IS 450 Enterprise Systems Implementation

1.  IS 450 Enterprise Systems Implementation Olayele Adelakun (Ph.D) Assistant Professor CTI Office: Room 735 CTI 7th Floor Phone: 312-362-8231 Fax: 312-362-6116 Email : yele@cs.depaul.edu Web: http://facweb.cs.depaul.edu/yele

2. Agenda • Course Overview • Expectation • IS change management in organizations • Themes

3. Course Overview • Objective • Course Materials • Grading • Group Assignment

4. Course Objectives • An understanding of the major processes that affect the change process in people and organizations • An understanding of the major organizational transformation technologies such as BPR and ERP. • An understanding of the challenges and issues inherent in changing established organizations. • An appreciation of the various methods available for achieving change, the circumstances that effect their appropriateness, and the preferred execution. • Students will be able to develop a change management plan for implementing an information system that radically changes the current processes.

5. Prerequisites  • IS 483 or HCI 400 or ECT 555.

6. Course Material • Varun Grover and William Kettinger,  Process Think: Winning Perspectives for Business Change in the Information Age, Idea Group Publishing, Hershey PA. 2000. ISBN 1-87828-968-3. • Jeffery M. Hiatt and Timothy J. Creasey, Change Management: the People Side of Change. ProSci Learning Center Publications, Loveland CO. 2003. ISBN 1-930885-18-0.

7. Grading

8. Group Assignment 1 • About 2-3 students per group. • Your group assignment is to develop a change management plan for an organization implementing any of the following systems: • Enterprise Resources Planning Systems (ERP) • E-commerce or M-commerce systems • Customer Relationship management systems (CRM) • Supply chain management systems • Deliverables • Presentation (10%) • Written documentation with references (15%) • Peer to peer evaluation (5%) OR

9. Group Assignment 2 • About 2-3 students per group. • Your group assignment is to study the change management plan for an Large system implementing in your company. Your group should also study how the change management plan was implemented. Examples of systems include the following: • Enterprise Resources Planning Systems (ERP) • E-commerce or M-commerce systems • Customer Relationship management systems (CRM) • Supply chain management systems • Deliverables • Presentation (10%) • Written documentation with references (15%) • Peer to peer evaluation (5%) OR

10. Group Assignment 3 • Conducting an Industry Analysis • See examples

11. Question

12. Agenda • Course Overview • Expectation? • IS change management in organizations • Themes

13. Expectations?

14. Agenda • Course Overview • Expectation? • IS change management in organizations • Themes

15. Who moved my Cheese • http://www.whomovedmycheese.com/products/changeVideo.asp • Who Moved My Cheese?

16. Reasons For Change • Internal Factors • External Factors

17. Why Change • IT or ICT has always been a source of opportunity and uncertainty, advantage and risk. • Distance and time have become much less significant determinants of market and organization structures and processes. • IT influence in large organization is pervasive, affecting the smallest department and decision-making processes to an extent not visualized few years ago

18. IT Era and Organization Changing perspectives • Changing Technology Platforms Administrative Framework Primary Target Justification/ Purpose Application Challenges Regulated Monopoly Productivity/ Efficiency Era I 1950s- 70s Organization ? ? Free Market Individual/Group Efficiency Era II 1970s- 80s ? ? Individual Enterprise and Industry Integration Value Creation Era III 1990s-99 Collaborative ? ? Era IV 2000s- ? ? ? ? ?

19. Agenda • Expectations? • Course Overview • IS change management in organizations • Themes

20. Relevant Themes • Change Management Models • Market structure and Industry Dynamics • IT Impact

21. Market structure and Industry Dynamics • The old industry value chain • Sequential • Functionally organized and transitional in nature • Vertical organization structures within organization boundaries • The new industry value chain • Process based • Integrating the enterprise activities • Boundaries are becoming fluid • Partnership and the rise of virtually integrated industry

22. IT Impact • The goal for technology use influences Its development, operating and management • Impact on core operations • Impact on core strategy • Impact • Support, Factory, Turnaround, Strategic

23. Categories of Strategic Relevance and Impact A contingency appropriate to IT management. High Factory Strategic IT are important but they are not fundamental to the firms ability to compete. Totally depending on it Strategic Impact of existing IT system Support Turnaround Strategic Impact of IT on operations and future strategy is low. Not absolutely depending on totally uninterrupted, fast response-time. Low Low High Strategic Impact of IT applications under development

24. Categories of Strategic Relevance and Impact A contingency appropriate to IT management. Factory High Strategic Goal: Transform the organization or industry Leadership: Senior executives or board Goal: Improve performance of core processes Leadership: Business unit executives IT Impact on core operations Support Turnaround Goal: Identify and launch new Ventures Leadership: Venture incubation unit Goal: Improve local performance Leadership: Local level oversight Low Low High IT Impact on core strategy

25. Discussion • Why do organizations change • Does my organization need to change • What happens if we don’t • How important is IT to the success of your industry / organization • What kind of change will it introduced into the organization • Are leaders capable and ready to deal with the change management challenges? • Are IT resources appropriately placed in the firm?

26. Discussion • Do the perspective and skill of the IT team, IT users, and general management team fit the firm’s changing strategy and organization and the IT application, operating environment, and management processes? • Is the firm organized to identify, evaluate, and assimilate new information technologies on a timely basis? • Are the strategic planning, the management control and the project management systems defined and appropriately implemented and managed? • Are appropriate organizational structures and coordinating mechanisms in place to ensure IT is appropriately aligned to the needs of the firm? • What is the importance of change management in the organization?

27. Agenda • Expectations? • Course Overview • IS Challenges in the organization • Themes