Maximizing Return on Investment Using ERP Applications: (628 Wiley Corporate F&A)

Table of Contents:
Preface xiii Acknowledgments xxvii Introduction 1 Action 5 Thinking 6 Context 6 PART I A LEADERSHIP PERSPECTIVE 9 Chapter 1: The Law of Unintended Consequences 11 Introduction 11 What Is the Law of Unintended Consequences? 12 Management Systems 14 The Challenge 23 Summary 24 Notes 25 Chapter 2: Leadership and Change in an Integrated Business World 27 Introduction 28 The Universe Outside, the Universe Within 28 The Journey 29 The Evolution of Integrated Programs for Continuous Improvement 31 A Deeper Look into Integration 32 MRP II Comes to the Mainstream 32 The Move to IT-Related Applications Solutions 34 Leaders and the Leadership Gap 35 Summary 41 Notes 42 Chapter 3: A Historical Business Perspective of ERP 43 Introduction 43 Legacy Systems (19601970/1990) 45 It’s All about the Back Office: Getting a Single Version of the Truth (19701990) 46 Improving the Business (19902000) 47 The Business Suite: Enriching the Functionality (19962005) 50 Getting Information and Analysis out of the Data Ocean (19972007) 51 Corporate Reporting and Dashboards (2007Today) 52 The Era of Governance: Implications for the Future 53 Summary 54 Notes 59 PART II CONTEXTUAL ANALYSIS 57 Chapter 4: Return on Investment—Developing the Business Case 59 Introduction 60 Example 1: Cost Reduction 61 Example 2: Greater Manufacturing Capacity Leading to Increased Sales 63 Providing Business Value to an Enterprise 64 Summary 74 Note 75 Chapter 5: Business Process Analysis 77 Introduction 77 Where Are We Headed? 78 Business Process Design 80 Process Understanding Reveals Complexity 82 Business Process Management 83 Skills to Include 84 A Plan for Action 89 Summary 90 Notes 90 Chapter 6: Business Culture, Politics, and Organization 91 Introduction 91 Cultural Barriers and Enablers 92 Keys to Understanding Culture, Politics, and Organization 94 Compiling Insights Gained 102 Relating These Insights to the Project Itself 103 Summary 105 Notes 105 Chapter 7: IT Strategy Review 107 Introduction 107 An Example of a Flawed IT Strategy 108 What the Introduction of ERP Meant 110 A Better Way 111 Empowering the Future by Optimizing the Past 117 Summary 118 Note 119 Chapter 8: Workforce Education and Readiness 121 Introduction 121 The Workforce as a Learning Organization 122 Workforce Education 125 Business Education in an Integrated Business World 130 Summary 133 PART III A NEW PROGRAM GOVERNANCE APPROACH 135 Chapter 9: Integration of Organizational Needs 137 Introduction 138 Approach to the Analysis Process 140 Consolidation 146 Summary 148 Chapter 10: Developing a Governance Process 149 Introduction 150 Leadership Challenges 150 Program Governance Process 151 Continuous Improvement Programs 160 Summary 163 Chapter 11: Organizational Change Management 165 Introduction 165 Expanding the Role of OCM 166 Organizational Change Management with Leaders 168 The Trusted Adviser 169 Change Management Process 170 Summary 177 Chapter 12: Conclusions and Opportunities 179 The Journey 179 The Next Step 181 Leadership 183 The Path Forward 184 The Law of Unintended Consequences 186 How Insights Relates to Manufacturing 191 The Story Is Economic 191 Summary 192 Notes 193 Postscript 195 About the Authors 201 About the Website 207 Index 209

About the Author :
ARTHUR J. WORSTER is President of Worster Associates, LLC. As a business executive and later a global consulting leader, he developed and utilized methodologies to implement IT-supported change in Fortune 500 companies. He has also served as program consultant to a number of companies and executives. THOMAS R. WEIRICH, PhD, CPA, is the Jerry and Felicia Campbell Endowed Professor of Accounting at Central Michigan University (CMU) and former chair of its School of Accounting. He has public accounting experience with both international and domestic firms and has served in the Office of Chief Accountant at the U.S. Securities & Exchange Commission. FRANK ANDERA, EDD, is professor and past chairman of the Department of Business Information Systems at Central Michigan University. He is the Director of the SAP University Alliances program at CMU and an active member and participant in SAP University Alliances international and statewide programs.