
different business functional teams and late starts on building the new system’s user
acceptance and how this methodology addresses those weaknesses.
Lastly, you will see how utilizing this methodology will result in consistent conversion
data integrity, meet the project schedule, satisfy data auditors, vastly improve the
Business Process Review sessions and greatly reduce any post-production data
problems.
Aspek-Aspek Keamanan pada Infrastuktur e-Government
Aspek security sangat luas. Security 100% tidak mungkin dicapai. Tetapi security dapat
ditingkatkan. IT security officer harus berpacu dengan hacker, cracker, script kiddies, virus
creator, dsb. dalam menjaga security system. Cara pandang technology-centric tidak
mencukupi, harus dikombinasikan dengan aspek-aspek administrative dan social. Kalau
security kita terjemahkan sebagai penjagaan asset dari kerusakan/kehancuran maka
aspeknya menjadi luas sekali. Tabel 1 dan 2 merangkum beberapa aspek (yang masih dapat
dikembangkan) yang merupakan checklist untuk pencapaian security sistem e-commerce,
yang dalam makalah ini diidentikkan dengan e-government. Kedisiplinan, kejujuran, dan
ketelitian karyawan pada semua tahapan informasi (koleksi data, pengolahan transaksi,
penyimpanan, backup, pelaporan, operator jaringan, dsb.) merupakan modal utama
tercapainya sistem yang secure dan reliable.
ditingkatkan. IT security officer harus berpacu dengan hacker, cracker, script kiddies, virus
creator, dsb. dalam menjaga security system. Cara pandang technology-centric tidak
mencukupi, harus dikombinasikan dengan aspek-aspek administrative dan social. Kalau
security kita terjemahkan sebagai penjagaan asset dari kerusakan/kehancuran maka
aspeknya menjadi luas sekali. Tabel 1 dan 2 merangkum beberapa aspek (yang masih dapat
dikembangkan) yang merupakan checklist untuk pencapaian security sistem e-commerce,
yang dalam makalah ini diidentikkan dengan e-government. Kedisiplinan, kejujuran, dan
ketelitian karyawan pada semua tahapan informasi (koleksi data, pengolahan transaksi,
penyimpanan, backup, pelaporan, operator jaringan, dsb.) merupakan modal utama
tercapainya sistem yang secure dan reliable.
ENTERPRISE RESOURCE PLANNING SYSTEMS RESEARCH: AN ANNOTATED BIBLIOGRAPHY
ENTERPRISE RESOURCE PLANNING SYSTEMS RESEARCH: AN ANNOTATED BIBLIOGRAPHY
Despite growing interest, publications on ERP systems within the academic
Information Systems community, as reflected by contributions to journals and
international conferences, is only now emerging. This article provides an annotated
bibliography of the ERP publications published in the main Information Systems
journals and conferences and reviews the state of the ERP art. The publications
surveyed are categorized through a framework that is structured in phases that
correspond to the different stages of an ERP system lifecycle within an organization.
We also present topics for further research in each phase.
Despite growing interest, publications on ERP systems within the academic
Information Systems community, as reflected by contributions to journals and
international conferences, is only now emerging. This article provides an annotated
bibliography of the ERP publications published in the main Information Systems
journals and conferences and reviews the state of the ERP art. The publications
surveyed are categorized through a framework that is structured in phases that
correspond to the different stages of an ERP system lifecycle within an organization.
We also present topics for further research in each phase.
e-gov, patricia j pascual
Information and communications technologies (ICTs) are playing an increasingly
vital role in the daily lives of people, revolutionizing work and leisure and changing
the rules of doing business. In the realm of government, ICT applications are
promising to enhance the delivery of public goods and services to citizens not
only by improving the process and management of government, but also by
redefining the traditional concepts of citizenship and democracy.
The effects of ICTs on societies are both far-reaching and uneven. On the one
hand, ICT is fueling the transition from industrial-based economies to knowledge-
based societies. On the other hand, ICT still has little or no impact in the lives of
people in many countries. This wide disparity in the impact of ICT around the
world today underscores the uneven progress of economic development. It also
highlights the critical role of government in the information age.
The goal of this primer is to clarify the major issues surrounding e-government, as
well as to provide readers with best practices in e-governance in the developing
world. Leaders committed to e-government are demonstrating that by combining
technology with new ways of operating, government can be made much more
effective, efficient, transparent and responsive.
What is e-government?
Definitions of e-government range from “the use of information technology to free
movement of information to overcome the physical bounds of traditional paper
1
and physical based systems” to “the use of technology to enhance the access to
and delivery of government services to benefit citizens, business partners and
2
employees.” The common theme behind these definitions is that e-government
involves the automation or computerization of existing paper-based procedures
that will prompt new styles of leadership, new ways of debating and deciding
strategies, new ways of transacting business, new ways of listening to citizens
3
and communities, and new ways of organizing and delivering information.
Ultimately, e-government aims to enhance access to and delivery of government
services to benefit citizens. More important, it aims to help strengthen government’s
drive toward effective governance and increased transparency to better manage
4
a country’s social and economic resources for development.
vital role in the daily lives of people, revolutionizing work and leisure and changing
the rules of doing business. In the realm of government, ICT applications are
promising to enhance the delivery of public goods and services to citizens not
only by improving the process and management of government, but also by
redefining the traditional concepts of citizenship and democracy.
The effects of ICTs on societies are both far-reaching and uneven. On the one
hand, ICT is fueling the transition from industrial-based economies to knowledge-
based societies. On the other hand, ICT still has little or no impact in the lives of
people in many countries. This wide disparity in the impact of ICT around the
world today underscores the uneven progress of economic development. It also
highlights the critical role of government in the information age.
The goal of this primer is to clarify the major issues surrounding e-government, as
well as to provide readers with best practices in e-governance in the developing
world. Leaders committed to e-government are demonstrating that by combining
technology with new ways of operating, government can be made much more
effective, efficient, transparent and responsive.
What is e-government?
Definitions of e-government range from “the use of information technology to free
movement of information to overcome the physical bounds of traditional paper
1
and physical based systems” to “the use of technology to enhance the access to
and delivery of government services to benefit citizens, business partners and
2
employees.” The common theme behind these definitions is that e-government
involves the automation or computerization of existing paper-based procedures
that will prompt new styles of leadership, new ways of debating and deciding
strategies, new ways of transacting business, new ways of listening to citizens
3
and communities, and new ways of organizing and delivering information.
Ultimately, e-government aims to enhance access to and delivery of government
services to benefit citizens. More important, it aims to help strengthen government’s
drive toward effective governance and increased transparency to better manage
4
a country’s social and economic resources for development.
E-Government Policy
The purpose of the City Web Site is to provide information of the City's choosing to the public in
order to conduct the City’s business and promote the City's goals as guided by the City Council.
The City’s Web sites and the selection of sites to which any of them may be linked is not
intended to serve as a forum for free discussion. Ample facilities for free expression are
available both on the Internet and in the physical world. Instead, the City’s Web Site is intended
to serve the City’s need to make useful and practical information available to residents,
businesses, and visitors which facilitates provision of a City service or furthers another
specifically articulated purpose of the City.
order to conduct the City’s business and promote the City's goals as guided by the City Council.
The City’s Web sites and the selection of sites to which any of them may be linked is not
intended to serve as a forum for free discussion. Ample facilities for free expression are
available both on the Internet and in the physical world. Instead, the City’s Web Site is intended
to serve the City’s need to make useful and practical information available to residents,
businesses, and visitors which facilitates provision of a City service or furthers another
specifically articulated purpose of the City.
eGOVERNMENT, MORE THAN AN AUTOMATION OF GOVERNMENT SERVICES
eGovernment is more about government than about ìeî.
The rise of the information society has led to major changes in citizen
expectations and organisational structures, cultures and working processes.
Governments are following suit and adopting information society tools and
working practices to remain responsive to citizen needs. The impact of e-
government at the broadest level is simply better government by enabling
better policy outcomes, higher quality services, greater engagement with
citizens and by improving other key outputs. Governments and public
administrations will, and should, continue to be judged against these
established criteria for success.
eGovernment initiatives refocus attention on a number of issues: how to
collaborate more effectively across agencies to address complex, shared
problems; how to enhance customer focus; and how to build relationships
with private sector partners. Public administrations must address these issues
if they are to remain responsive.
- The eGovernment Imperative, OECD 2003
The rise of the information society has led to major changes in citizen
expectations and organisational structures, cultures and working processes.
Governments are following suit and adopting information society tools and
working practices to remain responsive to citizen needs. The impact of e-
government at the broadest level is simply better government by enabling
better policy outcomes, higher quality services, greater engagement with
citizens and by improving other key outputs. Governments and public
administrations will, and should, continue to be judged against these
established criteria for success.
eGovernment initiatives refocus attention on a number of issues: how to
collaborate more effectively across agencies to address complex, shared
problems; how to enhance customer focus; and how to build relationships
with private sector partners. Public administrations must address these issues
if they are to remain responsive.
- The eGovernment Imperative, OECD 2003
eGovernment Maturity
As we review our progress in eGovernment, we have much of which to be proud.
Three or four years ago, what passed for eGovernment was not much more than
a collection of agency web sites with individual designs that gave some
information about the agency and, perhaps, contained some forms that could be
downloaded, printed out, and mailed in. Today our web presence consists of
numerous, transaction-enabled services with a common look and feel. Given our
progress, the question naturally arises as to where we go from here. No doubt,
in three or four years, our current situation will look as immature as our earlier
efforts appear today.
One tool we can use to determine the road ahead is called a maturity model. A
maturity model is a method for judging the maturity of the processes of an
organization and for identifying the key practices that are required to increase the
maturity of these processes. Maturity models exist for a number of processes.
One of the most well known is the Capability Maturity Model (CMM) for software
development from the Software Engineering Institute at Carnegie Mellon
University.
An eGovernment maturity model provides us with guidance on how to gain
control of our processes for developing and maintaining eGovernment services
and how to evolve toward a culture of excellence in providing and managing
eGovernment. A maturity model can guide us in selecting process improvement
strategies by determining current process maturity and identifying the few issues
that are most critical to eGovernment quality and process improvement. By
focusing on a limited set of activities and working aggressively to achieve them,
we can steadily improve our organization-wide eGovernment processes and
enable continuous and lasting gains in our eGovernment capabilities.
Maturity models can be very involved and take years to master. The CMM
referred to earlier is one such model. However, in its simplest form, a maturity
model is an enumeration of attributes for a sequence of maturity levels. For good
or bad, no well-developed maturity models for eGovernment exist; the best
available models are simple, but still useful for understanding some key facts
about eGovernment.
Three or four years ago, what passed for eGovernment was not much more than
a collection of agency web sites with individual designs that gave some
information about the agency and, perhaps, contained some forms that could be
downloaded, printed out, and mailed in. Today our web presence consists of
numerous, transaction-enabled services with a common look and feel. Given our
progress, the question naturally arises as to where we go from here. No doubt,
in three or four years, our current situation will look as immature as our earlier
efforts appear today.
One tool we can use to determine the road ahead is called a maturity model. A
maturity model is a method for judging the maturity of the processes of an
organization and for identifying the key practices that are required to increase the
maturity of these processes. Maturity models exist for a number of processes.
One of the most well known is the Capability Maturity Model (CMM) for software
development from the Software Engineering Institute at Carnegie Mellon
University.
An eGovernment maturity model provides us with guidance on how to gain
control of our processes for developing and maintaining eGovernment services
and how to evolve toward a culture of excellence in providing and managing
eGovernment. A maturity model can guide us in selecting process improvement
strategies by determining current process maturity and identifying the few issues
that are most critical to eGovernment quality and process improvement. By
focusing on a limited set of activities and working aggressively to achieve them,
we can steadily improve our organization-wide eGovernment processes and
enable continuous and lasting gains in our eGovernment capabilities.
Maturity models can be very involved and take years to master. The CMM
referred to earlier is one such model. However, in its simplest form, a maturity
model is an enumeration of attributes for a sequence of maturity levels. For good
or bad, no well-developed maturity models for eGovernment exist; the best
available models are simple, but still useful for understanding some key facts
about eGovernment.
OPEN SOURCE BUSINESS INTELLIGENCE AND DATA WAREHOUSINGOPEN SOURCE BUSINESS INTELLIGENCE AND DATA WAREHOUSING
OPEN SOURCE BUSINESS INTELLIGENCE AND DATA WAREHOUSING
A One-Day Seminar by Seth Grimes
Rome, June 10, 2008
Open-Source operating systems, databases, programming tools, applications, and analytical software are chal-
lenging closed-source, commercial computing platforms on both cost and capabilities.Credible Open-Source al-
ternatives have emerged in every software category.The alternatives include free, commercially supported pac-
kages designed with the scalability, ease of use, and performance required by Enterprise users.This two-day se-
minar will present the Business case for Open Source.It will survey available options and present capabilities and
benefits.It will look at market developments and discuss adoption strategies.Via Case Studies and an examina-
tion of Best Practices, it will help attendees plan their own Open-Source evaluations and implementations.
A One-Day Seminar by Seth Grimes
Rome, June 10, 2008
Open-Source operating systems, databases, programming tools, applications, and analytical software are chal-
lenging closed-source, commercial computing platforms on both cost and capabilities.Credible Open-Source al-
ternatives have emerged in every software category.The alternatives include free, commercially supported pac-
kages designed with the scalability, ease of use, and performance required by Enterprise users.This two-day se-
minar will present the Business case for Open Source.It will survey available options and present capabilities and
benefits.It will look at market developments and discuss adoption strategies.Via Case Studies and an examina-
tion of Best Practices, it will help attendees plan their own Open-Source evaluations and implementations.
Business Process Analysis Worksheets and Guidelines
Business Process Analysis Worksheets and Guidelines
The primary goal of the ebXML effort is to facilitate the integration of e-businesses throughout
the world with each other. Towards this end much of the work in ebXML has focused on the
notion of a public process: the business process(es) by which external entities interact with an e-
business. The specification and integration to such public processes has long been recognized as
a significant cost to such businesses. In order to reduce this cost ebXML is recommending the
use of Business Libraries. The principle goals of these libraries are to:
a.) Promote reuse of common business processes and objects
b.) Provide a place where companies and standards bodies could place the specifications of their
public processes where appropriate trading partners could access them.
In order to realize these goals, a lingua franca needed to be leveraged so that all users of this
repository could understand what each other are specifying. The ebXML community has decided
to use as its lingua franca the semantic subset of the UMM Metamodel, specified by the
UN/CEFACT Modeling Methodology in the N090 specification.
The UMM “is targeted primarily at personnel knowledgeable in modeling methodology who
facilitate business process analysis sessions and provide modeling support. It also serves as a
checklist for standardized models when a previously specified business process is contributed to
UN/CEFACT for inclusion and incorporation as a standard business process model.” [UMM]
This document contains several worksheets that guide analysts towards UMM compliant
specifications of their business processes. We have tried to provide tools for users regardless of
whether we’re working on behalf of a standards body or an individual company. Furthermore,
we provide a variety of scenarios guiding how one might go about filling out these worksheets
(e.g. top-down vs. bottom up). The UMM can be used as a reference for understanding the
details of the underlying Metamodel and UMM methodology.
Different degrees of rigor are required within these worksheets. As we approach the lower level,
certain elements and organization of the specification are required to meet the requirements of
the ebXML technical framework. At higher levels there is a good deal of latitude about the way
concepts are grouped. In many cases, things such as assumptions and constraints will be
specified in natural language rather then in a formal one.
The primary goal of the ebXML effort is to facilitate the integration of e-businesses throughout
the world with each other. Towards this end much of the work in ebXML has focused on the
notion of a public process: the business process(es) by which external entities interact with an e-
business. The specification and integration to such public processes has long been recognized as
a significant cost to such businesses. In order to reduce this cost ebXML is recommending the
use of Business Libraries. The principle goals of these libraries are to:
a.) Promote reuse of common business processes and objects
b.) Provide a place where companies and standards bodies could place the specifications of their
public processes where appropriate trading partners could access them.
In order to realize these goals, a lingua franca needed to be leveraged so that all users of this
repository could understand what each other are specifying. The ebXML community has decided
to use as its lingua franca the semantic subset of the UMM Metamodel, specified by the
UN/CEFACT Modeling Methodology in the N090 specification.
The UMM “is targeted primarily at personnel knowledgeable in modeling methodology who
facilitate business process analysis sessions and provide modeling support. It also serves as a
checklist for standardized models when a previously specified business process is contributed to
UN/CEFACT for inclusion and incorporation as a standard business process model.” [UMM]
This document contains several worksheets that guide analysts towards UMM compliant
specifications of their business processes. We have tried to provide tools for users regardless of
whether we’re working on behalf of a standards body or an individual company. Furthermore,
we provide a variety of scenarios guiding how one might go about filling out these worksheets
(e.g. top-down vs. bottom up). The UMM can be used as a reference for understanding the
details of the underlying Metamodel and UMM methodology.
Different degrees of rigor are required within these worksheets. As we approach the lower level,
certain elements and organization of the specification are required to meet the requirements of
the ebXML technical framework. At higher levels there is a good deal of latitude about the way
concepts are grouped. In many cases, things such as assumptions and constraints will be
specified in natural language rather then in a formal one.
Business Process Reengineering Assessment Guid
Business Process Reengineering Assessment Guid
Federal agencies are being challenged to reduce the cost of government while improving
their performance. As noted in GAO's executive guide on strategic information
2
management, achieving major levels of cost savings and performance improvement nearly
always requires that agencies redesign the business processes they use to accomplish
their work. Many of the largest federal agencies find themselves encumbered with
structures and processes rooted in the past, aimed at the demands of earlier times, and
designed before modern information and communications technology came into being.
These agencies are poorly positioned to fulfill their mission and meet their strategic goals.
They need to consider replacing outmoded work processes with streamlined ones that
more effectively serve the needs of the American public.
The need for agencies to reassess their business processes was recognized in the Clinger-
Cohen Act of 1996. Among the provisions of this landmark information management
reform, agencies are required to determine whether their administrative and mission-
related business processes should be improved before investing in major information
systems to support them. In addition, the Office of Management and Budget (OMB) has
reenforced this by requiring that investments in major information systems proposed for
funding in the President's budget should, among other things, support work processes
that have been simplified or otherwise redesigned to reduce costs and improve
3
performance. This recent legislation builds on other general management reforms. The
Government Performance and Results Act of 1993 provides the framework for defining
and measuring how well an agency is meeting its mission goals. And the Chief Financial
Officers Act of 1990 addresses the need for agencies to have accurate financial
information to understand and manage their operations.
Federal agencies are being challenged to reduce the cost of government while improving
their performance. As noted in GAO's executive guide on strategic information
2
management, achieving major levels of cost savings and performance improvement nearly
always requires that agencies redesign the business processes they use to accomplish
their work. Many of the largest federal agencies find themselves encumbered with
structures and processes rooted in the past, aimed at the demands of earlier times, and
designed before modern information and communications technology came into being.
These agencies are poorly positioned to fulfill their mission and meet their strategic goals.
They need to consider replacing outmoded work processes with streamlined ones that
more effectively serve the needs of the American public.
The need for agencies to reassess their business processes was recognized in the Clinger-
Cohen Act of 1996. Among the provisions of this landmark information management
reform, agencies are required to determine whether their administrative and mission-
related business processes should be improved before investing in major information
systems to support them. In addition, the Office of Management and Budget (OMB) has
reenforced this by requiring that investments in major information systems proposed for
funding in the President's budget should, among other things, support work processes
that have been simplified or otherwise redesigned to reduce costs and improve
3
performance. This recent legislation builds on other general management reforms. The
Government Performance and Results Act of 1993 provides the framework for defining
and measuring how well an agency is meeting its mission goals. And the Chief Financial
Officers Act of 1990 addresses the need for agencies to have accurate financial
information to understand and manage their operations.
ENTERPRISE RESOURCE PLANNING (ERP) BUSINESS ANALYST
ENTERPRISE RESOURCE PLANNING (ERP) BUSINESS ANALYST
DEFINITION
Under general direction, creates end user business solutions in countywide Enterprise Resource
Planning (ERP) System, which includes Human Resources/Payroll, Financial, Budget Preparation, and
Property Tax components; ensures countywide business requirements are met, and business operations
are effective and efficient through their functional knowledge of application; provides a wide variety of
project management, business process engineering, implementation services and services to County
end users and performs other related work as is required.
DEFINITION
Under general direction, creates end user business solutions in countywide Enterprise Resource
Planning (ERP) System, which includes Human Resources/Payroll, Financial, Budget Preparation, and
Property Tax components; ensures countywide business requirements are met, and business operations
are effective and efficient through their functional knowledge of application; provides a wide variety of
project management, business process engineering, implementation services and services to County
end users and performs other related work as is required.
Using Cost Benefit Analysis for Enterprise Resource Planning Project Evaluation:
Using Cost Benefit Analysis for Enterprise Resource Planning Project Evaluation:
A Case for Including Intangibles
This paper demonstrates how cost benefit analysis can be
applied to large-scale ERP projects, and that these
methods can incorporate intangible benefits, e.g., user
satisfaction. Detailed information on the business case
utilized by a large computer manufacturer in the decision
to implement the SAP system R/3 is presented.
Techniques that demonstrate how intangibles may be
included in the standard cost benefit analyses follow. The
paper concludes with a discussion on the state of valuing
ERP projects and questions to be answered in the future.
A Case for Including Intangibles
This paper demonstrates how cost benefit analysis can be
applied to large-scale ERP projects, and that these
methods can incorporate intangible benefits, e.g., user
satisfaction. Detailed information on the business case
utilized by a large computer manufacturer in the decision
to implement the SAP system R/3 is presented.
Techniques that demonstrate how intangibles may be
included in the standard cost benefit analyses follow. The
paper concludes with a discussion on the state of valuing
ERP projects and questions to be answered in the future.
Analysis of business process integration in Web service context
Analysis of business process integration in Web service context
The integration of Web services is a recent outgrowth of the Business Process integration field that will require powerful meta-schema
matching mechanisms supported by higher level abstractions, such as UML meta-models. Currently, there are many XML-based workflow
process specification languages (e.g. XPDL, BPEL) which can be used to define business processes in the Web services and Grid Computing
world. However,with limited capability to describe the relationships (schemasor ontologies) between process objects, the dominant useof XML
as a meta-data markup language makes the semantics of the processes ambiguous. OWL-S (Ontology Web Language for Services) exploits the
semanticdescriptionpowerofOWLtobuildanontologylanguageforservices.Itthereforebecomesacandidateforaninterlingua.Inthispaper,
wepropose anintegrationframework for business processes, which is appliedtoWebservices defined in OWL-S.
The integration of Web services is a recent outgrowth of the Business Process integration field that will require powerful meta-schema
matching mechanisms supported by higher level abstractions, such as UML meta-models. Currently, there are many XML-based workflow
process specification languages (e.g. XPDL, BPEL) which can be used to define business processes in the Web services and Grid Computing
world. However,with limited capability to describe the relationships (schemasor ontologies) between process objects, the dominant useof XML
as a meta-data markup language makes the semantics of the processes ambiguous. OWL-S (Ontology Web Language for Services) exploits the
semanticdescriptionpowerofOWLtobuildanontologylanguageforservices.Itthereforebecomesacandidateforaninterlingua.Inthispaper,
wepropose anintegrationframework for business processes, which is appliedtoWebservices defined in OWL-S.
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