• Journal of Information Technology Applications and Management
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• v.9 no.1
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• pp.1-26
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• 2002

ERP is the key-enabler of enterprise's informatization. Seletion of a right ERP system is one of the critical issues. Previous study shows that since a very few methodologies of selecting ERP systems are provided, most of companies have difficulty in Implementing ERP system. The purpose of this study is to analyze the characteristics of ERP system selection factors and develop the ERP evaluation methodology An empirical study is performed and shows that there are signigicant differences in ERP selection factors among ERP consultant, ERP developer, and system manager. The result shows that five factors such as general characteristics of software and supplier, technology characteristics of software and supplier, and Project management shills are significant. Based on the five factors, the evaluation methodology is developed. The methodology will help enterprises to make better decision in selecting ERP systems.

• Journal of Information Technology Services
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• v.7 no.3
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• pp.97-114
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• 2008

Many companies have implemented ERP systems to enhance their process competitiveness. Since most ERP systems down to date are implemented and managed on each separated business-unit or company level, such systems run short of the consideration about global business processes and global system managements. In order to integrate a successful global ERP, it is essential to apply the well-systematic implementation methodology which considers global standardization and global IT requirements. It is, however, the actual circumstance that such well-structured methodologies for global ERP implementation are hardly shown not only from domestic site but from foreign one. This paper indicates the global ERP implementation guideline with integrated approach including; the standard process design for efficient execution of global business; the ERP implementation method considering global IT requirements; and, the management method for global system operation. GSI ERP methodology is composed of 3 Phase：Global Strategy Planning, Global Template Construction and Global Roll-Out. Phase1; Global Strategy Planning contains Environment Analysis, GSI direction and Implementation Plan. Phase2; Global Template Construction contains Business blueprint, GSI operation design and Global template implementation. Phase3; Global Roll-out contains local business analysis, local ERP implementation and Global ERP Operation.

• Information Systems Review
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• v.2 no.2
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• pp.255-281
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• 2000

• Journal of the Korea Safety Management & Science
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• v.11 no.4
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• pp.269-277
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• 2009

we can easily find numerous cases, where the outcomes are not up to their expectations, despite the enormous efforts and investments poured on developing ERP systems. Consequently, we are in need of a new methodology for efficient implementation and Maintenance of an ERP system. Therefore, we have investigated and analyzed various problems that may occur in adopting ERP systems, such as high implementation costs, shortage of professional manpower, and lack of active participation from insiders. In this thesis, we developed a new ERP system, focusing on accounting management modules and benchmarked our proposed model to one of the real companies.

• Journal of Korea Society of Industrial Information Systems
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• v.9 no.4
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• pp.80-89
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• 2004

정보기술의 급진적인 발달로 경쟁이 점점 심화되어져가고 있는 환경 속에서 경쟁적 우위를 갖기 위한 기업들의 끊임없는 노력은 계속 되고 있다. 이러한 시점에 ERP(Enterprise Resource Planning: 전사적 자원관리) 시스템은 기업의 경쟁력을 제고하고 변화하는 비즈니스 환경을 예측하여 신속하고 현명하게 대처하기 위한 수단으로서의 역할을 수행하고 있으며 최근 기업뿐만 아니라 대학에서도 이에 대한 관심이 확산되고 있다. 이미 국외의 많은 대학들이 ERP시스템을 도입한 실정이고, 국내에서는 정보화 사업의 일환으로 연세대학교가 일반 행정 업무의 효율화를 위해 SAP R/3를 도입했고 향후 학사 행정 시스템과의 통합을 모색 중이다. 정부에서도 국$\cdot$공립 대학들의 행정업무 효율성 제고를 위해 차세대 행정업무시스템으로 ERP 시스템 도입을 본격화하고 있다. 따라서 본 논문에서는 정보화를 추진하고자 하는 국내 대학에 ERP 시스템의 도입을 제안하였고, 기존에 선행 연구된 연구 자료를 비교$\cdot$분석하여 기업의 ERP 시스템 구축 성공요인을 정리하였다. 본 논문은 초기단계에 있는 국내 대학의 ERP시스템 도입에 대학이 나가야 할 방향을 제시하였고, 앞으로 국내 대학의 ETP시스템 도입이 증가할수록 이에 대한 보다 심도 있는 연구가 계속 되어야 할 것이다.

• Asia pacific journal of information systems
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• v.12 no.1
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• pp.67-85
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• 2002

This study attempts (1) to analyze the changing pattern of organizational control by investigating the impacts of ERP implementations on the determinants of organizational control types and (2) to compare the performance variances based on the fitness between implementation of ERP and the changed mode of organizational control. Research results reveal that firms with ERP shows high degree of information integration, which partially affects the determinants of organizational control types. Also, results indicate that firms now with ERP shows the higher levels of both behavior and output control than without ERP, and the magnitude of change in behavior control level was greater than that of output control level. Finally, this research suggests that while the firms that implemented ERP for the purpose of quality and service improvement need to more focus on behavior control than on output control, the firms for the purpose of cost reduction need to excercise more output control in order to establish a cost effective control strategy.

• Information Systems Review
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• v.10 no.1
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• pp.193-211
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• 2008

Effective Training has been recognized as one of the most important success factors for enterprise resource planning (ERP) system operations. However, both ERP system vendors and user companies have failed to provide an effective training method for users because practical business process cases cannot be formalized. Also, incomplete testing by ERP system vendors results in insufficient and ineffective user training. This paper suggests a scenario framework for ERP testing and training (SF-ETT). SF-ETT is constructed by expanding the practice-based ERP testing scenario construction framework designed for unERPII. SF-ETT contains concrete business process entities that users understand actually and provides practice definition, notation, and architecture.

• Journal of Korea Society of Industrial Information Systems
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• v.11 no.5
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• pp.132-140
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• 2006

Implementing ERP system is inherently a very complex task that involves ongoing training employees to use the new system. However, the traditional methods of ERP training and education have presented many problems. A new form of training, e-learning, has emerged. E-learning enables trainees to sign on classes without restrictions of time, distance, and classroom availability. We suggested several usage strategies and e-learning combined model for ERP related organizational change management.

• Proceedings of the Korea Association of Information Systems Conference
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• 2002.11a
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• pp.237-242
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• 2002

정보기술은 전략적으로 도입되어야 하고 그를 위해서는 경영전략의 선행수립이 필수적이다. 부서나 기능중심의 접근으로는 개발의 중복, 기능이나 부서간 자료의 불일치라는 문제점을 발생시킨다. ERP는 IT의 통합적 구현을 위한 개념이자 제품이다. ERP를 통해 프로세스적으로 전사적 업무흐름을 재설계하고 통합하고, 환경변화에 유연한 정보시스템을 구현할 수 있다. ERP의 기본사상이 업무중심의 접근이라면 현업사용자의 역할은 상당한 비중을 가질 것이며, 이것이 곧 사용자주도형 ERP구현이라고 볼 수 있다. 본 연구는 한 사례를 통해서 현업위주의 ERP시스템 개발의 정당성을 확인하고자 한다.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2002.11a
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• pp.207-217
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• 2002

21세기 경영환경은 글로벌화와 고객 요구 사항의 다변화로 대표될 수 있으며 이러한 환경 변화에 대응하기 위해서는 기업의 대응력 및 유연성이 확보되어야 한다. 글로벌 한 경영환경 하에서 기업현안에 대한 실시간 분석을 통하여 기업 자원의 최적화를 추구할 수 있도록 정보기술 구조를 근간으로 기업 내의 전 업무 기능을 통하는 ERP 시스템 및 시장의 정의와 특징을 알아보고 이를 근간으로 하여, 국내외 시장들이 ERP를 얼마나 도입하여 성공을 거두었는지를 살펴보았다. 마지막으로 ERP기술 현황이 ERP 성공에 영향을 미치는지 관계를 분석하여 국내 ERP 기업들이 나아가야 할 방향을 조심스럽게 제시하고자 한다.