مدیریت منابع سازمانی

Network Effects in the ERP Systems Market

9163858138 | 25 December, 2013 13:39

Abstract
Presently the vendors of ERP software are facing threats as well as opportunities by new technological challenges. In particular, business intelligence and cloud computing are, besides others, important trends in the ERP market. It is crucial for the ERP vendors to gain strong positions in both fields to remain competitive. Since the software market is often influenced by network effect we analyzed four big ERP vendors, namely Microsoft, Oracle, Sage, and SAP with respect to these effects on business intelligence and cloud computing. We enriched our analysis by IBM which is not an ERP vendor but is a leading IT company in both fields: business intelligence as well as cloud computing. The four ERP vendors have notably different histories. While SAP started as an ERP vendor, Oracl began as a vendor of data base systems. Microsoft’s most important products are still the operating system Windows and its office suite. Sage, like SAP, is an ERP vendor but primarily addresses SME while SAP’s main strength is still in the field of EPR systems for large co-operations.

Network Externalities
Foundation of Network Theory
Often superior quality and state of the art technology are regarded as the most crucial factors for a product to become a success. However there are many examples where inferior products and technologies eventually dominate a market after creating better products. A classic example is the competition between several video cassette recorder technologies (VCR) in the 1980s [17]. Although Sony's Betamax technology was considered to be the best it failed to become market standard. Instead the VHS format of JVC squeezed Betamax out of the consumer market and dominated the VCR era. This, at first sight, "odd" market behaviour can be explained by network effects: The utility of a technology is not only determined by its quality but also by its diffusion, or in other words by the size of its network: Utility = Product_Quality + Size_of_the_Network.

Sources of Network Effects
Learning Effects: Learning plays an important role in industry. It is one essential precondition for any progress and long term growth. One of the core objectives in a company is to improve efficiency of the production process based on experiences gained in the past. Or as Henderson [12] says “costs […] do continually decline as a function of experience." The famous related concept is the learning curve which goes back to Wright [27]. Later the more involved Crawford model also gained big attention [25]. In the context of network effects we distinguish between two types of learning: Learning-by-Doing and Learning-by-Using. Learning-by-Doing is related to improvements in productivity. See, e.g. [1, 16, 22] for more details.

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ERP Research at ECIS and ICIS

9163858138 | 25 December, 2013 13:35

Abstract
Enterprise resource planning (ERP) and enterprise systems (ES) have been in information systems (IS) researchers’ and practitioners’ focus for more than ten years. Yet problems with ERP implementation projects get exposed to the public eye constantly. This makes one marvel why so. In this paper, we will take a retrospective look at ERP research and identify the ERP research themes from two main information systems conferences, ECIS and ICIS, in this millennium. The analysis shows not only the prominence of ERP implementation research, but that other themes have been studied only sporadically and unsystematically. This urges for more ERP research with a broader focus. We then compare these findings with the conference tracks and discuss the role of tracks and gatekeepers in this phenomenon.

Related ERP reviews
At the end of the 1990’s the amount of ERP related publications increased significantly in the IS conferences (Esteves and Pastor 2001). At that time, many organizations invested in an enterprise wide ERP as they wanted to improve existing enterprise architecture, streamline the business processes, and get rid of the legacy systems that were incompatible with the requirements of the new millennium (Jacobs and Weston 2007). The scope of ERP research changed in 2003-2004. Research themes started to widen to the post-implementation phase of the ERP projects, customization of ERP systems, financial or social aspects, and the implementation or interoperability of the ERP with other systems.

Research methods and settings
Literature reviews indicate that ERP research has largely focused on implementation and integration. However, as both European Conference on Information Systems (ECIS) and International Conference on Information Systems (ICIS) publish high quality research on ERP, we wanted to see whether any other themes appear. We decided to focus on these conferences for two reasons: their turn-out times are relatively short (7-8 months) (e.g. Galliers and Whitley 2002) and practical contributions are valued. For these reasons, the conferences reflect the state-of-the-art research with high practical value. In other words, the papers reflect issues that are practically relevant but which have not yet been “camouflaged with theories”. This approach would thus provide understanding on how we, IS researchers, address the practical problems of ERP implementation and attempt to make contributions to different ERP practices.


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Successful Implementation of Lean Tools and ERP Systems

9163858138 | 25 December, 2013 13:27

Abstract
Due to market competition and continuous pressure on businesses, there is always a need to adopt innovative tools and techniques, to reduce waste and concentrate on value adding activities. Consequently, the integration of lean tools and Enterprise Resource Planning (ERP) systems currently seem to be in high demand for both manufacturing and service organisations. However, the implementation of lean tools and ERP systems can lead to undesirable outcomes if implemented incorrectly and these can adversely affect improvements in the process. This research investigates the critical success factors (CSFs) involved in implementing lean tools and ERP systems with the aim of understanding how these CSFs have changed over time and, so as consider possible future directions. That will enable us to indicate which CSFs have already been addressed as well as indicate which areas may require further research. To achieve this aim, a comprehensive review of the published literature was conducted to identify the CSFs and achieve a depth of understanding of the various CSFs already identified by other researchers. The findings of this work support both manufacturing and service organisations seeking to implement lean tools and ERP systems by determining the CSFs of both ERP systems and lean tools which can be a valuable step toward enhancing chances of implementation of these techniques successfully. Moreover, decision makers will be able to formulate better strategies to enhance lean tools and ERP systems implementation, as well as to identify which elements of the implementation process most emphasis should be placed upon.

INTRODUCTION
URRENTLY, enterprises are struggling hard to maintain competitiveness in the market; therefore, lean tools and ERP systems have been receiving great attention, to assist enterprises to survive in such environments. This Manuscript received March 2012. This work was supported by Ministry of Higher Education Libya.

Read more   3819-Critical Successful.pdf

A Comparison of Open Source ERP Systems

9163858138 | 25 December, 2013 13:22

Abstract
Open source ERP systems are often targeted to enterprises whose requirements are not covered by standard software. Similar circumstances apply to organizations that need continuous adaption of the software to changing processes and needs. In this work the suitability of current open source ERP systems for these enterprises will be examined. It provides sufficient information for a small or medium enterprise to choose a flexible and adaptable open source ERP system. Starting from the question which opportunities a company has to support its processes with IT, the advantages of flexible systems are elaborated. Besides the focus on flexibility, open source specific criteria for support, continuity and maturity are worked out. Then selected open source ERP projects are reviewed and classified according to these criteria. The results are a criteria catalog and a classification of selected open source ERP systems.

Definition of ERP System
“An enterprise resource planning (ERP) system is an attempt to create an integrated product that manages the majority of operations in a company. What is different about ERP systems, is that they integrate across functions to create a single, unified system rather than a group of separate, insular applications” [Alsha04, p. 454]. To further distinguish ERP systems from general application frameworks and other standard software, accounting functionality is required.

Definition of Open Source
In this work the open source definition of the Open Source Initiative (OSI)1 is used. According to OSI this means that software must comply to the following conditions (shorted):

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Cloud Computing for Standard ERP Systems

9163858138 | 25 December, 2013 13:16


ABSTRACT
Cloud Computing is a topic that has gained momentum in the last years. Current studies show that an increasing number of companies is evaluating the promised advantages and considering making use of cloud services. In this paper we investigate the phenomenon of cloud computing and its importance for the operation of ERP systems. We argue that the phenomenon of cloud computing could lead to a decisive change in the way business software is deployed in companies. Our reference framework contains three levels (IaaS, PaaS, SaaS) and clarifies the meaning of public, private and hybrid clouds. The three levels of cloud computing and their impact on ERP systems operation are discussed. From the literature we identify areas for future research and propose a research agenda.

Background and Research Question
“In the wake of the 2008-09 financial and economic crises, firms have looked for ways to consolidate their ICT infrastructures and services and increase returns on their investments. Cloud computing appears an attractive option.” (OECD 2010, p. 148) Cloud computing is a concept that has gained increasing attention over the last years (OECD Report, p. 27). In many ways it is not a completely new phenomenon as it incorporates elements of IT outsourcing which has been available for more than 10 years (e.g. the provision of software over the Internet or the housing of IT infrastructure for client companies). There are clear signs that companies’ interest in cloud computing services is rising: “Demand for cloud computing services is expected to continue to increase; according to IDC, the market for cloud computing services will grow by around 40% in 2010” (OECD 2010, p. 148). Some authors argue that cloud computing represents the future way of using information technology in businesses (Barnatt 2010; Velte et al. 2010). They point out that obtaining computer power over the Internet could have a profound impact on the whole computer industry and rid companies from having to install software on their own internally operated systems. As a consequence, they will not need to purchase or maintain hardware and software that can simply be rented online.


Emergence of Cloud Computing
The development of services for cloud computing (as a particular form of IT outsourcing)has been stimulated by three complementary and very influential technological achievements:
AJAX technology
which enables a client to communicate with the server in the background and to dynamically change Web pages without reloading them. AJAX technology helps create a “rich client”, a so called RIA, and has boosted the use of thin clients and mobile devices. (Linthicum 2009, p. 190)
The concept of multitenancy
which describes the shared use of an installation of a single software program by multiple client companies using their own, private, individual data spaces. (Velte et al.2010)

...

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Challenges Involved in Implementation of ERP on Demand

9163858138 | 25 December, 2013 13:10

Introduction
ERP software is intended to provide enterprise wide solution for all business activities with single application and single data repository, but today ERP is headed towards another direction. The change which ERP software seems to adopt in near future is the Cloud ERP. ERP solutions like HRM, CRM, SCM, Financial management etc with complete and easy integration facilities and the future form of ERP is cloud. ERP solutions inclined and equipped with more and more ecommerce facilities and tools. The availability of this ERP has opened up gates for the large companies to the global markets and in order to attract more and more user‟s future. ERP cloud computing, on demand and SaaS were all introduced in order to capture mid size and small sector companies by providing economical and easy to use solutions. The time and money involved with on-premise ERP software scared SME for opting for ERP solutions despite of its huge benefits, with these solutions minimum IT infrastructure is required and very less time is neded for implementation, this gives SME companies an ideal solution to utilize ERP benefits for growing and expanding their business. Such offers with more eased out licensing models and facilities are expected in future to attract more and more small and midsize buyers. Strong data security features and advanced ways of keeping back up of the user's data will also come up to increase trust and credibility of such solutions even in the organizations.

Popular SaaS Based Solutions

Salesforce.com - is a Customer Relationship Management (CRM) system and is considered the largest SaaS Company and most talked about when people refer to the SaaS industry. Salesforce.com was founded in 1999. I have been using Saleforce.com for 4 years and I think it‟s an excellent product. Ramco on Demand ERP (RODE): is ERP Solution on SaaS Delivery Model. The solution covers line of business services such as HR, Finance, Supply Chain Management, Sales and Shipping etc. Net suite - offer CRM, ERP/Accounting and E-commerce on-demand or SaaS product offerings. Saasu.com – this is an Australian based company offering easy online accounting. Google Apps – this is a messaging and collaboration tool for small business. We use this at Style after moving from an in-house managed Microsoft exchange server. Google apps provide a full list of features including spam handling ...

Read more  Challenges.pdf

IT CAPABILITIES IN ERP MAINTENANCE

9163858138 | 25 December, 2013 13:01

Abstract
With the maturing use of ERP systems, the management of their post-implementation phase is receiving increased attention. There is a need to understand how to manage post-implementation activities like ERP maintenance. ERP maintenance is a critical IT service provided by IT organizations in the ERP post-implementation phase, including activities to support and extend existing ERP systems. The extant research has focused on tasks related to ERP maintenance, but it lacks studies that provide insights into capabilities required to perform ERP maintenance successfully. This paper aims to reduce this gap, reviewing IT-related tasks, success and risk factors in the ERP post-implementation literature. Based on this review, eight IT capabilities on the functional level of ERP maintenance are proposed. Integrating these findings with previous IT capability research, the link between the identified ERP maintenance capabilities and firm-wide IT capabilities is examined.

Introduction
Implementation of ERP systems received significant attention in the 1990s, and ERP system are now frequently used in organizations. With the maturing use of ERP systems, there is an increasing need to understand the phase after the initial go-live of an ERP system. This is referred to as ERP post-implementation phase. Recent literature reviews on ERP systems show that studies on the ERP post-implementation phase are still underrepresented (Esteves and Bohórquez, 2007; Grabski et al., 2011). There are calls for future research to investigate how to manage post-implementation activities, including, for example, ERP maintenance (Grabski et al., 2011; Law et al., 2010). ERP maintenance is a critical IT service provided by IT organizations in the ERP post-implementation phase. This maintenance covers the various activities to support and extend existing systems. It includes the handling of user requests and user training, the implementation of changes to the existing functionality of the system, and the implementation of patches and software updates provided by the ERP vendor (Ng et al., 2002). Existing research focuses on the characteristics and IT tasks in ERP maintenance (e.g. Hirt and Swanson, 2001; Nah et al., 2001; Ng and Gable, 2010; Ng et al., 2002), but it lacks studies that provide insights into IT capabilities required to perform ERP maintenance successfully. IT capabilities are more comprehensive than IT tasks. They represent complex bundles of skills and knowledge that are deployed using organizational processes, and that add value to a firm (Day, 1994; Sambamurthy and Zmud, 2000). The importance of IT capabilities in the ERP post-implementation phase is supported by research on how IT capabilities affect ERP value (e.g. Grant and Chen, 2005; Jain, 2010). However, currently, there is no common understanding about which IT capabilities are required in the context of ERP maintenance. This paper attempts to reduce this gap, deriving a series of propositions relating to IT capabilities in ERP maintenance. The research is exploratory in nature, deriving these propositions from a review of the ERP post-implementation literature. The research questions guiding this exploratory research are:
1. What IT-related tasks are required to maintain ERP systems in the post-implementation phase?
2. What are the critical factors that influence the success or failure of ERP maintenance?
3. What are the IT capabilities that influence ERP maintenance performance in the post-implementation phase?
The rest of this paper is structured as follows. In section two, the major characteristics of the ERP post-implementation phase are outlined. Then, a short overview on the extant IT capability research is provided in section three. Section four describes the methodology used for the literature review. A set of propositions relating to IT capabilities for ERP maintenance are derived from the literature in section five. To link these findings with previous IT capability research, the identified IT capabilities for ERP maintenance are mapped onto an existing typology of firm-wide IT capabilities in section six. Finally, a discussion of the findings and the conclusions are presented in section seven.

ERP maintenance in the post-implementation phase
The life-cycle of an ERP system can be partitioned into two major phases (Willis and Willis-Brown, 2002): The implementation phase includes the selection and implementation of an ERP system, ending with the go-live of the system. The second phase, also called ERP post-implementation phase, covers all activities after go-live, including the stabilization, operation and extension of the ERP system. While the two phases include some similar activities and often involve the same stakeholders, previous research on ERP life-cycle phases (Bajwa et al., 2004; Somers and Nelson, 2004) shows that the importance of activities and success factors, as well as the involvement of various stakeholders, differ across the different phases of the life-cycle.
In addition, ERP maintenance differs not only from ERP implementation activities but also from traditional maintenance functions due to two characteristics of ERP systems: First, ERP systems are integrated systems, supporting various functions and subunits of an enterprise, and frequently reach beyond enterprise boundaries (Klaus et al., 2000; Markus and Tanis, 2000). Due to this wide span of influence, the maintenance of ERP systems involves a large number of different stakeholders from different functions, IT personnel, customers and vendors. Second, ERP systems are standard software (Markus and Tanis, 2000; Nah et al., 2001). Therefore, the ERP vendor frequently plays a significant role in system maintenance and often controls frequency and extensiveness of software updates (Nah et al., 2001).

IT capabilities
Capabilities “…are complex bundles of skills
 ....

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USability as an ERP Selection Criteria

9163858138 | 25 December, 2013 10:53

In an article published by MIT’s Sloan Management Review online and in its Fall 2007 print edition, consultant and author Cynthia Rettig claims that “enterprise software in large organizations has not delivered on its promise to fully integrate and intelligently control complex business processes while remaining flexible enough to adapt to changing business needs.”

Problem: Evolution with no roadmap
The situation within many ERP products that were originally developed in the 1970s and early 1980s illustrates the problem with large, monolithic systems that evolve over time. Let us, for a moment, compare ERP systems with a building that has been expanded and added onto over the years. Anyone who has lived in or tried to remodel a house or structure with several additions may feel some of the same pain points that Rettig mentions in her criticism of ERP systems ...

System architecture and usability
Whether you are trying to make sense of the tangled knot of functionality between your ears or a sloppy mess of functionality that you are trying to use to run a midsized business, it should be immediately apparent that consistent, predictable systems are easier to figure out, understand and use than inconsistent, convoluted or inconsistent systems. Imagine the difficulty faced by a management team learning a newlyimplemented ERP solution, particularly when the finance module, manufacturing functionality and distribution tools all have different architectures and were originally developed by different companies prior to being acquired and lashed together into a “suite.” In these situations, there are different commands, different organizational structures and different file structures for each segment of the ERP system...
 

BENEFITS AND DRAWBACKS OF CLOUD-BASEDVERSUS TRADITIONAL ERP SYSTEMS

9163858138 | 25 December, 2013 10:03

ABSTRACT
Since their inception, the vast majority of ERP systems have been implemented on premise. TraditionalERP systems provide various kinds of benefits such as a mature system functionality and abilities of greater customization and integration. In the past decade other software applications however have seen ashift to cloud computing that has become one of the fastest growing segments of IT industry. Moreover,cloud computing is a modern trend that reveals the next-generation application architecture. In this paper, based on a literature study, we identify and classify the benefits and drawbacks of cloud-based versus tra-ditional ERP systems. Then we analyze and compare the features of cloud-based, hosted, and on-premisesERP. Finally, we discuss the revealed controversies of the previous research and reasons why or why notcloud-based ERP might be more of interest to SMEs than to large enterprises.

 
INTRODUCTION
The research literature concerning on-premise, hosted and cloud-based Enterprise Resource Planning(ERP) has exponentially grown in recent years (Botta-Genoulaz et al. 2005). Cloud-based ERP solutionsappear to provide a number of benefits related to sizable cost savings and competitive advantage en-hancements. It has also been stated that the cloud-based enterprise systems are more suitable for smalland medium enterprises, primarily because of the subscription based pricing schemes that typically re-quire significantly lower upfront investments (Forrest 2009).At the same time the benefits and drawbacks of cloud-based ERP in comparison with on-premisesERP and, especially, hosted ERP do not seem to be investigated and classified sufficiently as yet. Awealth of qualitative analysis on cloud- based ERP and ‘traditional’ ERP is available to get a full sight of these two types of ERP systems (Scavo et al, 2012 & Grumman, 2011). However, there is still no consen-sus on the advantages and disadvantages of cloud- based and ‘traditional’ ERP (Scavo et al., 2012 &Grumman, 2011). The reasons why or why not cloud-based ERP might be more of interest to SMEs alsohas to be identified and clarified more comprehensively. Therefore, we consider further research on actual benefits, limitations, and risks of cloud-based ERP to be of interest to enterprises and research communi-ties.In this study ERP systems are subdivided into two main categories: traditional ERP and cloud-basedERP systems. Within the traditional ERP system the distinction is made between hosted and on-premisesolutions. Our purpose is to investigate the proven advantages and disadvantages of cloud-based ERP sys-tems in comparison with traditional ERP systems. For this, we will have the following research questions:1.
 
What are the advantages and disadvantages of cloud-based ERP compared to on-premises ERPand hosted ERP? Investigation on this matter is supposed to identify and classify respective bene-fits and costs, limitations and risks. The structure of drivers for cost savings enabled by cloud- based ERP is expected to be clarified.

Source http://www.academia.edu/2777755/Benefits_and_Drawbacks_of_Cloud-Based_versus_Traditional_ERP_Systems

ERP Systems Implementation using Fuzzy MCDM Techniques

9163858138 | 25 December, 2013 09:10

Abstract
In recent years, due to the implementing examples of successful and unsuccessful ERP projects in the Iranian petrochemical companies, the issue of identifying this projects success factors are taken into consideration. This paper provides a comprehensive model of all success criteria and indicators of ERP systems implementation from strategic-operational and technical–social dimensions and considers preference and causal relations between them and represents a final ranking of success indicators of ERP systems Implementation at Arya Sasol Polymer Company. Therefore the first step is identifying and filtering indicators from ERP experts perspectives using fuzzy Delphi. The next step is to analyze and model preference relations and causal relations between variables using fuzzy DEMATEL. The final step is prioritization of success indicators of ERP systems Implementation with consideration the results of the initial steps using fuzzy ANP technique. The results show that having a vision, clear goals, plan and business model for the organization, training new processes and how to use the ERP system to the organization's members, the minimum ERP system customization, project team composed of business processes experts, IT experts, ERP vendors and consultants, management support and commitment of resources to the project, defining the vision, mission, objectives and scope of the ERP project, status of the existing business and IT systems and systematically ERP package selection have the highest priority.

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Enterprise Resource Planning Factors Affecting Success and Failure

9163858138 | 25 December, 2013 08:25

Factors Contributing to Failure
Apparently, no single point of failure can be attributed to unsuccessful ERP implementations.  Some of the causes cited for failed ERP projects include:
•    Inherent complexity of ERP implementation
•    Unrealistic expectations
•    Outside consultant issues
•    Over-customization of software
•    Inadequate training
•    Using IT to solve the problem
•    Process risk and process barriers
•    Timeline flexibility
•    Corporate culture
•    Infrastructure issues

Inherent complexity of ERP implementation
The Problem
ERP Systems are complex, and implementing one can be a difficult, time-consuming, and expensive project for a company.  The technology is tightly integrated and requires a commitment from all divisions and often a change in the way a company does business to make it work.[5]  It can take years to complete and cost as much as $500 million for a large company.  Moreover, there is no guarantee of the outcome.[6]
 
A notorious example of a failed ERP implementation is the Hershey Foods’ SAPAG’s R/3 implementation.  The company spent $112 million and 30 months on their ERP project.  When they went live in July 1999, the company experienced problems pushing orders through the system, resulting in shipping delays and deliveries of incomplete orders.[7]
 
Many reasons have been cited for the Hershey ERP failure.  One, the project was originally scheduled to take four years, but the company forced the implementation to go live in just 30 months.  Two, the company simultaneously implemented a customer-relations package and a logistics package, substantially increasing the overall complexity and employee learning curve.  Three, the company went live at their busiest time of the year, just before Halloween, and the resultant delays caused third quarter profits to fall by $151 million compared to the previous year.[8]
 
One step often taken to reduce the complexity and time involved in an ERP project is using process templates.  Managers are not willing to spend the time, effort, and money to work through the complexities inherent in configuring an ERP system to company- specific processes.  They use process templates to short cut the process and accelerate implementation.  Although the templates are simpler and speed up the process, they promote generalization, which can limit performance gains and competitive advantage.[9]
 
The Solution
If possible, plan the ERP project go-live date during the company’s slow periods.  Roll out the modules in stages and don’t attempt to implement other applications simultaneously.  Don’t speed up the timeline – critical testing and training of users will likely pay the price. 
Some degree of conformance to process logic will likely be required.  The company must ensure that process templates utilized in the implementation reflect best business processes for their organization.[10]  In some modules, Human Resources, for example, the processes tend to be relatively standardized so utilizing templates in this module may make more sense than utilizing them in processes that are highly unique to the company.

...

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اهميت آزمون سيستم هاي ERP و نقش محوري چارچوب بين المللي ISTQB

9163858138 | 24 December, 2013 14:09

معرفي
سازمان بین المللي ISTQB مخفف  International Software Testing Qualifications Board معتبرترین و بزرگترین مجموعه بین المللي آزمون نرم افزار بوده که مرکزیت آن در سال ٢٠٠٢ میلادي در اسکاتلند تاسیس گردید و علیرغم قدمت کم به سرعت در کشورھاي مختلف مورد استقبال متخصصین نرم افزار و نیز صاحبان کسب وکارھاي مختلف قرار گرفته بطوریکه امروزه در نزدیک به ۴٠ کشور جھان ( از جمله کشورمان) داراي کمیته ھاي ملي است.
ماموریت عمده این سازمان تبیین راه حل ھاي جامع آزمون نرم افزار به منظور استفاده عملي از آنھا در جھت گریز از ھزینه ھاي گزاف وقوع خطاھاي نرم افزاري و نیز تدوین سیلابس ھاي تخصصي تربیت آزمونگرھاي توانمند و اعطاي گواھینامه بین المللي به آنان در صورت موفقیت در آزمونھاي بین المللي است.

اصول هفتگانه آزمون نرم افزار

(P1) Testing shows presence of defects
(P2) Exhaustive testing is impossible
(P3) Early testing
(P4) Defect clustering
(P5) Pesticide paradox
(P6) Testing is context dependent
(P7) Absence-of-errors fallacy

ادامه مطلب Dr Nasiri ISTQB.pdf

کنفرانس پياده سازي ERP شرکت بين المللي انفورماتيک سيستم آوران

9163858138 | 24 December, 2013 13:54

مقدمه:
• هدف بيان تجربيات در پياده سازي
• تعاريف اوليه براي ورود به مطلب اعلام مي گردد.
• سعي مي شود نکات مهم هر مرحله بيان شود.
• مسير موفقيت و نتايج تجربي تبيين مي شود.

دومين كنفرانس سيستمهاي برنامه ريزي منابع سازمان، ۶ و ۷ بهمن ماه ۱۳۸۸ دانشگاه علم و صنعت ايران

چرا ERP ؟
  • جهاني شدن تجارت و اقتصاد
  • تبديل اقتصاد صنعتي به اقتصاد خدماتي
  • افزايش روز افزون هزينه ها
  • پيچيدگي روز افزون فرآيند هاي كسب وكار
  • افزايش رقباي تجاري و پيچيده ترشدن شرايط رقابت
  • افزايش روزافزون درخواست كنندگان توليدات ويا خدمات
  • ايجاد هماهنگي با استانداردهاي جهاني كيفيت وتكنولوژي روز
 
 ادامه مطلب  2nd ERP Conference 071188 Ayatolahi.pdf

طراحی و پياده سازی مدلی مبتنی بر ERP در مراکز آموزش عالی مورد مطالعاتی دانشگاه صنعتی اروميه

9163858138 | 24 December, 2013 13:38

امروزه این حقیقت برکسی پوشیده نیست که سیستم هاي مدیریت منابع سازمانی که زمینه ساز یکپارچگی در سازمانها می باشد تا چه اندازه موجب کمک به پیشرفت و تسریع در فرآیندهاي سازمان ها شده است ولی تاکنون بیشتر از این متد در جهت افزایش رقابت پذیري سازمانها و کاهش هزینه ها یا افزایش سود استفاده شده و کمتر در سازمانهاي غیرانتفاعی بکار گرفته شده است. لذا در این مقاله به بررسی و پیاده سازي ERP در یک سازمان غیرانتفاعی با ساختاري متفاوت پرداخته  شده و به منظور پیاده سازي آن یک مدل 9 لایه اي پیشنهاد گردیده که در ادامه مبحث به بررسی مدل پرداخته شده و مدل ERP هاي موجود براي ایجاد بستر معماري هاي مبتنی بر فناوري اطلاعات به ویژه پیشنهادي 9 لایه اي بر اساس مطالعات انجام شده که یک مدل ترکیبی از رویکردهاي متعارف مدل سازي می باشد؛ جهت توسعه این سیستم ها در سازمان ها ارائه شده است. مدل مذکور با در نظر گرفتن رسالت توسعه داده شده و ERP اصلی این مستند براي مراکز آموزش عالی و دانشگاهی جهت پیاده سازي سیستم براي بهره برداري و دریافت نتایج حاصل از آن دانشگاه صنعتی ارومیه مورد مطالعه قرار گرفته است. در طی دانشگاهی و زیر سیستم اصلی آن که یکپارچه ساز ERP مطالعات انجام شده بستر اصلی سیستم تکنولوژیکی و کاربردي است(سیستم مدیریت کل) پیاده سازي شده و براي دریافت نتیجه یکی از زیر سیستم هاي کاربردي بر اساس نیاز روز دانشگاه صنعتی ارومیه بر روي بستر یکپارچه ساز توسعه داده شده است. تطبیق نتایج حاصل از این مطالعات و پیاده سازي با مراجع معتبر بیانگر موفقیت آمیز بودن مدل پیشنهادي بوده است.
ادامه مطلب  109_NoRestriction.pdf

بررسي آمادگي سازماني جهت پياده سازي سيستم ERP بر مبناي مدل مکينزي

9163858138 | 18 December, 2013 13:58

چكيده
مطالعات محققين از نرخ بالاي شكست پروژههاي پيادهسازي سيستمهاي برنامهريزي منابع سازمان حكايت دارند. نرخ بالاي شكست از يك سو و صرف هزينه و زمان بسيار بالا براي استقرار اين سيستمها در سازمان، ضرورت انجام مطالعات ارزيابي آمادگي را قبل از استقرار سيستم، جهت شناسايي نقاط ضعف سازمان ضروري مينمايد. در اين مقاله يك مدل ارزيابي آمادگي سازماني استقرار سيستم برنامهريزي منايع سازمان ارايه شده است. با توجه به اينكه براي شناسايي حوزههاي ضعف و قوت سازمان، بايد شناخت خوبي از ابعاد سازمان داشته باشيم، از ايرو در 7 مكينزي (استراتژي، ساختار، سيستمها، مهارتها، سبك مديريتي، كاركنان و ارزشهاي S اين مقاله از مدل مشترك) براي ارزيابي آمادگي سازماني استفاده شده است. بدينترتيب حوزههاي ضعف سازمان در هر كدام از ۷ بعد مدل مكينزي شناسايي شده و قبل از استقرار سيستم، طرحهاي آمادهسازي براي پوشش آن نقاط ضعف مد نظر قرار خواهد گرفت.
ادامه مطلب 120_NoRestriction.pdf

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