EEP 601/PUBP 771/SYST
651
Introduction to Enterprise Engineering: Engineering and Managing the Extended Enterprise
Dr. Thomas Gulledge, Professor
George Mason
University
Enterprise Engineering
Laboratory, MS 2E4
Fairfax, Virginia
22030-4444 USA
Overview
and Outline:
This
course introduces the student to the extended and integrated enterprise. The
focus is on the managerial and policy aspects of designing, implementing, and
managing modern information technology enabled public and private sector
organizations. It is clear that organizations have been in transition, and the
transition is continuing. Organizational change is rapid and dramatic.
Management models based on hierarchical command and control structures have
been displaced in the private sector and are being challenged in the public
sector. Information systems are being realigned around business processes, and
organizational power is mirroring this realignment. The business process-oriented
and integrated model has been extended to include customers, suppliers, and
other claimants and stakeholders.
Since
process-oriented change is continuous and almost always shifts the work and
information flows within an organization (internal integration), information
system architectures must quickly accommodate such dynamic data processing
requirements. Such systems are collectively termed Enterprise Resource Planning
Systems (ERP) or standard software systems. Currently there exist only a few
vendors whose software products and consulting services meet the highly
automated and sophisticated business requirements of today’s Fortune 1000
companies. Indeed the argument can be made that with increased emphasis on
eBusiness and Internet-based business solutions, current ERP architectures must
become more adaptable and scalable than previously thought (providing more
external integration).
In
this course we will consider two very different ERP design and implementation
paradigms. One paradigm (process oriented ERP, e.g., SAP) clearly favors the
internal integration aspects of process change, while the other paradigm
(function oriented ERP, e.g., Oracle eBusiness Components) favors external
integration aspects. Benefits can be obtained from each paradigm, yet many
top-level managers do not understand the complex business integration and
technical implementation issues that must be addressed before making such a
selection.
Increasingly,
the distinct boundaries between “Function-oriented” and “Process-oriented” ERP
are becoming blurred. ERP vendors have extended the functional business
architecture of their products by embracing Internet standards, seeking
strategic partnerships with niche software developers, or through acquisition.
We will examine the specific market and technological forces that motivated ERP
vendors to aggressively pursue these ambitious and costly initiatives. These
ERP industry initiatives (which are ongoing) have a tremendous impact on the
modern corporation looking to implement an ERP solution. More than ever before,
business and IT–level management must clearly understand the direct and
indirect costs associated with deploying such expanded ERP functionality.
To
complete the course, the integrated model is extended to include suppliers and
customers. On the supplier side, the concept is known as business-to-business
E-Commerce. The discussion includes modern technology-enabled methods for
supply chain integration and management. On the customer side, the concept is
known as business-to-consumer E-Commerce. This includes the well known
web-enabled storefront, with back-office ERP integration. Taken together, the
model is known as the Aggregator Model for e-Business.
The
primary focus of this course is the Integrated Business Application layer (ERP)
that serves to support the overall aggregator model
Public
Sector Implications:
Some
researchers claim that the current technology-enabled transition will be just
as dramatic and important as the transition from the agricultural age to the
industrial age. One thing is certain: We will eventually eliminate paper-based
transactions processing as the integrated data environment becomes a reality.
This change, which is rapidly underway in the private sector, is driven by the
quest for competitive advantage and is enabled by new information technologies
and standard software solutions. The same pattern of change is spreading to the
public sector. The private sector change initiatives are driven by incentives
to make more profits and build better products. The public sector incentives
relate to increased effectiveness and efficiency in budget-constrained
organizations.
How
do organizations manage this transition? What are the modern approaches for
planning for the transition, and what are the procedural models that guide the
implementation? What are the implications for policy makers? It is impossible
to establish public policies that bound these organizations if policy makers do
not understand the change process. This includes a thorough understanding of
how public and private sector organizations are responding to the above
incentives. This course provides such an understanding by focusing on all
aspects of managing this complex change process, from strategic planning
through the implementation of modern extended enterprise systems.
Course
Location:
George Mason University
Thompson Hall, Room 117
Course
Date and Time:
17.20-2200 - Monday
Required
Textbooks (In Alphabetical Order):
Davis, Rob, Business Process Modeling with ARIS:
A Practical Guide. London: Springer-Verlag, 2001.
Kirchmer, Mathias, Business Process Oriented Implementation of Standard Software.
Berlin: Springer-Verlag, 1999.
http://www.amazon.com/exec/obidos/ASIN/3540655751/qid=967388024/sr=1-1/104-3773190-6348702
Lozinsky, Sergio: Enterprise-Wide Software Solutions: Integration Strategies and Practices. Reading: Addison-Wesley,
1999.
http://www.amazon.com/exec/obidos/ASIN/0201309718/qid=967388121/sr=1-1/104-3773190-6348702
Scheer, A.-W., Architecture of Integrated Information Systems: Business Process
Modeling. Berlin: Springer-Verlag, 1999.
http://www.amazon.com/exec/obidos/ASIN/3540658351/qid=967387780/sr=1-1/104-3773190-6348702
Scheer, A.-W., Architecture of Integrated Information Systems: Business Process
Frameworks. Berlin: Springer-Verlag, 1999.
http://www.amazon.com/exec/obidos/ASIN/3540658343/o/qid=967387932/sr=2-2/104-3773190-6348702
The instructors will provide all additional readings and lecture slides. The books will be addressed in the following order: Lozinsky, Davis, Scheer , and Kirchmer.
Evaluation
Criteria:
This
course requires that the student read assigned work on a weekly basis. The
student will be examined on the lectures and the required reading materials in
a closed-book examination format. The format will be written 2.5 hour final
examination. Additional homework may be assigned and collected, but not graded.
The weights used in the grading are:
(3 Hour Credit)
Examination 50%
Research Paper 50%
Outline
of Planned Topics by Week:
08.26.02 - Lecture 1:
Distribution of course materials and reading assignments.
09.02.02 - No Class – Labor Day
(University Closed)
09.09.02 - No Class – IFIP
Working Group 5.7 annual meeting
09.16.02 - Lecture 2: Enterprise
Engineering.
09.23.02 - Lecture 3: Enterprise
Resource Planning
09.30.02 - Lecture 4:
Introduction to the Architecture of Integrated Information Systems (ARIS)
10.07.02 - Lecture 5: Enterprise
Modeling - Examining in detail various enterprise views.
10.14.02 - No Class – Fall Break
10.21.02 - Lecture 7: The Control
View of the Enterprise - Integrating the enterprise views.
10.28.02
- Lecture 8:
Extended Enterprise Integration
11.04.02 - Lecture 9:
Implementation Methodologies
11.11.02 - Lecture 10: Enterprise Application Integration.
11.18.02 - Lecture 11: Trading Exchanges and Hubs
11.25.02 - Lecture 12: ARIS for MySAP.com, Mr. Georg
Simon, IDS Scheer, Inc.
12.02.02 - Inter-Enterprise
Integration, Dr. Mathias Kirchmer, CEO, IDS Scheer, Inc.
(Last day for submitting term papers)
12.07.02 - Lecture 13: Hub
Technologies, Mr. Paul Chang, Oracle Corporation
12.16.02 - Final Examination