By Vivek Kale
Imposing SAP R/3: The consultant for enterprise andTechnology Managers offers a framework and a whole plan that allows enterprise and technical managers to take the optimum judgements which are important for the profitable implementation of SAP of their enterprises. It provides the main points had to plan and current hopefully a case for selecting SAP, with no ever asking the software program seller or concerning the vendor's body of workers.
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Additional resources for Implementing SAP R/3: The Guide for Business and Technology Managers
Provides the ability to know and implement global best practices. • Alters the function-oriented organization toward a more team-based, cross-functional, process-oriented organization, thus leading to more flexible, flatter, and tightly integrated organization. • Provides a responsive medium for undertaking all variants on process improvement programs and methodologies, including process innovation, process improvement, business process, and so on. • Provides a responsive medium for quality improvement and standardization efforts including QC, QA, and TQM.
The return on investments in IT was abysmally low by any standard of measurement and expectations. With IT/IS budgets stretching beyond the capabilities of most organizations, there was a compelling need for a radically new approach that could result in actual usable functionality that was professionally developed, under control, and on time. The Millennium Enterprise CHAPTER 1 The traditional software implementations involving the development of applications were characterized by: • Requirement-driven functional decomposition • Late risk resolution • Late error detection • Use of different languages or artifacts at different phases of the project • Large proportion of scrap and rework • Adversarial stakeholder relationship with non-IT users • Priority of techniques over tools • Priority of quality of developed software rather than functionality per se • Great emphasis on current, correct, complete and consistent documentation • Great emphasis on testing and reviews • Major effort on change control and management • Large and diverse resource requirements • Schedules always under pressure • Great effort on projected or estimated target performance • Inherent limitations on scalability • Protracted integration between systems Many alternate strategies were devised like CASE and prototyping; however, none were able to cross this basic hurdle.
It will be the century of information economics. ERP, like SAP, also acts as a transformer of the knowledge which resides in the heads of the operational and subject experts into a more explicit and accessible form. This corresponds exactly to the tacit knowledge talked about by I. Nonaka and H. Takeuchi in their book titled The Knowledge Creating Company. These could be learning experiences, ideas, insights, innovations, rules of thumb, business cases, concepts or conceptual models, analogies, and so on.