Information Management
they are not alone. At most Universities there are other information systems filling organizational needs that ERP systems do not address. Course management systems (CMS), such as WebCT and Blackboard, are usually the next most expensive and farreaching example. Other institutional information systems may include: timetable management software, assignment tracking software, bookshop management software, library catalogue systems and various infrastructure systems such as student and staff authentication. While the label of this paper mentions ERP systems, the basic premise of this paper is that a gap exists between the functionality of all institutional information systems and the needs of the staff and students. The few USP’s of ERP systems are: 1) 2) 3) 4)
Web-based student records: Provides staff with access to student records data including course lists, student photos, and student enrolment details. Timetable generator: A web application that allows a student or staff member to generate a personal timetable. Minimum course presence: The provision of a consistent minimal web site for every course offered by Infocom independently of academic staff and as early as possible. Informal review of grades (IROG): Web-based processing of student requests for an informal review of a final grade.
2.18 STEPS FOR AVOIDING PITFALL An ERP system will perhaps be one of the prime investments you will make, so it's critical to the enterprises to do it accurately. The worst thing you can do is most often by picking the wrong software, make a team to undo the mess, and then relocate for a correct “aim”. We have all read the horror stories of enterprises that acquire implementation decision in haste by initially purchasing software before they were ready.
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Classify the Methodology: Choose on and stick to a lucid, analytical methodology. The methodology should guide you through each step in the selection process and diminish the emotional proportion in the selection. The processes include distinctive phases for completing a thorough business-process review; evaluating vendors; managing software demonstrations; supporting the eventual decision-making process; and structure the supporting implementation plan, together with costs.
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Plot to Business Processes: Don't start with software demos. Begin with your business processes, and then map out your feature/function requirements through a series of business-area reviews, the creation of process maps, an assessment of "to be" process changes, and the development of a requirements matrix with supporting business scenarios.
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Be conscious of Organisational Chemistry: Use your instincts when it comes to the organizational chemistry between your enterprises your consultants, and your selected vendor. You want a consulting organization that you sense relaxed with, one that can extract the input it needs from your in-house team members. Be on the watch out for a solution that sounds too trouble-free or will be done in a month. You are making a critical decision this has to be taken into consideration always.
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Elect to choose a well-built Team: Set up a steering committee with the president or CEO and heads of sales, finance, and operations, and sanction them to make decisions.
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Scrutinize Potential Vendors: Accomplish a rigorous software-selection process, and situate potential vendors under the microscope. Think about more