Business Systems Development II
Design Enterprise-Level Business System Paper
1.0 Design methods for developing an enterprise-level information system There are many things that have to happen correctly in the design phase in order for an enterprise-level business system to be effective. In order for the system to be effective, it should align with strategy, reduce costs, improve productivity, promote timely execution, enable better decision making, leverage emerging technologies, ensure acceptable levels of control and risk management, optimize the skills and capabilities of the organization, and promote collaboration across the extended enterprise. (The Hackett Group, 2010) The first step is to understand the business and how it is strategically aligned. The company must understand what it is bringing to the table. Before the necessary scope of the project can be decided, this is where the planning starts. A survey among employees of the companies should take place to review the philosophy, vision, and mission. (Armstrong Enterprise Communications, Inc., n.d.) Buy in is critical at all levels of the organization in order for an enterprise resource planning initiative to be successful. One of the main goals of successful enterprise resource planning implementation is companywide buy in. Each employee should have a cursory understanding of the goal and mission of the business, and how their work relates to these goals. This type of strategic alignment can empower employees to perform at higher levels of productivity. If the project moves forward, this knowledge will be a necessity in determining the budget and scope of the project. The biggest mistake is not keeping this simple. The explanation needs to be related to the employee directly, and understandable. A basic operational model should be formed of how the business operates. There are a few different ways to do this based on the type of business that you own. I have seen military theory based upon the idea of effects based operations. “According to J9, effects-based operations are “a process for obtaining a desired strategic outcome or effect on the enemy through the synergistic and cumulative application of the full range of military and non-military capabilities at all levels of conflict.” Furthermore, an “effect” is the physical, functional, or psychological outcome, event, or consequence that results from specific military or non-military actions.” (Batschelet, 2002, p. 2) This sounds harsh, but parallels have been drawn between war and business in the past. Examining this idea and then adapting it, a business should seek out specific outcomes and plan around them. The military of the past has largely depended upon attrition and destruction to accomplish its goals. In a similar fashion, the concept of old business has been to work hard and do your job the best that you can. In many businesses the knowledge of goals and missions is rudimentary, at best. This is not the most fertile and effective environment for nurturing growth and change. 2.0 Business process mapping methods
Appendix A has includes a diagram of the effect based operations cycle. (Batschelet, 2002, p. 3) This diagram depends upon continual updating to work successfully. More conventional planning methods can be used in these phases very successfully. For example, processes can be mapped out using the unified modeling language (UML) and business process diagram (BPD). According to the Eriksson-Penker Business Modeling Profile, each business process should have a goal, specific inputs, specific outputs, resource use, a number of activities performed in an order, horizontal impact (impact to other areas of organization), and internal or external value. (Sparx Systems, 2010) The overall goal of the process should relate directly to the effect desired in the effect based operation...