Erp System Implementation With Business Process Management at Petrópolis Group

Junior, Alaercio Nicoletti; Campos, Fernando Celso de

doi:10.5748/9788599693100-11contecsi/rf-1219

Cited by 1 publication

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“…The model featured in Figure 3 integrates the models presented in figures 1 and 2; it serves as the basis for establishing the monitoring of the project success from the definition of indicators that measure such attribute. Thus, to measure and demonstrate the importance of quality in ERP projects, three indicators were defined: 1) percentage of the remaining post-implementation legacy systems (PLS), associated with the Quality Organization, including the legacy system that existed before the implementation of ERP, executing functions that have been integrated, such as invoices issuing, for example; 2) percentage of Rework in the Business Blue Print (BBP), which means the survey of business requirements (RBR), associated with the Quality Process and; 3) Customizing ERP Solution (CES), associated with the Quality Design, the first two being quantitative indicators and the last one qualitative (Nicoletti Jr. and Campos Jr., 2014). Table 4 displays the detail of the indicators selected, associating them with the model of the Figure 3 by identifying their goals.…”

Section: Methodsmentioning

confidence: 99%

ERP Implementation Project in a brewing manufacturer: the quality attribute as a performance differential

Junior

Martens

Oliveira

2018

BJO&PM

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This article aims to discuss the importance of the focus on quality attributes in an ERP system implementation project in a Brazilian brewing industry. The quality, as part of the "iron triangle" for conducting projects, can be monitored and associated with the project performance from the indicators associated to the quality attributes. The case study covered an Enterprise Resources Planning (ERP) system implementation on 6 business units of a brewing manufacturer distributed in different regions of Brazil, followed for eighteen months and it involved interviews with stakeholders, analysis of routines and documents, and people observation. The success of the project could be attributed to the performance indicators by meeting the design assumptions and the perception of the teams and project managers.

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Section: Methodsmentioning

confidence: 99%