Enterprise Systems IDSC 3104 Course Roadmap Introduction to Enterprise Systems Managing Enterprise Systems • • Architectural options Management decisions 5 weeks Trends in Enterprise Systems 2 weeks Topics and Readings Posted in Canvas! Course Dashboard • • • Last week: Inquiry to Cash This week: Material Planning (Other types of data, Integration) Next week: Material Planning (cont.) • No class for Thanksgiving break – Weds (11/22) or Thurs (11/23) • • • Exercise 2 due: Monday, Nov 13, at 11:30am Case 2 due: Tues, Nov 28, at 5pm Exercise 3 due: Monday, Dec 4, at 11:30am – Start early! This is the longest exercise of the semester. • Quiz 2: next week, during class time ~50 minutes, ~25 questions – Open book / notes. You may use notes/slides/etc. during the quiz. CSOM undergrads should know… ??? And do you know what happens when your fixed bid project goes over budget? All sorts of misalignment occurs. As the stakeholder, you don't want to pay another dime. You want your project delivered now with the full scope complete. However, the development team has to essentially finish the project on their own dime. Unfortunately, the majority of development teams that take fixed bid projects will then ‘rush’ to get your project done, because it’s no longer profitable for them. This promptly leads to crappy work, or at the very least, less polished work. You and the team that’s creating your vision are totally and completely misaligned at this point. You want high quality work, they want quick work. This is true whether you have your in-house team build it or if you outsource the project. Bad things happen when stakeholders and development teams are misaligned. Once you come to terms with the fact that a fixed bid project is a bad idea, the solution is to identify the one variable you do want to anchor around. There are three variables to any project: Money, Time, and Scope. Figure out which one you care most about, and set an anchor around that. And then, be at peace with the truth that the best chance of you achieving your anchor goal is by having some flexibility with the other two variables. Looking back Have we seen / read about / discussed examples of an “ERP megasuite”? Gartner emphasizes “postmodern ERP” How have we already addressed: • Reducing licensing costs? • Pursuing instance consolidation? • Managing upgrades? • Interfacing with cloud services? Review the article 1. How has ERP evolved over the past 30 years? 2. What is the relationship between postmodern ERP and ‘ease of use.’ 3. What is Gartner’s definition of postmodern ERP? 4. What is legacy ERP? 5. Why does legacy ERP stifle innovation? 6. Why is it important to do ERP strategy definition before vendor selection? 7. The article talks about IMC as another technical advance in ERP strategy. We will study it late in the term, but what does it stand for? How does SAP address IMC?
