1-2 page memo to CIO

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timer Asked: Feb 5th, 2019
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Question Description

For this assignment, you are to work independentlyand write a 1-2 page memo(not including references page) to the CIO that identifies more than seven success criteriafor implementation of enterprise systems, for the category of enterprise systems assigned to your group (ERP, SCM, CRM, etc.). (NOTE: More than seven success criteria are required to receive all possible points; see Grading Rubric below.)

  • Each of these success criteria should be briefly explainedand then related to how they would be appliedduring an implementation of the assigned category of enterprise systems within the CIO’s organization.
  • Discuss how each of the success criteria relates, on a larger scale, to satisfying the enterprise architecture. Some areas to consider include the structure of the organization and its processes and culture; other aspects of a proposed implementation relate to the phases of the system development life cycle (needs analysis, design, development, implementation, maintenance).
  • The case studies your group is using may be a good source of ideas. The criteria you identify must be applicable to enterprise systems (in the category assigned to your group) and should come from your research.

Important:Often students write this memo from the perspective of what it looks like to have a successful implementation of ES/EA. Instead, the focus should be on the criteria that will help you be successful! There is a difference here. For example, cost savings is the result but not necessarily the success criteria leading up to it. Now you could contribute cost savings to the fact that you had executive buy-in with sustained sponsorship (this could be an example) or other criteria that includes re-engineering of business processes as contributors. Please orient this memo such that you look at success criteria as the "drivers" for a good implementation. Also, please remember to put this into a memo format that looks professional. Please remember that the CIO has limited time and you should get to the key points quickly. Please refer to the grading rubric and carefully follow the assignment instructions!

You are to use a Microsoft Word memo template.The use of at least three external scholarly resources (in addition to your case studies and other class materials) is required. (NOTE: More than three external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals(rather than Wikipedia and authorless website postings). If you need assistance with determining what a scholarly journal is, the UMUC library is a very good source of information, accessed via the following link: http://www.umuc.edu/library/libhow/articles.cfm.

Remember to correctly cite and reference all sources. Since you are writing a memo, you should use in-text citations and list the references on a separate page at the end.

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1 Introduction Rolls Royce group is a British luxury automobile maker which was established in 1998. It is a well known company with businesses around 135 countries and manufacturing capabilities in 14 different counties. They have ventured in various businesses including civil, defense, aerospace, marine and energy markets. Rolls Royce services aircraft engines for most of the airlines, public companies and armed forces. The business that Rolls Royce is in Rolls Royce aero engines are used for power generation which acts as backups for nuclear power stations and filling across the UK. According to Maxcy and Silberston, (2017), Rolls Royce engines are used in ships and submarines due to their powerful nature. These engines can be found in almost every commercial aircrafts manufactured by aviation industries. They are famous in provision of high class quality, reliable, and the high end technological services offered to its customers (Pugh, 2015). Rolls Royce is well known in the production of British luxury cars including phantom, phantom drop head coupe, phantom coupe, Ghost, Wraith, Dawn, Rolls-Royce Cullinan, Phantom (2018) and several other models. 2 Rolls Royce offers highly qualified 24/7 technical support to its customers and their vessels across the world. With their global network and strategically located marine workshops, it is able to support its customers whenever there is need for repair and overhaul. Its services is tailored to customer requirements, they offer rapid turn a rounds to meet the docking schedules while adhering to ISO quality standards. Rolls Royce provides upgrades to ensure that their products maintain the highest level of operational safety and productivity. Other services offered by Rolls Royce include: Customer product training, energy management, equipment and health management, spares, and field services. Issues trying to Solve – Rolls Royce The business was working toward solving some technical, cultural and business issues hence the decision to implement the ERP system. Before starting the ERP project, the company had already used over 1500 systems that they developed internally. Aside from these systems being expensive to operate and very difficult to maintain, while using these systems the company continually were faced with issues of accuracy, consistency and accessibility of data that are needed for management to make calculated decisions and correct performance assessment. The old systems were prone to manual manipulation and most were not compatible with modern technology, for example, the “MERLIN” system was incapable of communicating between different sites. Roll Royce IT department was outsourced to EDS in 1996 and soon EDS began working on the ERP project. Although the company experienced many of the above issues and more, the implementation of the ERP system created a list of other issues. The company faced some 3 cultural issues, in that the system was met with low acceptance. The required change in processes and functions was not appreciated and the team had to work to resolve this issue. Also, there were business issues in that the implementation of the ERP (SAP R/3) project required a change in business structure so that it is more rigid. To solve this issue, the team used BPR, an internal business program to identify potential problems and mapping the current processes to fit the SAP system. Thirdly, the company had been faced with the major issue of inaccuracy of data. Transferring data from the old system brought the fear of duplication of data. The company decided to keep previous system running until all data were screened and transferred safely to the new system. Job Shop One major issue Job shops who have not mastered their art of logistic is facing is the fear of collapse of the company. The company is faced with logistic issue and study have proven that the implementation of ERPs will helps solve this issue. The Job shop encounters many logistic planning, logistic performance and other logistic related problems consistently. For example, the company’s leadtime was averaging more than three times other companies hence the company started to lose customers. Logistic performance can be improved by implanting ERP systems. Customers need quality products delivered accurately and timely at the lowest possible cost. The job shop is also faced with the issue of being unable to position people, materials, and products to meet customer needs. When it comes to packaging, labeling, storing, transporting, material handling in processing centers, and physically distributing the products the inconsistency is easily seen. 4 Logistic effectiveness as it relates to customers expectations in modern society is very high and the implementation of high performing logistic systems (ERP) will result in excellent customer service. Now that the industry is involved with distribution of products in this globalized economy and confronted with many problems, logistic effective will be at its highest potential with implementation of ERPs. Success or Failure? Rolls-Royce recently went through an upgrade with the way they used their implementation of information technologies and systems. The upgrade that they performed was to their enterprise resource planning (ERP) and the implementation had cases were some of the things were successful and unsuccessful. The (ERP software package that was implemented is known as SAP R/3. Rolls-Royce used over 1500 systems before the ERP project was started. These legacy systems were expensive to operate and difficult to maintain and develop. The difficulties with the ERP was the costly development of additional software to retrieve the information from these legacy systems. The issues they had were that SAP R/3 requires a certain business structure in order for it to work successfully. Rolls-Royce also had success due to using a highly configurable and flexible implementation of the ERP Project. They also used a pilot to demonstrate the business principles, processes, procedures, role definitions, behaviors, software, hardware, and data transfers. RollsRoyce team also separated the project into two waves. Wave one was concerned with the replacement of legacy systems. Wave two was about implementing engine assembly, spares, logistics and human resource elements within the project. Lastly, they focused on training and 5 cultural changes to help people buy into the changes. The training was implanted in the form of organized seminars which were then split into two distinct groups of specialists and mass users. Job-shop manufacturing system The results of the study of the job-shop manufacturing system updating ERP to system applications and products in data processing (SAP) is what was expected. The study found interrater reliability resulted in 92% agreement after administering two different forms of the same test. The study also found that effectiveness of logistics management does affect the logistics system's effectiveness. The second thing the study found was that correlation exists between the use of technology and the improvement of logistics performance. Lastly, the effectiveness of the ERP is also greatly improved when used by a high skill professional with the ability to work with group members. Why it was or was not The implementation of the ERP on Rolls-Royce had the potential to deliver services to the customer on time since the ERP utilized the current data. This would, in turn, boost the customer satisfaction level and also enhance the customer confidence. Although the implementation of ERP was an expensive information system investment for Rolls-Royce, the ERP streamlined the supply chain where transactions were made easier through the utilization of Electronic Communications. However, there were issues with the sustainability of the ERP due to inadequate understanding of the requirements for supporting the effectiveness of the ERP. The implementation of the ERP was a success since it unified the company's IT costs. The company focused all its costs on a single ERP rather than making expenditure on numerous separate systems that require dedicated personnel, support workforce infrastructure and related 6 licenses. The utilization on the ERP reduced spending on end-user training where the users train on a single system instead of the various individual systems. The deployment of the ERP on all the company’s departments resulted in having a single, consolidated reporting system for each process. The system could readily create meaningful reports and analytics through comparison of functions across departments. In addition, the sharing of data among the different departments like customer service, sales and marketing improved collaboration throughout the company. The ERP incorporated intrinsic controls that guaranteed the security of its data. The ERP greatly reduced the time and effort needed by the company’s workforce to undertake their daily operations. The system removed repetitive manual processes, thereby releasing some personnel who were absolved in other revenue-generating tasks. This allowed the company to adopt and enforce industry best-practice methods of manufacturing and aligned all operations across the company. Job Shop ERPs have received average adoption rates in Job shop manufacturing process on boosting logistics performance. This is partly attributed to the cost of adopting as well as the deployment of the ERP. The implementation of ERP comes with extra costs like training users, integration, testing and consultant fees. Performance can be boosted by improving logistics planning by utilizing ERP technology. The impact of ERPs on logistics performance in production operations suggest that it is ideal for large-scale production processes. The utilization of ERP technology permits efficiency of logistics management since the utilization of ERP has no impact on the job shop manufacturing system. There exists a connection between the utilization of ERP and the enhancement of logistics performance in a 7 job-shop manufacturing system. Most Job shop manufacturing process requires precise logistics. An excellent logistics system offers efficient customer service by supplying the product or service in the finest form, to a particular location, at a particular time, at a minimum cost possible. These manufacturing enterprises have challenges associated with the management of logistics systems and therefore the need for a ERPs which provides a well-planned, organized, and controlled logistics systems. When properly utilized, ERPs significantly improve the efficiency in customized job shops. The ERP allows collaboration that needs extra time and effort. It streamlines the collaboration process where it provides the employees with access to data they require in real time. This, in turn, provides the company employees with the tools they require to make decisions. The overall effect on the enterprise is enhanced efficiency and decreased operational costs related to the manual data tracking. Lessons Learned Case Study 1- We must avoid the failures of not providing accurate and easily accessible data which is important for performance assessing. The data redundancy was a major area of concern in Rolls Royce. We must optimize the use of information system for strategic decision makings. To continuously modify the existing process to adjust and fit the new systems available. This will in return increase customer satisfaction to the high availability of products. With providing accurate information, this will lead to a better management of the billing process minimizing on the disputes per order. Case Study 2- It is to be noted that every business endeavor is critical to the company’s goal. The ERP is necessary because it is cost effective and efficient. Efficiency is evident 8 through the accuracy of orders. By using the appropriate logistics system, this will cut stocks and gain customers confidence in the ability to obtain in and external resources that are in demand. 9 References Essila, J. C. (2018). The Impact of Enterprise Resource Planning on Job Shop Manufacturing Supply Chain Management. IUP Journal of Supply Chain Management, 15(3), 48–67. Retrieved from http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com.ezproxy.umuc.edu/login.a spx?direct=true&db=bth&AN=133637302&site=eds-live&scope=site Yusuf, Y., Gunasekaran, A., & Abthorpe, M. S. (2004). Enterprise information systems project implementation:. A case study of ERP in Rolls-Royce. International Journal of Production Economics, 87, 251–266. https://doiorg.ezproxy.umuc.edu/10.1016/j.ijpe.2003.10.004 Memo to CIO on Success Criteria for Enterprise System Implementation and Enterprise Architecture Purpose of this Assignment This assignment gives you the opportunity to demonstrate your ability to research, evaluate, and explain enterprise systems, and to communicate effectively at the executive level. This assignment specifically addresses the following course outcomes: • • • • analyze and examine how enterprise architecture and enterprise systems influence, support, and enable an organization's ability to contribute to strategic decision making and to respond and adapt to the business environment analyze enterprise system solutions to make recommendations based on benefits, limitations, and best fit within the enterprise environment analyze and explain the elements of a successful plan for implementing enterprise solutions, addressing structure, processes, culture, and other considerations analyze success criteria for higher application to enterprise architecture Assignment Your instructor has assigned each group one of several types of enterprise systems (ERP, SCM, CRM, etc.) to research and prepare a paper and an executive-level informational presentation. In Group Project 1, your team prepared a 2-3 page paper summarizing the case studies, evaluating the success of the implementations, and identifying lessons learned. For this assignment, you are to work independently and write a 1-2 page memo (not including references page) to the CIO that identifies more than seven success criteria for implementation of enterprise systems, for the category of enterprise systems assigned to your group (ERP, SCM, CRM, etc.). (NOTE: More than seven success criteria are required to receive all possible points; see Grading Rubric below.) 1. Each of these success criteria should be briefly explained and then related to how they would be applied during an implementation of the assigned category of enterprise systems within the CIO’s organization. 2. Discuss how each of the success criteria relates, on a larger scale, to satisfying the enterprise architecture. Some areas to consider include the structure of the organization and its processes and culture; other aspects of a proposed implementation relate to the phases of the system development life cycle (needs analysis, design, development, implementation, maintenance). 3. The case studies your group is using may be a good source of ideas. The criteria you identify must be applicable to enterprise systems (in the category assigned to your group) and should come from your research. Important: Often students write this memo from the perspective of what it looks like to have a successful implementation of ES/EA. Instead, the focus should be on the criteria that will help you be successful! There is a difference here. For example, cost savings is the result but not necessarily the success criteria leading up to it. Now you could contribute cost savings to the fact that you had executive buy-in with sustained sponsorship (this could be an example) or other criteria that includes re-engineering of business processes as contributors. Please orient this memo such that you look at success criteria as the "drivers" for a good implementation. Also, please remember to put this into a memo format that looks professional. Please remember that the CIO has limited time and you should get to 12/04/2018 the key points quickly. Please refer to the grading rubric and carefully follow the assignment instructions! You are to use a Microsoft Word memo template. The use of at least three external scholarly resources (in addition to your case studies and other class materials) is required. (NOTE: More than three external resources are required to receive all possible points; see Grading Rubric below.) You should use scholarly journals (rather than Wikipedia and authorless website postings). If you need assistance with determining what a scholarly journal is, the UMUC library is a very good source of information, accessed via the following link: http://www.umuc.edu/library/libhow/articles.cfm. Remember to correctly cite and reference all sources. Since you are writing a memo, you should use in-text citations and list the references on a separate page at the end. After your individual assignment has been submitted, you will work with your group to select a set of recommendations for a successful implementation that will become a part of your Group Project 2, the executive briefing. Note: The filename of your paper should include your last name. An example would be: Smith_Memo.doc. Grading Rubric Your work will be graded according to the rubric below. Criteria 90-100% Far Above Standards 80-89% Above Standards 70-79% Meets Standards 60-69% Below Standards < 60% Well Below Standards Possible Points 5 Points 4 Points 3.5 Points 3 Points 0-2 Points 5 There is a clearly written introduction to the memo, stating the purpose, using effective writing. The introduction adequately sets the stage for the memo. The introduction does not adequately set the stage for the memo. No introduction is provided or little effort is shown. 18-20 Points 16-17 Points 12-13 Points 0-11 Points More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are More than 7 criteria for successful implementation of enterprise systems (in the category assigned) are At least 7 criteria for successful implementation of enterprise systems (in the category assigned) are identified, explained, and are applicable to Fewer than 7 criteria for successful implementation of enterprise systems (in the category assigned) are Few or no success criteria applicable to enterprise system and enterprise architecture There is an effective introduction to Introduction the memo, stating the purpose, using sophisticated writing. Criteria 12/04/2018 20 Criteria Application of Criteria 90-100% Far Above Standards 80-89% Above Standards 70-79% Meets Standards 60-69% Below Standards < 60% Well Below Standards identified. Each of the criteria is thoroughly explained and each is very clearly applicable to enterprise system implementation success. Includes a thoughtful explanation on how the success criteria relates to enterprise architecture. Demonstrates a sophisticated understanding of course concepts, analysis, critical thinking and synthesis. identified. Each of the criteria is clearly explained and each is applicable to enterprise system implementation success. Includes a good explanation on how the success criteria relates to enterprise architecture. Demonstrates a good understanding of course concepts, analysis, critical thinking and synthesis. enterprise system implementation success, and may demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Some discussion on how the success criteria relates to enterprise architecture. identified. Some of the criteria may not be clearly explained, and/or may not be applicable to enterprise system implementation success, and/or may not demonstrate an adequate understanding of course concepts, analysis, and critical thinking. Little to no mention of how this success criteria relates to enterprise architecture. imple ...
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Tutor Answer

onesmasd
School: Duke University

Hey buddy I am through. The correct answer is in the attached word file

Running head: SUCCESS CRITERIA FOR ERP IMPLEMENTATION

Success Criteria for ERP Implementation
Author
Date
Professors Name

1

SUCCESS CRITERIA FOR ERP IMPLEMENTATION
To:

2

CIO

From: Lead Implementation Manager
Date: 10.02.2019
Re:

Success Criteria for ERP Implementation
The success criteria for Enterprise System Implementation would begin with getting the

implementation process on the proper track by making all the required information and
communicating it to the right personnel. The implementation will require reviewing of the
business strategy, the IT strategy, the ERP strategy, the project scope and the preparation of the
company for process changes involving the new system by incorporating the right change
management approaches and procedures.
The implementation of ERP for instance to Rolls-Royce will require the provision of...

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Anonymous
Thanks, good work

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