...Comp3120 Assignment 1 SAP Implementation Review Yuan Tan, u4571547 V1.0 Final Table of Contents Table of Contents 1 1 Introduction 2 2 Business Context 2 2.1 Client Background 2 2.2 Operational Context 2 2.3 The Need for Change 3 2.4 Description of SAP 3 3 Business Investment Decision 3 3.1 The Case for SAP 3 3.2 Evaluation 4 4 Implementation 4 4.1 Approach & Rationale 4 4.2 Key Business Events 4 4.3 Key Implementation Events Affecting Performance 5 4.4 Status at Time of Go-Live Decision 5 4.5 Evaluation 5 5 The Go-Live Decision 6 5.1 Key Criteria 6 5.2 Recommendation 6 6 Expected Outcomes and Potential Takeover Impacts 6 6.1 Expected Outcomes 6 6.2 Potential Impacts of a Takeover 6 7 Lessons Learned 6 1 Introduction In 1997-1998, manufacturing company AMP of Canada implemented the Enterprise Resource Planning suite SAP to replace a critical business system, the heavily customised and Y2K non-compliant JBA( Harold Kerzner Project Management Case Studies, 3rd Edition, Wiley). By September 1998 AMP of Canada faced a critical decision-point: whether to go live with a basic SAP implementation which still faced problems in testing and training( Harold Kerzner, Instructor’s Manual Accompanying Project Management Case Studies, 3rd Edition, Wiley). This report reviews the case studies outlining AMP of Canada’s situation with a view to: Appraising the decision to invest in SAP; Evaluating the suitability of the implementation approach taken; Assessing...
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...Case Study 2 Assignment Bandon Group, Inc Read the Bandon Group Inc. Case study. Complete the tasks listed under “Things to do” below. Bandon Group, Inc. |Strategy |Documentation |Things to Do | |Purpose and Scope of Study|Purpose and scope of the | | |(Step 1) |MIS study | | |Document High-Level |Executive Management |Write a summary of major problems and| |Business Direction |Interviews |opportunities defined by management. | |(Step 2) | |Focus on “common” | | | |problems/opportunities. | |Identify Key Information |Matrix: Goals, Critical |Write a summary of “common” or | |Needs and Measures |Success Factors, Measures, |“shared” CSFs, measures, IT needs. | |(Step 3) |IT Needs | | |Determine Detailed |Interview findings: |Write a summary of “common” or | |Business Requirements |Problems, |“shared” priorities. | |(Step 4) |Goals/opportunities, IT | | | |needs, Priorities | ...
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...Case Study 1-6 Introduction This issue for case study 1-6 is brought to us by Steve Nelson and the company of the Gregg’s Appliances, Inc. The HH Gregg Company was founded on April 15, 1955 in Indianapolis by Henry Harold Gregg and his wife. The initial store was an 800 square feet appliance showroom and office. Since then the company has expanded and with that expansion the company needed more and more information technology in order to harness the power of the information they had acquired. But in 2006 the current CIO, Steve Nelson, was facing a deadline. The deadline was the HP, which was Gregg’s principal information technology vendor, has chosen to discontinue support for its line of HP 300 mainframe processors. Gregg’s relied upon those mainframes for its transaction process and inventory management applications. The last support date for those mainframes was December 31, 2006. This case study goes through the steps that Gregg’s took when Steve Nelson realized they needed a replacement for their mainframe. Case Summary 2003 was the year when HP issued its plan to discontinue support of the 3000 systems. At the time of the announcement the previous CIO, John Baxter Burns, believed that this was just the push the company needed to get off the old IDEAS/3000 application site. Burns developed a project and from early 2004-2006 the company reviewed dozens of proposals, countless demonstrations, dismissing one after the other as solutions that would not work. Project...
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...organization. PAW Manufacturing is the only conference of its kind, with sessions and content reaching: Across business applications - For what purpose is predictive analytics deployed? Across vendors of solutions and software - How is predictive analytics deployed? Dedicated to the Manufacturing Industry Please read more about the scope, objective and target audience of this conference on the about, FAQ and attendee demograpics pages. Present Your Case Studies PAW Manufacturing provides speakers the opportunity to present predictive analytics case studies, deployment successes and lessons learned. At this event, potential consumers of predictive analytics witness proof demonstrating it's more than just a bunch of great ideas - predictive analytics is actively applied to optimize many business functions across industry verticals. And predictive analytics practitioners have the opportunity to gain from the lessons you've learned, whether by serendipity, or - more likely - the hard way. Evaluation - how well did it work? Case study proposals will be given highest consideration if specific measurements of deployment performance...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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... Bierstaker, Thomas F. Monahan, and Michael F. Peters ABSTRACT: Many students have not spent much time studying or contemplating the importance of non-GAAP (Generally Accepted Accounting Principles) earnings to the ‘‘Street.’’ Based on the facts of an actual company and utilizing the financial information drawn from this company’s 10-K and Earnings Release, this case introduces students to the strengths and weaknesses of GAAP and non-GAAP earnings measures, and why the Street might be more interested in cash and recurring earnings in attempting to predict movements in stock price. It also provides the instructor with an opportunity to discuss the dangers of allowing firms to emphasize earnings in their press releases that are not defined by an external authoritative body (such as the Financial Accounting Standards Board [FASB]), and how this can hurt the consistency and reliability of reporting. This is an important discussion, since regulators have recently formally proposed to include non-GAAP measures in their overhaul of the auditor reporting model (Public Company Accounting Oversight Board [PCAOB] 2011). The case also familiarizes students with current auditing guidelines dealing with the going concern decision and the potential role that non-GAAP earnings can play in this decision. Thus, the three primary learning objectives are to teach students: (1) to apply going concern audit standards, (2) about the potential role of non-GAAP earnings in this decision—especially as...
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...ACS Code of Ethics Case Studies & Related Clauses to the Code of Conduct Australian Computer Society July 2012 Title ACS Code of Ethics Case Studies & Related Clauses to the Code of Conduct Authors Committee on Computer Ethics Mike Bowern Version History Date Document Version Revision History (reason for change) Author /Reviser July 2012 2.0 ACS Branding Sarah Li Approvals Date approved Version Approved By Date in force Date of Next Review To be confirmed 17 July 2012 2.0 Ruth Graham 17 July 2012 Custodian title & e-mail address: Responsible Business Group: Distribution: ruth.graham@acs.org.au Professional Standards, Learning & Development General (no restriction on distribution) Content Security: Unclassified Australian Computer Society | ACS Code of Ethics Case Studies & Related Clauses to the Code of Conduct | July 2012 Page 2 ACS CODE OF ETHICS CASE STUDIES & RELATED CLAUSES TO THE CODE OF CONDUCT This document provides a range of case studies with references to relevant clauses of the ACS Code of Ethics. These Codes consists of a series of clauses which gradually expand on aspects of ethical behaviour relevant to professional people in the ICT industry. Clause 2.0 describes the Code of Ethics, summarised as six values: The Primacy of the Public Interest; The Enhancement of the Quality of Life; Honesty; Competence; Professional Development; and Professionalism. Clauses 2.1 through to 2.7 cover the ACS Code...
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...Assignment 1, 2013 – Case Studies Tutorial-based group assessments Due: See ‘Due Dates for Case Study Submission’ section Marks: 30% of the total marks for the unit Background – Learning with Cases Harvard University, probably the most famous source of teaching cases, describes these resources as follows: “Teaching cases – also known as case studies – are narratives designed to serve as the basis for classroom discussion. Cases don’t offer their own analysis. Instead, they are meant to test the ability of students to apply the theory they’ve learned to a ‘real world’ situation … where good accounts of specific events can help exemplify and illuminate theory” (Harvard, 2000). The use of cases based on or around real organisations and/or current issues provides an entirely different approach to learning from that of lectures or more conventional tutorial exercises, where students solve specific problems in isolation from the world of business. Case preparation is a significant part of both undergraduate and postgraduate business study – particularly in the English-speaking world – and it is important to learn to do it effectively and efficiently. I have provided two introductory readings to help you with this process: “Learning Information Systems with Cases” (a pdf file available from your KXO223 MyLO resources) and “Notes on Writing a Case Study Report” (included in this document as Appendix A). Please begin by reading these carefully. Cases are usually based around...
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...and Using Information Systems, Wiley, 2006 (3nd edition) 2. A package of Harvard Business School Case Studies Additional Readings and Cases: Class handouts as needed. Course Description and Goals This course is designed to provide the current and future managers with understanding and appreciation of the issues that are related to the organization’s information technology assets. The course is not to educate technical specialists, rather, it is to give students a managerial perspective on the use of, design of, and evaluations of information systems that exist in organizations today. The objective of this course is to prepare students to manage information services in both today’s and tomorrow’s environment with its managerial, social, political, ethical and global issues. Conduct of the Course All students are expected to read the assigned materials (text, end-of-chapter discussion board questions (DBQ) and Harvard Business School case studies- HBC) before coming to the class. Some days we will discuss the materials in the text book. You are expected to be prepared to actively participate in this discussion, answering questions such as “What are the issues involved in ...?”, “What do the authors mean by ...?”, and “Give an example of...?” The second use of class time will be group presentation on the selected cases from the case study package. You will be assigned a group and lead the discussion for this activity. Those of you not assigned for...
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...Master of Business Administration International Programme OPERATIONS MANAGEMENT ASSIGNMENT OCTOBER 2010 – SEPTEMBER 2011 Sections: Page 1 Course Overview 2 2 Assignment topics 4 3 Writing up your assignment (Individual or Group) 7 4 Guide to approaching case studies 12 Class title Operations Management Credits 10 Class aims Operations Management refers to those activities which are more or less directly concerned with the creation and delivery of goods and services. The course is intended to give you a theoretical framework for thinking about operations in both manufacturing and service contexts and to describe some practical applications of operations management. In the course we will address key aspects of design, planning and control of operations systems, and to provide an understanding of the operations function in a global context. Learning outcomes Subject specific knowledge and skills including: • Understand the history of Operations Management as a subject and consider the challenges facing Operations in future with particular reference to service operations, value adding and sustainable competition. • Understand the need for an Operations Strategy to operate with a Business Strategy • Describe Operational strategies in terms of Fit, Sustainability and Risk • Assess the choices and trade-offs inherent in developing an operations strategy (assessment of alternative...
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...Industrial Marketing Management 43 (2014) 67–76 Contents lists available at ScienceDirect Industrial Marketing Management The establishment of industrial branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry Nor Aida Abdul Rahman a,⁎, T.C. Melewar b,1, Amir M. Sharif c a b c Universiti Kuala Lumpur, Malaysian Institute of Aviation Technology (UniKL MIAT), Lot 2891, Jalan Jenderam Hulu, 43800 Dengkil, Selangor, Malaysia The Business School, Middlesex University London, The Burroughs, Hendon, London NW4 4BT, United Kingdom Brunel Business school, Brunel University, Uxbridge, Middlesex, UB8 3PH, United Kingdom a r t i c l e i n f o a b s t r a c t Logistics partnerships across dyadic and triadic relationship networks have been the basis of extensive research in the extant literature. It is well understood that competitive advantage within logistics and distribution and within supply chains are driven by value-adding aspects of not only the core competencies of each tier in the network, but also via tangential supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element...
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...UST Global, India: delivering software service solutions Balakrishnan Menon Balakrishnan Menon is a Professor in the DC School of Management and Technology, Idukki, India and Research Scholar in the School of Management Studies, Karpagam University, Coimbatore, India. 1. Introduction When the founder Chairman of US Technology Private Ltd (UST) Late Mr G. A Menon wanted to set up a software company in Trivandrum, the capital city of the communist party dominated state of Kerala in the year 1999, many people close to him warned that he was setting himself up for failure. The state of Kerala was, in those days, labeled as anti-investment and non-conducive to new entrepreneurial ventures, as it was dominated by a work force, controlled by militant trade unionism with a vested interest to keep their flocks together with age-old dogmas and philosophies. However, Mr Menon went ahead with his plan and set up the company in Trivandrum, as he was keen to do something for his home state, even when the top echelon in the Secretariat (head quarters of the state administration machinery) discouraged him. In subsequent years, UST became the largest software exporter from the state of Kerala, to USA and other countries. UST is a fully-owned subsidiary of California-based US Technology Resources LLC. Established on September 1, 1999 with barely 14 employees, the company was set up, as a 100 per cent Export Oriented Unit, to export software services and solutions, in Techno Park, Trivandrum...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...danderson@bentley.edu Office Phone: 781 891 2238 Class Times: Section 100: Monday, 7:30 - 9:50 pm Office Hours: For quick/easy questions, send me an email. For tough questions, career advice and other matters, face to face is better, and I’m happy to meet with you by appointment. Description: GS601 provides an enterprise-wide perspective on the management of information technologies (IT), software applications and the operational processes they support, and the data and knowledge that inform business processes and decisions. The course focuses on how IT professionals and non-technical managers work together to ensure that applications and data are aligned with organizational strategy and business processes. The cases and readings examine how companies in various industries use IT to serve customers well, manage operations efficiently, coordinate with business partners, and make better business decisions. A key theme -- IT as a double-edged sword -- reflects a central challenge: how to maximize the strategic benefits of investments in hardware and software, while minimizing accompanying technical and business risks. The course places equal weight on technical and managerial skills. Our primary objective is to help students prepare to be effective contributors to IT initiatives in partnership with IT professionals, including external service providers here and abroad. Course Learning Objectives: · Understand how information systems – comprised of...
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...GOOD PRACTICE CASE STUDIES IN UNIVERSITY-BUSINESS COOPERATION PART OF THE DG EDUCATION AND CULTURE STUDY ON THE COOPERATION BETWEEN HIGHER EDUCATION INSTITUTIONS AND PUBLIC AND PRIVATE ORGANISATIONS IN EUROPE EUROPEAN COMMISSION Directorate-General for Education and Culture Directorate C: Lifelong learning: higher education and international affairs European Institute of Innovation and Technology; economic partnership Public open tender EAC/37/2009: CONTENTS CONTENTS INTRODUCTION Scope of report Introduction to UBC Elements in the UBC Ecosystem 5 5 5 5 AIMS & METHODOLOGY Introduction Objective Process for selection Basis for selection Countries considered in the selection of the cases Case study partners 7 7 7 7 8 8 9 CASE STUDIES Case study key insights Classification of countries Nature of case study Case study quick-find 10 10 12 12 13 NORTHERN Europe Case 1: SEA, Denmark Case 2: ETM, Estonia Case 3: Demola, Finland Case 4: REAP, Ireland Case 5: Mobility at UL, Latvia Case 6: CSE, Sweden Case 7: SMIL, Sweden Case 8: SPEED, UK Case 9: IDI/Digital City, UK Case 10: Acua Limited, UK 18 19 25 30 35 41 46 52 57 63 70 76 80 84 90 96 EASTERN EUROPE Case 11: GIS, Bulgaria Case 12: TTO Pécs, Hungary Case 13: The Science and Economy Project, Poland Case 14: WCTT, Poland Case 15: Q-PlanNet, Romania 75 1 © Science-to-Business Marketing Research Centre CONTENTS SOUTHERN EUROPE Case 16: MUHC, Malta Case 17: PNICube, Italy...
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