The Role of Re-engineering in ERP System Implementation - MIS800

This assignment solution discusses the importance of re-engineering in the context of Enterprise Resource Planning (ERP) systems. It highlights how companies initially performed tasks manually and then adopted process improvement methodologies. Re-engineering is presented as a series of steps to automate and improve processes, emphasizing structuring processes around outputs and reassigning tasks to involved individuals. The essay also covers the complexities of ERP implementation, the impact on various organizational areas, and the challenges posed by broken or antiquated processes. It emphasizes the need for a well-defined project management methodology, the importance of business and IT collaboration, and the criticality of a common data dictionary. The solution concludes by recommending that organizations establish a project team, define goals and scope, clearly define requirements, and align processes to system capabilities and best practices, all with the support of business leadership to maximize the benefits of ERP systems. The document has been contributed by a student and is available on Desklib, where students can find a wide array of study resources.

Cara Hrubes
MIS800
Assignment 5
Prior to computers companies performed tasks manually, and with a vast number of
steps. Overtime companies began to engage in process improvement methodologies such as
Six Sigma, Lean Manufacturing and Total Quality Management. The methodologies allowed
companies to maximize the efficiencies in a process, as well as maximizing the quality
produced. When implementing a system of any type, one of the key steps is to first define and
understand a process, and implement the right tool for the process, often times what occurs is
that companies will implement a system prior to finalizing a process.
Re-engineering is a series of steps to automate and improve a process. There are
multiple ways to re-engineer a process. In one example, the goal is to structure the process
around the outputs of the process, not the actual steps that are comprise the process. Another
example is to reassign tasks in the process to the individuals most involved, as seen in the
Accounts Payable process. Other organizations centralize processes against geographic regions
or teams that must work together through centralized collaboration systems.
The setup of an ERP is complicated and impacts almost all areas of an organization.
ERPs are also built using industry best practices. When implementing an ERP in an organization
where processes are broken, antiquated or do not adhere to best practices the system becomes
less efficient, and requires modifications and customizations. When a system is customized,
maintain the system becomes increasingly difficult. Once a system is implemented, modifying a
process may require reconfiguring the system, something that can be costly and ineffective.

Implementing an ERP requires a project management methodology, regardless of the
methodology the key phases are similar, requirements, design, development, testing,
implementation. The business areas are responsible for requirements and partner with IT
departments for design, implementation and testing. IT departments are solely responsible for
development. System implementation projects encounter failures and successes regardless of
the type of system, however, ERP implementation projects success or failure is dependent on
key areas, primarily businesses not recognizing the importance of the technical requirements of
the system. Often times the businesses put the requirements of the business areas over the
technical requirements.
ERP systems are based on a centralized database, multiple business areas write to the
same database. The business needs a common data dictionary, this is often difficult to achieve
because different business areas use terms and values differently thus creating challenges in
the system, challenges that users have a difficult time solving because users don’t want to
compromise. Users then begin to want the system customized, a process that is not always
feasible, and if so, becomes costly, impractical and time consuming.
Prior to implementing an ERP, the recommendation would be for an organization to first
establish the team involved in the project. Establishing the team not only means determining
what resources will be involved in the process, but also determining the decision making
process, and identifying roles and responsibilities for each resource. The next recommendation
would be to determine the goals and scope of the project. The primary goal may be to simply
implement the project, but should be evaluated for more details such as implementing a
system that results in reduction of staff hours. The goals should be clearly defined, and then

expanded to define the scope of the project. The scope should include details around what
functional areas will be included in the system, what level of testing will be completed, and
what types of training will be included. Once the scope and goals are defined, requirements
should be clearly defined by all business areas. The requirements allow businesses to evaluate
and compare systems. As systems are evaluated against the requirements businesses become
aware of what the system capabilities are. Once system capabilities are understood businesses
need to evaluate how to best align their processes to the system capabilities and best practices.
When a system is selected, and the project is approved a timeline is established. The timeline
should account for proper project planning, and requirements documentation. Most
importantly, business leadership must support the project and changes necessary to make the
project successful.
ERP systems provide extreme value to companies, most companies regardless of size
cannot run without a centralized ERP. Maximizing the benefits of an ERP is only achievable
when the processes executed using the ERP are designed based on the best practice of the
system itself. Designing processes to adhere to the best practices of the ERP is only achievable
when the business leaders support the changes that are necessary.
Comments-
In the paper, the answer has significant errors in the content, as there are some excessive
discussion of unrelated issues like introducing of Six Sigma, Lean Manufacturing and Total
Quality Management. It was expected to focus on re-engineering and enterprise resource
system as well as linking between the ones. On the other hand, three is lack of detailed and

relevant discussion of reengineering. There should be more real life examples of reengineering
that would be helpful to understand the topic comprehensively. In addition, the answer is not
complete with significant omissions and little surrounding details. It is expected to described to
significance of reengineering and ERP Implementation process. However, the background of
implementing ERP system is explained. However, it has been expected to cover some
limitations of implementing ERP that would assist to understand the drawbacks and take
necessary actions to overcome those. Hence, there are minor issues of organization. It is
required to work on creating transitions between the ideas. However, in terms of readability,
the paper is clear and cogent with no grammatical errors.
Criteria/ standards Points
Relevance and correctness 1/3
Thoroughness 1/3
Presentation/ Logic 1/2
Readability 2/2
Total- 5/10