Development Of Enterprise Systems Research Articles

Towards Contextual System Conceptual Designing to sustain regional Stability in enlarged Europe

The paper is concerning with some preliminary results of our investigation aiming at the new conceptual design methodology of Complex Contextual Systems (CCS). A three dimension modeling framework is proposed. The correlated information ontology involves: Socio-organizational systems (View 1) / global economic systems (View 2) and, respectively, Political / societal systems (View 3) is proposed to sustain our approach to fueling globalization through Intelligent Future Internet enabling Enterprise Systems development (FInES). An ICT-FP7 project proposal, so-called LEVERAGE is briefly presented in order to implement the primary function of governing and policy modeling within Complex Contextual Systems conceptual design.

Training as regulation and development: An exploration of the needs of enterprise systems users

The view of the organization as a system that ‘processes’ information or ‘solves’ problems is at odds with the dynamics of change associated with the development and use of IS in an organization. A significant consequence of this mismatch is in training that does not meet the needs of either the user or management communities, giving rise to sub optimal organization performance and inertia. We explored such issues by examining recent research into organizational development and training. The particular challenges presented in the development and implementation of large-scale enterprise systems were explored to reveal a discontinuity in the constructs underpinning a development. A theoretic model that bridged some of the gaps between the bodies of research was developed and a brief empirical study provided a proof of concept for the model. The paper concludes with a discussion of the model's implications for theory and practice.

Approaches to aspect oriented design

There is a need to study various approaches in the use of object-oriented design patterns and aspect oriented design approach in enterprise systems for architecture and its implementation. The development of aspect oriented requirements gathering approach, design notation and environment for development of enterprise systems needs to be further refined in the context of software applications and industry. Current development in aspects and the path to future work in this direction is highlighted regarding developing a general-purpose design language for aspect oriented software development.

The emergence of enterprise systems management: a challenge to the IS curriculum

This paper proposes four cornerstones of a future Information Systems (IS) curriculum. It analyses the challenges of the IS curriculum based on the development of enterprise systems, and further argues that the practice and the research into enterprise systems have progressed to a new stage resulting in the emergence of Enterprise Systems Management (ESM). ESM calls for new competences and consequently represents new challenges to the IS curriculum. The paper outlines potential teaching issues and discusses the impact on the IS curriculum. Finally the paper suggests ways of approaching the challenges.

Enterprise System Development in Higher Education

“One system for everyone” has been an ideal goal for information technology (IT) management in many large organizations, and the deployment of such systems has been a major trend in corporate world under the name of enterprise systems (ES) (Brown & Vessey, 2003; Davenport, 2000; Markus, Petrie, & Axline, 2000). Benefits from ES use are claimed to be significant and multidimensional, ranging from operational improvements through decision-making enhancement to support for strategic goals (Shang & Seddon, 2002). However, studies (Hanseth & Braa, 2001; Rao, 2000; Robey, Ross, & Boudreau, 2002) of the deployment of ES in private sector organizations show that the ideal is difficult to accomplish. This paper reports a case in which a major university system in the US attempted to develop an in-house enterprise system. The system is currently used by more than 4,000 individual users in almost 20 universities and state agencies. This case offers a historical analysis of the design, implementation and use of the system from its inception in the mid 1980s to the present. This case indicates that ES design and implementation in higher education are quite challenging and complex due to unique factors in the public sector — including state mandates/requirements, IT leadership/resources, value systems, and decentralized organizational structure among other things — that must be taken into account in planning, designing and implementing ES (Ernst, Katz, & Sack, 1994; Lerner, 1999; McCredie, 2000). This case highlights (1) the challenges and issues in the rationale behind “one system for everyone” and (2) some differences as well as similarities in IT management between the private and public sectors. It offers some unique opportunities to discuss issues, challenges and potential solutions for the deployment of ES in the public arena, particularly in higher education.

Developing a distributed knowledge model for knowledge management in collaborative development and implementation of an enterprise system

Recently, enterprise systems have been extensively adopted to boost enterprise competitiveness. The development and implementation of enterprise systems is a knowledge intensive procedure, being related to enterprise processes and involving information, system and software engineering technologies. Consequently, knowledge management is required to enhance the effectiveness of enterprise system development and implementation, thus helping to increase industrial competitiveness. This study aims to develop a distributed knowledge model for knowledge management, capable of supporting the collaborative development and implementation of enterprise systems. This objective can be obtained by performing the following tasks: (1) modeling and characterization of the collaborative development and implementation process, (2) identification, analysis and modeling of involved knowledge, and (3) development of a distributed knowledge model for knowledge management related to the collaborative development and implementation of enterprise systems.

Enterprise systems development model

Organisations strive to increase profits through better market share and lower operating costs whilst maintaining other performance goals such as high quality and low lead-times. This often requires a company to conduct its operations differently to the way it currently operates. A company must be willing to change and a key factor in achieving its desired goals is effectively managing that change. The development and execution of a comprehensive change management program is crucial for achieving business goals and the integration of many change initiatives characterises successful change management. In order to achieve this integration, many aspects of an organisation, many concerns regarding performance measures, and many types of change requirements must be considered holistically. These considerations imply a complex research domain. This paper presents a study of methods and supporting tools for facilitating the development of an effective change management plan in industrial enterprises. The study is based on a set of theoretical models about how change occurs in organisations and organises key principles into an integrated model. The model is called enterprise systems development (ESD). ESD facilitates the process of deploying change within an organisation by identifying the parameters around three core business elements – the change process, performance measurement, and enterprise objects. It presents a systematic performance-based approach to business transformation and offers an innovative and adaptive change management style. ESD collects many change activities currently presented under different banners into one single management schema. It has been validated in a number of large enterprises during the development phase of their change programs. It has proven to be a critical first step in helping managers understand where they are now and where they need to change in the future.

Distributed engineering change management for allied concurrent engineering

Effectively managing engineering change is a critical task in engineering management. Meanwhile, in allied concurrent engineering, the importance and difficulty of engineering change management is increased. This study presents a distributed engineering change management approach for the practice of allied concurrent engineering (ACE). An ACE-based engineering change management methodology was developed under the concepts of enterprise integration to manage the processes, systems and information of engineering change in an integrated fashion both within an individual enterprise and the enterprise alliance. The methodology includes a life cycle model for engineering change management, a hierarchical and distributed management framework, and a reference model for engineering change management. Based on this methodology, an ACE-based engineering change management system is developed using Unified Modelling Language (UML) modelling techniques. In additon to the methodology and the system for engineering change management, this work also demonstrates a systematic approach for enterprise system development. Results in this investigation will enable the practice of allied concurrent engineering and subsequently increase product development capability and quality, reduce development cycle time and cost and ultimately increase product marketability.

The adoption and design methodologies of component-based enterprise systems

One of the major investments of information technologies in large companies in the past decade has been the enterprise system. Although the enterprise system has the advantages of managing and integrating almost all of the business processes in the whole company, there have been strong criticisms that the enterprise system often imposes its own logic or business process on a company and lacks flexibility and adaptability in today's dynamic business environment. The goal of this paper is to outline a new approach in enterprise system development. We analyse the factors that affect the adoption of enterprise systems. Market and business changes, and advances in information technologies call for a more flexible, open, and scalable enterprise architecture. We describe the process that Dell Computer Corporation took in adopting its component-based enterprise system architecture. The Dell example has demonstrated the importance of fit between business information systems and fundamental organizational dimensions of the company including strategy, business environment, and organizational structure. We also discuss the design methodologies for component-based enterprise system design. We take a coordination perspective, both at the software level and the organizational level, in addressing the design methodologies for component-based enterprise system development.

RASSP Enterprise Technologies for SignalProcessor Life-Cycle Support

Enterprise integration technologies are a key contributor to improving time-to-market, cost, and design quality by a factor, which is the goal of the DARPA Rapid Prototyping of Application-Specific Signal Processors (RASSP) program [1]. The Lockheed Martin Advanced Technology Laboratories (ATL) RASSP team developed a productivity improvement model, shown in Fig. 1, that indicates the relative contributions of various RASSP technologies to the overall improvement. Enterprise technologies address the entire 17% enterprise partition, and more than half of the 30% reuse and model-year architecture partition, thus accounting for at least 35% of the overall RASSP productivity improvement. The ATL RASSP approach to implement enterprise systems is to extend commercial technologies so the results are available to a broad base of potential users. Unlike current automation concepts which start at later stages of the development cycle, the RASSP enterprise system supports the entire signal processor life cycle. Core concepts of the enterprise system include: Tools and tool frameworks integrated into an enterprise environment Program execution control through workflows Integrated data management functions Design reuse Concurrent engineering team support Integrated design engineering and manufacturing. The model-year architecture, which enables users to rapidly, efficiently upgrade systems with new technology, is supported in the enterprise system by a robust reuse management system. Manufacturing interface and communication services elements of the enterprise system provide improved concurrent engineering support for distributed product teams. The enterprise system will be provided to commercial and aerospace users as products, including a reusable set of workflows for electronics design, commercial tools supporting the enterprise system environment, and utilities to enable users to customize the RASSP enterprise system for a particular organization or project. The enterprise system development cycle includes four build cycles with increasing capabilities. The ATL team completed the Build 2 implementation in May‘96. This implementation supports the processes associated with detailed hardware/software design, architecture design, and trade-off analyses. It is being used at Lockheed Martin and multiple government sites for benchmarking and evaluation. Results to date indicate >5:1 productivity improvements in the manufacturing interface, and 5–10% improvements in design engineering, which is growing with increasing level of utilization.

Racism, Slavery, and Free Enterprise: Black Entrepreneurship in the United States before the Civil War

In reconstructing the early business history of black America, Professor Walker emphasizes the diversity and complexity of antebellum black entrepreneurship, both slave and free. With few exceptions, prevailing historical assessments have confined their analyses of pre-Civil War black business participation to marginal enterprises, concentrated primarily in craft and service industries. In America's preindustrial mercantile business community, however, blacks established a wide variety of enterprises, some of them remarkably successful. The business activities of antebellum blacks not only offer insights into the multiplicity of responses to the constraints of racism and slavery, but also highlight relatively unexplored areas in the historical development of the free enterprise system in the United States.

Contracts of Adhesion--Some Thoughts about Freedom of Contract

WAith the development of a free enterprise system based on an unheard of division of labor, capitalistic society needed a highly elastic legal institution to safeguard the exchange of goods and services on the market. Common law lawyers, responding to this social need, transformed from the clumsy institution that it was in the sixteenth century into a tool of almost unlimited usefulness and pliability. Contract thus became the indispensable instrument of the enterpriser, enabling him to go about his affairs in a rational way. Rational behavior within the context of our culture is only possible if agreements will be respected. It requires that reasonable expectations created by promises receive the protection of the law or else we will suffer the fate of Montesquieu's Troglodytes, who perished because they did not fulfill their promises. This idea permeates our whole law of contracts, the doctrines dealing with their formation, performance, impossibility and damages. Under a free enterprise system rationality of the law of contracts has still another aspect.1 To keep pace with the constant widening of the market the legal system has to place at the disposal of the members of the community an ever increasing number of typical business transactions and regulate their consequences. But the law cannot possibly anticipate the content of an infinite number of atypical transactions into which members of the community may need to enter. Society, therefore, has to give the parties freedom of contract; to accommodate the business community the ceremony necessary to vouch for the deliberate nature of a transaction has to be reduced to the absolute minimum. Furthermore, the rules of the common law of contract have to remain Jus dispositivum-to use the phrase of the Romans; that is, their application has to depend on the intention of the parties or on their neglect to rule otherwise. (If parties to a contract have failed to regulate its consequences in their own way, they will be supposed to have intended the consequences envisaged by the common law.) Beyond that the law cannot go. It has to delegate legislation to the contracting parties. As far as they are concerned, the law of contract has to be of their own making.