• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.8
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• pp.2044-2054
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• 2009

ERP is the Enterprise Resource Planning System developed from MRP aiming at effective management of the manufacture material. Until recently, the part of ERP solution has been led by domestic solution company. But, as foreign solution companies go into developing ERP solution, Korea became a battle ground of ERP solution. This situation requires the effort for quality improvement. The main theme of this study is development of quality measurement method of ERP system about construction field. We developed the method of quality characteristics system and quality measurement metrics, and proposed an effective evaluating method by application case. We expect that this study is a great help in measuring the construction part ERP system through the application about quality measurement.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.36-44
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• 2012

Adoption and practical application of BPM yet remains at a theoretic and methodological level for many industrial sectors. As for construction industry, adapting BPM into enterprise resource across all business processes could cause problems due to rapid change in corporate operation systems. Furthermore, it is unable to predict potential risks of business process while BPM are being applied. Therefore, applying BPM model to core strategy and individual task seems more effective than applying BPM model to the entire enterprise resource planning. In this paper, we define BPM and suggest a BPM model by analyzing each business unit in order to evaluate each business unit which is included in the business process architecture based on quantitative standards. This paper also presents a sequential application plan for business process model. Finally, a case study is demonstrated for the application of BPM system, focusing on cost management business, which turned out to be a top priority in the aspect of efficiency and ease based on priority analysis.

• International Journal of Computer Science & Network Security
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• v.24 no.4
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• pp.35-43
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• 2024

The development and integration of Enterprise Resource Planning (ERP) systems have consistently attracted attention from software engineering researchers. Many studies have examined the factors that influence successful ERP integration, while others have focused on introducing integration models that address issues and challenges that affect the successful integration of ERP. However, it is crucial to recognize that the key player in successful integration is the individual involved. This paper aims to investigate how individuals based on departmental attachments and experiences have viewed the factors that affected the success of ERP integration. A case study was conducted at one large organization namely Umm Al Qura University, Saudi Arabia. Five departments were involved namely: Financial management, purchasing management, warehouse management, human resources management, and the Deanship of Information Technology. The results of 78 participants were collected and analyzed. Furthermore, it was different how individuals from different departments involved in the ERP integration viewed the factors that affected the success of integration. In addition, it was noticed that individuals with different experiences have various views on the factors. Moreover, it was evident that departmental attachments and individual experience might play a role in the successful integration of ERP.

• Information Systems Review
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• v.5 no.1
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• pp.1-18
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• 2003

Many organizations experience that the value they gained from IT (information technology) investment is lower than they expected prior to the actual implementation of a system - the value gap between expected value and realized value from IT. Research on the barriers to the expectation and realization is of high importance both in practice and in IS research. This study analyzed such barriers observed in three companies that have adopted such IT systems as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems each. From analyses of the three companies we specifically identified eight types of barriers: barriers related to industry, organization, knowledge, resource, usage, competence, product, and safety. Common barriers among the three cases were classified into six types, e.g. lack of strategic mind-set, improper organizational structure, lack of human resource, etc. We expect that the results help managers in IS investment to minimize the valuation gap and maximize realized values.

• Journal of the Korean Society for Precision Engineering
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• v.20 no.9
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• pp.27-31
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• 2003

• Journal of Korea Society of Industrial Information Systems
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• v.14 no.5
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• pp.257-270
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• 2009

In the ways of coping with the rapidly changing environment, the information technology is recognized a critical factor in order to rethink the effectiveness of business management, and enterprise resource planning(ERP) system has emerged as an essential method for strengthening the competitiveness on the strategic level. This empirical study has revealed the following. First, well-organized system management and the strong will and leadership of top management have significantly positive influence on the reduction of cost and time. Second, system management, users' participation, and the strong will and leadership of top management have significantly positive influence on the improvement of management and informational environment. It also proposes the guidelines of how to establish an ERP system successfully in the public enterprises.

• Journal of Practical Engineering Education
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• v.6 no.2
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• pp.119-126
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• 2014

The purpose of this study is to take a look at the cases on managing the senior human resources of business enterprises following the significant number of retirement of baby-boom generation and obligatory retirement age of 60 years of age and present the implication points in policies. With respect to the implication of the company, it would urgently require the introduction of programs with long-term point of view for career management strategy from the time of employment to the resignation, settlement of company leave system called chulhyang, expansion of wage peak system, full-time job transfer support center within the enterprise for retirement management, expansion of various consulting, conversion of paradigm on senior human resource management of top management in the enterprise level. In the government level, it is considered as required for systematic supplementation of the chulhyang system, improvement of support system for employment encouragement fund, expansion of national work capability standard-based senior employment field as well as task development, support for innovation of personnel management system, supply of management manual and implementation of job transfer education for life-time conversion period in the government level.

• Journal of Information Processing Systems
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• v.2 no.3 s.4
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• pp.163-169
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• 2006

So far, little research has been conducted into developing a QAPM (Quality Assurance Process Model) for telecommunications applications on the basis of TMN. This is the first trial of the design of TMN-based QAPM on fault management with UML. A key attribute of the QAPM is that it can easily identify current deficiencies in a legacy system on the basis of TMN architecture. Using an empirical comparison with the legacy systems of a common carrier validates the QAPM as the framework for a future mode of the operation process. The results indicate that this paper can be used to build ERP(Enterprise Resource Planning) for a telecommunications fault management solution that is one of the network management application building blocks. The future work of this paper will involve applying the QAPM to build ERP for RTE (Real Time Enterprise) fault management solution and more research on ERP design will be necessary to accomplish software reuse.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.2
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• pp.1-13
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• 2006

To rapidly respond to uncertainties in the business environment whilst remaining competitive, every organization needs to be able to successfully introduce and manage organizational change. Cognizant of the role of information systems (IS) as an enabler of organizational change, many organizations have paid attention to Enterprise Resource Planning (ERP) systems for successful organizational change primarily because of their change-driving forces across organizations. This study focuses attention on the role of readiness for change in the ERP systems adoption. Readiness for change described as views about the need for organizational change is posited to be an antecedent of two expectancies about the system, performance expectancy and effort expectancy, which lead to actual system use. Based on data gathered from the users of the ERP systems, structural equation analysis using LISREL provides significant support for the proposed relationships.

• Asia pacific journal of information systems
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• v.11 no.2
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• pp.159-180
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• 2001

Despite the large and ongoing investments in information systems and technologies, many organizations still suffer from the lack of integration and interoperability of multiple information systems, In order to deal with these enduring problems, a number of government organizations and corporate firms in the United States have developed and maintained IT architectures through enterprise architecture planning. An IT architecture is a decision-making framework for IT planners and developers, establishing guidelines for the individual IT resource owners and users. It provides guidance to those involved in building and maintaining IT systems and infrastructure. Enterprise architecture planning represents a new paradigm of information systems planning in that it addresses the long-term view of the enterprise organization from top-level principles to detailed technology architectures. This paper explores a couple of cases in the successful implementation of IT architectures in both public and private sectors, and proposes a step-by-step methodology for building an effective IT architecture.