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The introduction, use and maintenance of enterprise systems (ES) require a significant investment of organizational energy and resources. As such, ES represent the largest IS investment an organization is likely to make. Many organizations are now upgrading, replacing, or extending their original ES. Early versions of ES provided back office functionality that integrated a range of internal business processes, whereas modern ES have evolved to include support for a variety of front office and inter-organizational activities and processes, such as customer relationship management (CRM) and supply chain management (SCM). The design of such large integrated systems represents a major technical challenge, requiring new ways of thinking about business processes, system development, and enterprise architecture.
Because of both their size and their integrated nature, ES are difficult to implement, and are associated with a variety of organizational changes. Organizations expect, but unfortunately do not always realize, significant benefits from their sizable investments in ES. Because of the importance of ES in organizations, educators continue to explore approaches for introducing ES into IS and other business curricula. As such this track will investigate issues to pertaining large-scale systems adoption, implementation, and integration, academic and practice-based case studies on ES best practices, interdisciplinary concerns with specialized ES in areas such as healthcare and supply chain management, emerging delivery models, and enterprise and business architecture.
Frank Armour, American University, email@example.com
J. Alberto Espinosa, American University, firstname.lastname@example.org
Stephen Kaisler, SHK & Associates, email@example.com
William DeLone, American University, firstname.lastname@example.org
Peter Loos, Saarland University, Germany, email@example.com
Enterprise Architecting (EA) is the process of developing enterprise Information Technology architecture – both its description and its implementation. An EA description focuses on a holistic and integrated view of the why, where, and who uses IT systems and how and what they are used for within an organization. An enterprise architect develops the strategy and enables the decisions for designing, developing, and deploying IT systems to support the business operations as well as to assess, select, and integrate the technology into the organization’s infrastructure. Alignment between business and IT has remained one of the top issues for CIOs and IS managers. This minitrack would help to advance the knowledge of EA; help to learn about effective processes and approaches to effectively manage the EA; and begin to identify ways to measure the organizational benefits derived from EA.
Enterprise systems (ES) are extremely complex software packages designed for integrating data flow across an entire company, having emerged from earlier MRP, MRP II and ERP systems. Over time, ES have expanded to include more and more areas of an organization’s operations, and have extended beyond organizational boundaries to support interorganizational activities. Today’s enterprise systems are expected to support modern organizations that operate in dynamic and turbulent business environments, compete in global markets, face mergers and takeovers, and participate in business alliances and joint ventures. This mini-track invites papers that examine various aspects related to the determinants of ES success and business models. Both empirical and theoretical papers are invited. The general research questions addressed in this mini-track can be formulated as follows: What are the mechanisms determining successful ES adoption? What are the underlying business models of companies delivering successfully adaptable ES? What kinds of new business models exist?
After adopting an Enterprise Systems (ES), organizations struggle to obtain the benefits that were sought when choosing the system. As part of the Information Technologies Operation Management (ITOM)’s challenges, this minitrack aims to discuss all related difficulties that organizations might face during the runtime, the upgrade, and the maintenance of ES. One of these challenges is the management of change (e.g. requirements engineering, end user involvement and training, user support, testing, etc.). Both, vendor’s as well as customer’s perspectives need to be taken into account.
Christian Leyh, Technische Universität Dresden, firstname.lastname@example.org
Susanne Strahringer, Technische Universität Dresden, email@example.com
Markus Westner, OTH Regensburg, firstname.lastname@example.org
Despite many efforts towards system consolidation in the past current developments result in quite heterogeneous and complex software landscapes consisting of different software system types and components. With powerful end user tools at hand and decentralized development of functionality managing these landscapes that encompass totally different strands of technology becomes even more demanding. However, benefitting from these chances calls for new management approaches. Despite the experience of several decades, implementation-, adjustment- or integration-projects on the company-level still heavily strain the entire company and its resources as they imply severe intrusions into the enterprises´ structures and processes. Thus, a comprehensive and well-designed project management embedded in long-term transformation approaches still is an essential component of any significant change in the enterprise system landscape. This minitrack aims to discuss different facets and characteristics of the transformation of traditional enterprise software systems and the resulting, changing requirements towards enterprise structures and cultures.
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