Organizational Change and ERP: Business Process Engineering Report

This report provides an overview of Enterprise Resource Planning (ERP) systems, emphasizing the integrated management of business processes. It explores key concepts such as Business Process Management (BPM), Business Process Re-engineering (BPR), and Organizational Project Management Maturity Model (OPM(3)), illustrating their applications in project management, business process upgrades, and organization. The report uses examples to demonstrate how these concepts can be applied to address specific business challenges, such as improving product delivery, revenue collection, and customer service. It also highlights the importance of organizational commitment and senior management support in successful ERP implementations. The report concludes by differentiating between OPM(3), BPM, and BPR and their respective applications. The report also provides key references to support the concepts.

ENTERPRISE RESOURCE
PLANNING
ENTER YOUR NAME HERE

Introduction

ENTERPRISE RESOURCE PLANNING
• ERP is the integrated management of the
holistic business processes (Harwood 2017).
• Evaluation and assessment of business
processes through technological aids
(Harwood 2017).

Purpose of the presentation
• Outline basic issues related to ERP.
• Apply and demonstrate concepts and theories
related to ERP.
• Understanding and differentiation between
concepts like BPM, BPR, OPM(3).

ERP issues
• Project management.
• Upgrading business processes.
• Organizing business processes effectively
(Jinno, Abe and Iizuka 2017).

Definitions of concepts
• OPM(3) (Freitas et al. 2019)

Definitions of concepts
• BPR (Chang, 2016)
Map out
proposed
processes
Test
proposed
processes
Evaluate the
effectiveness
Document
existing
processes

Definitions of concepts
• BPM: Business process management.
• Management of metrics, standards, policies,
evaluation and organization of the way in
which an enterprise performs its businesses
(Van Der Aalst, La Rosa and Santoro 2016).

Discussion

The issue of project management
• Various steps.
• Specific workflow that has to be followed
• Defined way of doing a task.
• Cannot be automated because of the fact that
the execution is completely based on human
intervention.
• Identifying best practice of workflow could be
an issue (Jinno, Abe and Iizuka 2017).

Example
• Enterprise X is tasked with carrying out an
activity that would keep track of product
delivery and revenue collection. Enterprise Y
also has to undertake such activities, and has
been doing it more efficiently than enterprise
X. Enterprise X wants to come up with a plan
to stay competitive with enterprise Y.

Recommendation
• Application of OPM(3)