FIT3138 Real time enterprise systems - Semester 2, 2014

This unit provides both a theoretical and practical overview of real time enterprise systems. Real time enterprise systems are configurable information systems packages, implemented on-line that integrate people, technology and information processing. The three integrated processes within and across functional areas are seamlessly interconnected and almost time-lag free in an organisation. Topics include systems and technology background, ES evolution, ES lifecycle, implementation and configuration, ES and electronic commerce and ES success and failure factors. The theoretical component will be augmented by detailed case studies which focus on problems faced by real-life companies. For the practical component, laboratory exercises using a well-known enterprise system will be used to deepen student understanding.

Mode of Delivery

Workload Requirements

Minimum total expected workload equals 12 hours per week comprising:

(a.) Contact hours for on-campus students:

• Two hours of lectures
• One 2-hour laboratory

(b.) Additional requirements (all students):

• A minimum of 8 hours independent study per week for completing lab and project work, private study and revision.

Unit Relationships

Prohibitions

FIT3012, FIT3133, FIT3068

Prerequisites

Completion of 12 points of level two units from Information Technology, Science or Engineering or equivalent.

Chief Examiner

Campus Lecturer

Tutors

Your feedback to Us

Previous Student Evaluations of this Unit

Previous students found this unit intellectually stimulating, with sufficient resources and support to complete the learning objectives.

Based on student feedback the pace and structure of this unit has been adjusted appropriately for students to be able to better complete the tasks required of them in a timely manner.

Academic Overview

Learning Outcomes

• describe the characteristics, features and functionality of a real time enterprise system, the major application modules, and major business processes, data integration points, and the importance of master data, reporting, configuration and security that distinguishes it from other software systems;
• explain the benefits of enterprise systems in terms of integration, world-wide flexibility, interactive processing, client-server platform, cloud computing, SOA, open systems, and the capacity to be configured for all business types;
• discuss implementation project team responsibilities, the importance of clear communication, people handling and team management skills that are required of an enterprise systems implementation/project manager using examples from actual business cases;
• critically discuss the major factors that impact on stakeholders during an enterprise system implementation that can influence the project triple constraints and business success identified from both theoretical knowledge and actual business cases;
• demonstrate a capacity to describe and perform navigation functions and create master data objects in an enterprise systems system;
• describe system-wide concepts such as workflow, reporting, and the exchange of information between business partners and employees;
• explain the stages of an enterprise systems implementation lifecycle with particular focus on continuous change with regard to enhancement packs, upgrades, and new versions.

Unit Schedule

*Unit Schedule details will be maintained and communicated to you via your learning system.

Teaching Approach

Assessment Summary

Examination (2 hours) 60%; In-semester assessment 40%

Assessment Requirements

Assessment Policy

Assessment Tasks

Participation

• Assessment task 1

  Title:

  Assignment 1 - Risk Management Strategy for an Enterprise System implementation

  Description:

  Students will be required to develop a coherent and appropriately structured risk management strategy that can be used to support and enhance a successful implementation of an enterprise system using a real world case study.

  Weighting:

  20%

  Criteria for assessment:

  This assignment task will assess students' ability to:

  1. Produce a coherent literature review outlining the importance of critical factors in a real world case study organisation that is implementing an enterprise system.  The literature review will identify and discuss the importance of six major factors that could impact on an implementation.
  2. Produce an appropriate risk management strategy that could be used in a real world case study organisation for an enterprise system implementation. The risk management strategy should be referenced from an appropriate source.
  3. Create a risk matrix that outlines the major critical factors and gives a weighting as to their likely criticality in an enterprise system implementation

  Due date:

  Monday 15 September 2014

• Assessment task 2

  Title:

  Assignment 2 - Take the perspective of the vendor and seller by purchasing and selling materials using a case scenario in SAP ECC6

  Description:

  This assignment task will assess students' ability to:
  
  1. Take the perspective of either the seller or buyer to buy and sell materials on line to completion of the payment process use a case scenario.  
  
  2. Create a workflow that would demonstrate the process flow for sales order processing and procure to pay for use by the purchaser and sales clerk in a case study organisation.  The workflow will indicate the integration points with the Financial module using SAP ECC6 as the enterprise system of choice.

  Weighting:

  20%

  Criteria for assessment:

  This assignment task will assess individual students ability to interact with their business partner to conduct correct and appropriate sales order processing through to payment and purchase to pay business process.

  Due date:

  Friday 17 October 2014

Examinations

• Examination 1

  Weighting:

  60%

  Length:

  2 hours

  Type (open/closed book):

  Closed book

  Electronic devices allowed in the exam:

  None

Learning resources

Reading list

Students will be provided with adequate reading requirements in their assignment and at the end of each lecture.

Davenport (1998).  Putting the enterprise into the enterprise system. Harvard Business Review. July-August 1998.

Hershey Business case (2000) Located at: http://www.erpwire.com/erp-articles/failure-story-in-erp-process.htm l.

Titulair, H. B., Oktamis, S., and Pinsonneault, A. (2005). Dimensions of ERP implementations and their impact on ERP Project outcomes.  Journal of Information Technology Management. Vol XVI, 1. Located at http://jitm.ubalt.edu/XVI-1/article1.pdf lhttp://www.sap.com/australia/solutions/customersuccess/index.epx.

ACC (1984). ERP implementations and their issues. Proceedings of the Australian Computer Conference, Sydney, Australian Computer Society, November Edn.

Berthold W.F. and Hingsen C.S. (1981) The Introduction of New Technology to the Workplace, Berlin: Springer-Verlag.

Bingi, P. Sharma M.K. and Godla J.K. (1999). “Critical Issues Affecting An ERP Implementation”, Information Systems Management, Vol. 16, 3, pp 7-14.

Davenport, T. H. (2000a). Mission critical:  Realising the promise of enterprise systems.  Boston:  Harvard Business School Press.

Davenport, T. H. (2000b).  The future of enterprise system-enabled organisations.  Information Systems Frontiers (special issue of The future of Enterprise Resource Planning Systems Frontiers), 2(2), 163-180.

Holland, C. and B. Light (1999). "A Critical Success Factors Model For ERP Implementation." Software, IEEE 16(3): 30-36.

Klause, H. & Roseman (2000).  What is enterprise resource planning?  Information Systems Frontiers (special issue of The Future of Enterprise Resource Planning Systems), 2 (2), pp 141-162.

Lewis, P.J. (1993a). Linking Soft Systems Methodology with Data-focused Information Systems Development, Journal of Information Systems, Vol. 3, pp. 169-186.

Nolan, & Norton Institute. (2000).  SAP Benchmarking Report 2000, KPMG Melbourne.

Queensland Health Corporate Publications:  Change management Documents: Located at http://www.health.qld.gov.au/publications/change_management/

Ross, J. W. (1999). “The ERP Revolution:  Surviving Versus Thriving, Centre for Information System Research, Sloan School of Management, MA, August 1999.

Shang, S. & Seddon, P. B. (2000). “A comprehensive framework for classifying the benefits of ERP systems” in the proceedings of the twenty third Americas Conference on Information Systems. pp 1229-1698.

Sumner, M. (2000). "Risk factors in enterprise-wide/ERP projects." Journal of Information Technology 15(4): 317 - 327.

Yang, S. and Seddon, P. (2004). “Benefits and Key Project Success Factors from Enterprise Systems Implementations: Lessons from Sapphire 2003”. In the proceedings of ACIS 2004, Hobart, UTAS.

Feedback to you

• Informal feedback on progress in labs/tutes
• Graded assignments with comments
• Interviews

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Examination material or equipment

There is no material or equipment required for this exam.

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