Summary

The aim of this project is to investigate whether traditional IS strategy Tools can be used to analyse
recent developed information systems, such as Enterprise Resource Planning (ERP), and to propose

changes to these tools if required.

The project has achieved its aim by producing revised SISP tools in light of the recent changes in
business information systems. Using these revised tools, a case study was analysed in order to
determine the effectiveness of these tools in business situations. However, it is still questionable as to
the validity of these tools and whether they can be applied in real life scenarios.

i
Acknowledgements

I would like to thank Julika Matravers whose assistance throughout this project has been most helpful.

Appreciation goes to all my friends within the School of Computing who have given much
encouragement during the latter stages of the project. Special mention goes to Ames, Ash, Binsy,
Sherbs, Steve, Alex, and last but not least, the ‘X’.

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Contents

Chapter Page

Summary………………………………………………………………… i.
Acknowledgements……………………………………………………… ii.
Contents…………………………………………………………………. iii.

1 Introduction……………………………………………………………... 1
1.1 Project Aim………………………………………………………………. 1
1.2 Objectives………………………………………………………………… 1
1.3 Minimum Requirements…………………………………………………. 1
1.4 Revisions to Minimum Requirements…………………………….……… 1

2 Background Research…………………………………………………... 2
2.1 Traditional Strategic IS Planning Tools………………………………….. 2
2.1.1 Introduction………………………………………………………………. 2
2.1.2 What is Strategic IS Planning?…………………………………………… 2
2.1.3 Reasons for the development of IS Strategy……………………………... 3
2.1.4 Background to IS Strategic Planning Tools.……………………………... 4
2.1.5 Summary of SISP Planning Tools……………………………………….. 8
2.2 Enterprise Resource Planning Systems……………………………….….. 9
2.2.1 What is ERP?…………………………………………………………….. 9
2.2.2 The impact of ERP systems on Organisations…………………………… 9
2.2.3 How did ERP Evolve?…………………………………………………… 10
2.2.4 Difficulties in Implementing ERP Systems……………………………… 11

3 Methodology…………………………………………………………….. 13
3.1 Grounded Theory………………………………………………………… 13
3.2 Project Management……………………………………………………... 13
3.2.1 Tasks to be undertaken and Scheduling………………………………….. 14
3.2.2 Volume and Type of Research…………………………………………… 14
3.2.3 Sources of Research……………………………………………………… 14
3.2.4 Areas of Research looked at……………………………………………… 14

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4 Delivery of the Solution………………………………………………… 15
4.1 Introduction……………………………………………………………… 15
4.2 Revisions to the Project Plan……………………………………………. 15
4.3 Critique of the Traditional SISP Tools…………………………………... 15

5 Proposal for Revised Tools…………………………………………….. 20

5.1 Introduction……………………………………………………………… 20
5.2 SWOT and PEST Analysis………………………………………………. 20
5.3 Porter’s Five Forces Model……………………………………………… 20
5.4 Porter’s Value Chain Model…………………………………………….. 22
5.5 Summary…………………………………………………………………. 23

6 Case Study: SMTEK International……………………………………. 24

6.1 Background……………………………………………………………… 24
6.2 Application of Strategic IS Tools……………………………………….. 24
6.3 Effectiveness of ERP and Recommendations……………………………. 27

7 Evaluation………………………………………………………………. 28
7.1 The Evaluation Process………………………………………………….. 28
7.2 Minimum Requirements and Objectives………………………………… 28
7.3 Background Research……………………………………………………. 28
7.4 Methodology……………………………………………………………... 29
7.5 Evaluation of Solution…………………………………………………… 29
7.6 Evaluation of Case Study………………………………………………… 29

8 Conclusion……………………………………………………………….. 30

References 31
Appendix A 33
Appendix B 34

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1. Introduction

1.1 Project Aim

The overall aim of this project is to investigate whether traditional IS strategy Tools can be used to
analyse recent developed information systems, such as Enterprise Resource Planning (ERP), and to
propose changes to these tools if required. For this purpose, the project explores established
traditional strategic IS planning tools and their application to businesses in the past. This project then
explores the attempts to adapt these strategic tools to the characteristics of more recently evolved
business information systems, such as Enterprise Resource Planning Systems.

1.2 Objectives

The project is divided into four areas of investigation:

1. A study of the various types of IS strategy tools within the strategic IS planning approach.
2. A study of how B2B commerce has evolved to B2B E-Commerce, with particular respect to
Enterprise Resource Planning systems.
3. Evaluate whether traditional strategic IS planning tools can be adapted to the changes from
business systems in the past to current ones, especially in the B2B E-commerce environment
and Enterprise Resource Planning systems.
4. From the results of the various studies from above, to produce feasible suggestions of changes
to the IS planning tools to account for ERP systems.
5. Evaluate the revised/new proposed strategic IS tools in a case study

1.3 Minimum Requirements

The minimum requirements which must be achieved are:

1. To deliver the project in the form of a report

2. To investigate whether traditional strategic IS planning tools apply to ERP systems

1.4 Revisions to the Minimum Requirements

The minimum requirements which were proposed in the mid project report altered as a result of
further research and meetings with my Dr. Matravers.

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2. Background Research

2.1 Traditional IS Planning Tools

2.1.1 Introduction

In order to form a detailed analysis of the various traditional strategic planning tools proposed by
various researchers in this field, an understanding of how these tools are used must be outlined. This
chapter also introduces the concept of SISP and defines exactly what is meant by ‘Strategic IS
Planning’. It also give reasons as to why IS strategy has been developed.

2.1.2 What is SISP?

Strategic IS planning is the encapsulation of the tools which organisations can use in order to meet
their objectives. The concept of SISP can be further explained by Remenyi (1991) as ‘the process of
establishing a program for the implementation and use of IS in order to optimise the effectiveness of
the firm’s information resources and use them to support the objectives of the whole enterprise as
much as possible’. This term can be used interchangeably by various authors and sources, but for the
purpose of this investigation will be restric ted to the definition above. Therefore SISP will refer to the
tools which are used in analysing an information system. For the purpose of this project, the terms
‘tool’ and ‘model’ will be used interchangeably but will have the same meaning.

IS strategies have been developed as a result of rapid changes in technology and IS, as well as the way
in which organisations operate. This has meant that IS strategies have evolved from the corporate
strategy level of organisations in the past. Most organisations are today aware that IS strategies have
to be developed from the corporate and business level of their strategic planning process (Ward,
2002). This is an indication that IS strategy has become a necessity within business nowadays, rather
than more likely being optional before the 1990’s. During the last decade, much emphasis has been
made on organisations to allocate more investment into technology not just in the form of hardware
and software, but also IS staff, support and IS management. The implications of this, is such that IS is
now implemented as part of the overall business strategy. Before such advancements in technology
(such as the Internet and networking), organisations were able to carry out their corporate strategy
without the need for IT. Put in simpler terms, information systems were able to exist without
technology. An example would be a paper-based office where information is stored in physical files,
and communication is by telephone or letter. In order to accommodate the significance of technology
within strategic business planning, the tools and techniques that support IS strategic execution need to
be looked at again.

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This view is further supported by Ward (2002):

• ‘In the late 1990’s the commercialisation of the Internet and the reduced costs of IT offered
many opportunities to create ‘new’ strategies to reach new markets and offer new products
and services’
• ‘IT is an enabler of new business strategy’

Within these statements, Ward expresses the view that the Internet has played a vital role in the
development of IS strategy. Furthermore these strategies have opened ‘new doors’ of opportunities in
gaining a competitive advantage. Once again, the link between the IS strategy and overall business
strategy is that both aim to gain a competit ive advantage. Therefore we can assume that good IS
strategy is aligned with the business strategy in order to meet their objectives.

2.1.3 Reasons for the development of IS Strategy

Almost all organisations are aware of the need to develop an IS strategy. This could be quite simply
that if organisations do not follow suit as their competitors, they will not survive. Much of the
research in the last decade has suggested that implementing an IS strategy will lead to some gain if
formulated and implemented well (Robson, 1997). With this perception in mind, many organisations
have invested in IS strategies and IT without appraising the benefits against the losses.

This is supported by Rangan and Adner (2001):

‘The sooner firms stop being distracted by the hype of new technology, the sooner they can focus on
the key strategy lessons’

The point which is being made is that IT should not drive the strategy. Instead strategy should drive
the IT. This then leads to the question, why do we need IS strategies? Some of the possible reasons
are outlined below (Ward, 2002):

• To prevent investments made which do not meet the organisation’s overall objectives
• To integrate systems within organisations. This can eliminate duplication of effort and data,
which leads to inefficient activities
• It is a means of prioritising different IS projects and reduction in the need to change plans
• To derive mechanisms for deciding optimum allocation of resources and best ways to supply
systems
• To produce better management information, whic h is accurate, and regularly available

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 • To gain a better understanding between users and IT staff within organisations, which leads to
better communication, thus an increase in overall productivity
• To gain a more coherent overall business strategy
• So that projects evaluated on financial basis only, whereas IS strategy evaluates on an
innovation basis
• To reduce the overall level of investment on IS

The points above support the arguments for having an IS strategy. The overall aim of an IS strategy
would be to maximise the gains of implementing IS/IT into the organisation in order to achieve
competitive advantage, and to meet the business objectives.

2.1.4 Background to Strategic IS Planning Tools

As previously explained, the IS strategy of an organisation is part of the overall business strategy. The
objective of formulating an IS strategy using SISP tools is to achieve competitive advantage.

The following are the tools which have been predominately used by organisations in the past to devise
their business and IS strategy. This is because they are usually simple to apply within the business and
IS context and offer useful insights into strategy. The tools which have been chosen for investigation
in this project are essential in SISP as they analyse both the internal and external factors which affect
information systems. These tools include:

• SWOT analysis
• PEST analysis
• Porter’s Five Forces model
• Porter’s Internal Value Chain

These tools and will be discussed in the following sections:

SWOT Analysis

SWOT is the acronym for strengths, weaknesses, opportunities and threats. This strategic technique is
conventional, as it is well known in the business environment, and quite often can be essential in
SISP. One particularly useful reason for formulating a SWOT analysis, which is shown by Fig. 1, is
that it can assess the internal and external factors affecting an organisation. This is reflected in the
opportunities and threats which focus on the environmental factors operating outside of the
organisation. The strengths and weaknesses, on the other hand, assesses the situation within the

4
organisation. This is supported by the view that ‘no business should take on a high risk strategy, i.e. to
exploit an opportunity if they have significant weaknesses in that area’ (Robson, 1997). When the four
factors have been analysed, an organisation can use the strengths to exploit opportunities, and
weaknesses to avoid threats to gain a better view of the current situation which an organisation faces.

Strengths Weaknesses
Opportunities
Threats

Fig. 1: SWOT Matrix

SWOT analysis is a tool which can weigh up the risks of involving IS and IT into its strategy as ‘it is
a reminder of the need for balance and an attempt to judge the options available’ (Robson, 1997). If
there is an opportunity to be gained from investing in IT with low risk then the SWOT analysis would
have been of great use to help implement strategy.

PEST Analysis

PEST is the acronym for political, economic, social and technological. Organisations often use PEST
analysis, shown by Fig. 2, in order to understand and interpret the environmental factors at the early
stages of the strategic process.

POLITICAL
(INCLUDING LEGAL) ECONOMICAL

SOCIAL
(INCLUDING ECOLOGICAL) TECHNOLOGICAL

Fig. 2: PEST Analysis

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Examples of environmental factors which are; political include minimum wage and new statute such
as the Database Act; economical include exchange rates and inflation; social include acceptance of
Internet by society; Technological include the introduction of ERP.

It must be noted that these factors can change quickly as the marketplace is becoming more and more
global and therefore must be constantly monitored in order to react to these changes. More public
information is becoming available, such as through the Internet, thus making it possible to be more
responsive to these factors. Also, an organisation itself is rarely able to change these factors. It would
be possible however, for a group of organisations to influence such factors, for example, the demand
in the 1990s for Internet protocols by many IT organisations, thus affecting technology factors. In
some cases, if the organisation is large enough, it may shape the ‘PEST’ to gain a competitive
advantage.

Porter’s Five Forces Model

This tool analyses the competitive world in which the organisation exists (Porter, 1985). The
individual firm’s position will be weighed up by the five forces, illustrated by Fig.3. This can be
applied in two stages, which involves assessing the impact of the five forces for the organisation, then
for the IS opportunities for each force. The aim of Porter’s five force model is to ‘enable the
organisation to erect barriers against potential new entrants, change the balance of power in supplier
relationships in firm’s favour, increase switching costs for customers and change the basis of
competition among rivals in favour of the organisation’ (Robson, 1997).

Fig.3: Porter’s Five Competitive Forces Model (Porter, 1985)

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In 2001, Porter published a paper ‘Strategy and the Internet’ in which the Five Forces Model was
adjusted to account for e-commerce. The aim of this revised model was to assess the implications of
e-commerce on each of the five forces for an organisation in order to gain a better understanding of
their pos ition within their respective industry, shown by Fig. 4 (Porter, 2001).

Fig. 4: How the Internet influences Industry Structure (Porter, 2001)

Porter’s Value Chain

Value Chain analysis is considered one of the commonest tools used in IS strategy. The purpose of
this tool is that it ‘portrays an organisation as a connected chain of activities, each of which relates in
some different way to the provision of the organisation’s products’ (Robson, 1997 p48). The intention
of this model is to analyse the chain of processes carried out which adds value to the product or
service in terms of revenue from customers.

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 Fig. 5: Porter’s Value Chain (Porter, 1985)

The Value Chain model, illustrated in Fig. 5, is divided into two types of activities: primary and
secondary. Primary activities are those which have a direct relationship with customers in that they
enable the product/service to be completed and to reach customers. These activities are ‘vertical’
processes, which are often performed by separate business units within the organisation. Secondary
activities add value through support processes which improve the quality of the delivery of
product/service. These activities are ‘horizontal’ processes, meaning the activities are shared by
different business units within the organisation.

All these activities will generate the total value of the product/service through the flow of the Value
Chain. The better the flow between the activities, the more value will be added. For example,
implementing an ERP system will enable the product to flow through the chain faster due to
transparency of information, and therefore reduce the lead times and in turn, reducing costs.

2.1.5 Summary of SISP Planning Tools

The changing environment which organisations operate in has meant that many firms have had to re-
assess the way in which there IS operates with their business processes. This is typical of enterprise
resource planning systems which have become an industry standard in recent times. With the
traditionally SISP approaches in mind, it must be evaluated whether these tools are suitable to model
ERP systems.

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2.2 Enterprise Resource Planning Systems

2.2.1 What is ERP?

An Enterprise Resource Planning (ERP) system can be defined as ‘an integrated software package
composed by a set of standard functional modules (production, sales, human resources, finance, etc.)
developed or integrated by the vendor, that can be adapted to the specific needs of each customer’
(Jose Esteve -Sousa & Joan Pastor-Collado, 2002). This can be achieved through the sharing of
information and data flows (Shanks and Seddon, 2000)

The aim of ERP is to allow the sharing of resources throughout all single business units (SBU), as
well as providing support for many of the functions of an organisation. In doing so, ERP systems if
implemented successfully, can reduce costs, improve efficiency and therefore offer overall
competitive advantage.

However, as ERP systems have evolved over time, these types of system have become the industry
standard and companies which do not follow suit may not survive (Arinze and Anandarajan, 2003). It
can therefore be said that implementing an ERP system may not gain competitive advantage, but
instead, avoid competitive disadvantage.

2.2.2 The effect/impact of ERP systems on Organisations

The potential impact of ERP systems on organisations are such that it alters the entire way in which it
works; from its decision support mechanisms, and business processes right through to changes in
company culture. These effects must be taken into consideration, ‘since the costs and risks of these
massive technology investments rival their potential pay-offs’ (Markus et al, 2000).

The implications of the huge potential of ERP systems can be measured by the fact that ‘the 1999
market for ERP software and services was estimated at $17 billion (US) and is forecasted to grow to
$21 billion by 2004’, a growth rate of over 23% during this period (Shanks and Seddon, 2000).
The implementation of ERP systems by many organisations, so that it has now become the standard
IS used, to achieve the benefits is why they have been ‘likened to the nervous system in people, as
they affect so many parts of an organisation’ (Shanks and Seddon, 2000). These include:

• Operational benefits which consist of cost reduction in the production process and increasing
productivity and efficiency.

9
 • Managerial benefits which consists of better planning and decision support systems for
managers.
• Strategic benefits which consists of following the organisation’s corporate and IS strategies
objectives, such as expansion through growth, increase in market share, cost leadership,
product differentiation and diversification, and improving communication with customers and
suppliers.
• IT benefits which consist of overall reduction in costs in IT and IS through a much more self-
sufficient system. Also, ERP systems can maximise the functionality of IT if well
implemented.
• Organisational benefits which consist of support systems which include maintenance,
assisting in culture changes and learning and ‘empowerment of staff and helping to build a
common vision’ (Shanks and Seddon, 2000)(19).

2.2.3 How did ERP Evolve?

The first steps to the emergence of ERP systems were derived from techniques of inventory
management around the early 1960’s, which involved analysing costs and of stocks and order
quantities. This led to Material Requirements Planning (MRP) which is an extension to the use of
inventory management. This was achieved through the use of tools called Bills of Materials (BOM).
Systems which adopted MRP were of a more complex nature and introduced the use of computers
into inventory management [1].

The complexity of this type of system was further increased in the 1970’s by a technique called
Closed Loop MRP. This was one of the ‘first attempts at integrating another component called
Capacity Requirements Planning’ with MRP systems, and ‘provide feedback regarding the available
capacity to produce from the CRP to the MPS (Master Production Schedule)’ [1].

Further integration of other resources and components in the 1980’s led to the development of
Manufacturing Resource Planning (MRPII). This new technique enabled organisations to coordinate
processes (which include business planning, production planning, MPS, MRP and CRP) within the
organisation.

Developments in these systems continued with the rapid growth in IT and ever-increasing
complexities of business processes. In light of this, the 1990’s saw tools such as ‘Computer Aided
Design, Computer Aided Manufacturing, Computer Integrated Manufacturing and Customer
orientated Manufacturing system’ [1] developed to assist with the processes and procedures in
manufacturing. Within all these new functions, ERP systems were eventually introduced as a tool to

10
integrate these with the older systems (MRPII), to enable an organisation to improve their business
processes.

2.2.4 Difficulties in Implementing ERP Systems

Most ERP projects are faced with problems, which can arise before, during and/or after
implementation. This could be the consequence of bad strategic planning at the business and IS level.
Many organisations have attempted to, or implemented ERP systems as a result of ‘following the
crowd’. This was especially the case during the period leading up to Y2K. Many organisations prior
to the turn of the century operated legacy systems to manage their processes. Therefore an option was
presented as whether to retain their legacy systems (which would require modifying) or acquire new
systems, such as ERP. There is evidence of a connection ‘between Y2K preparation and investment in
ERP systems. In a survey of Fortune 500 companies by Benchmarking Partners, 42% responded that
Y2K concerns were the underlying reason for investing in ERP’ (Anderson et al, 2003, pp.93).

The reasons discussed above for implementing ERP systems shows that they can be implemented
without a real strategic justification. This is why various problems have arisen, which are outlined
below:
• Companies should avoid software modifications and should adjust their culture and business
processes to use ERP systems effectively
• ERP systems may not be fully integrated, as the organisation ‘s IT may not support it, or some
legacy systems need to be incorporated as they perform a specialised task.
• Full organisational integration is still a relatively new concept. Users are accustomed to
associating ERP modules with individual departments within the organisation, a view that
must be changed.
• Losing key personnel who are involved with the ERP project. Outsourcing is usually short-
term work, therefore the organisation will find it difficult to retain people.
• During the course of the implementation, the scope of the project may be reduced in order to
meet the time schedules set. This will affect the way in which the system will work when
eventually ‘going live’.
• If a project is overrun, end user training can be shortened, thus encountering problems with
operations in an ERP environment. A better understanding of ERP systems and their potential
must be included in the user training to increase the benefits of ERP.
• Companies implemented ERP systems as a ‘technology replacement decision’ (Markus et al,
2000), and did not fully understand the benefits of ERP to the business.

11
Although most of these problems can be tackled by producing a thorough IS strategic plan, it is most
important that an organisation can justify the investment in ERP through looking at their business
objectives. However, it is when a company has analysed its business objectives and produced a good
strategic IS plan, but still fail to implement a successful ERP, that questions will be raised about the
strategic IS planning tools used to assess the organisation’s IS.

These possible effects of ERP systems on organisations has led to careful corporate and IS strategic
planning in order to successfully implement them. Failure to achieve the right strategy can lead to
ERP project failure. It is therefore with this in mind why the strategic IS planning tools have to be re-
assessed.

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3. Methodology

3.1 Grounded Theory

This project is research based, as much of the information which is gathered will be based on various
texts by authors in the field of IS strategy, and journal papers, thus making this investigation a
qualitative one, rather than quantitative. The methodology which will be applied to this investigation
is Grounded Theory, an approach which was first introduced by Glaser and Strauss (1967).

As this project did not have a hypothesis which had to be proved, the Grounded Theory method is
most appropriate, as the findings from the research is derived through ‘the discovery of concepts and
hypothesis through constant comparative analysis’ (Glesne, 1999). This means that the findings will
emerge from the data as a result of continuous gathering of data and analysis.

The first step of this methodology will be to obtain sources which are related to the field of IS strategy
and Enterprise Resource Planning systems. The most useful material will be extracted from this initial
material to be researched, and further related sources will be gathered. In the case for this study, the
material will be the strategic tools to be analysed. Eventually, the theory regarding the strategic tools
and ERP which is grounded in the data will emerge, thus drawing to a new set of ideas (i.e. revised
strategic IS models) which should be lead to a conclusion.

3.2 Project Management

In order to meet the objectives and produce a solution to the problem proposed by this project, an
initial project plan must be developed. The schedule of the plan must include the key milestones
which are required to produce the solution.

The initial project plan which was produced in the mid-project report did not demonstrate effectively
the way in which the schedule of the project should be carried out. As a result from the feedback, an
improved ‘initial’ project plan was created in the form of a Gantt chart (see Appendix B; Initial Gantt
Chart) and Table 1. This Gantt chart shows in more detail the allocation of time for each stage of the
project and key milestones which are required to be met in order to achieve the project objectives.

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3.2.1 Tasks to be undertaken and Scheduling

Objective Tasks Schedule

Introduction to project Determine project aims, minimum 5 weeks, commencing
requirements and objectives 30 Sept
A study of Traditional SISP Background research on IS strategy, 5 weeks, commencing
Approaches strategic framework and tools, write 27 Jan
up of the research
A study of B2B, with respect to Background research ERP and B2B 8 weeks, commencing
Enterprise Resource Planning e-commerce, write up of the 27 Jan
systems research
Evaluate whether IS Strategy Produce a critique from the 4 weeks, commencing
tools can be applied to ERP background reading of the strategic 10 Feb
systems tools
Produce feasible suggestions to To take criticisms and revise/ 5 weeks, commencing
account for B2B e-commerce propose new strategic tools to 24 Feb
with respect to ERP analyse ERP systems
Evaluation Evaluate the proposed strategic 4 weeks, commencing
tools, and the overall project 3 Mar
Table 1: Tasks to be undertaken and scheduling

3.2.2 Volume and Type of Research

Due to the nature of this project, the background reading required was essential in order to approach
the Grounded Theory methodology effectively. With this in mind, a variety of literature was used,
ranging from textbooks, to journal articles and research papers. Many different sources were required
in order to gain a view of the differing perspectives of authors about IS strategy and ERP. The most
relevant source used was the text by Ward (2002) as it provided a comprehensive insight into IS
strategy. Overall, in excess of thirty sources were read and researched.

3.2.3 Sources of Research

The main resource used was the University of Leeds Library, as material relating to strategy was
readily available. However, literature on ERP was harder to obtain and required the Internet to locate
relevant journals and research papers.

3.2.4 Areas of Research looked at

To meet the first two objectives, the background reading focused on IS strategy, and ERP systems.
However, very little material was found on attempts to tackle the problem set in this project, thus
making it harder to make comparisons with the solution in this project.

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4. Delivery of the Solution

4.1 Introduction

This chapter aims to produce a critique of the strategic IS planning tools which were outlined in
Chapter 2, in particularly, their validity and application to B2B e-commerce and ERP systems. As
previously discussed, ERP systems have altered the ways in which organisations operate and
therefore, in turn, alter the way in which its IS strategy is formulated.

In this chapter, each of the strategic tools outlined in Chapter 2 will be assessed in terms of how well
they can model the internal and external environments of recently developed business systems, such
as ERP systems. It is only after this critical assessment that new or revised models can be proposed
and evaluated, and any necessary recommendations for changes made.

A critique offers a comprehensive method of approaching the ‘Delivery of Solution’ aspect of the
investigation. By assessing the strengths and weaknesses of each of the various tools, an opinion can
be formed as to how well traditional SISP tools can cope with producing an analysis of ERP, in light
of the new ‘dynamic’ marketplace.

This chapter and the next will meet the 3rd and 4th objectives and therefore produce a solution to the
problem set out in this project.

4.2 Revisions to the project plan

The project plan illustrated by Table 1, was revised just prior to the Easter break, due to various
factors. The background reading had to be extended as problems arose in obtaining appropriate
sources to produce the solution. The effect of this is that the stages which followed had to be brought
closer to the deadline. This is shown in the revised version of the Gantt chart in Appendix B.

4.3 Critique of the Traditional SISP Tools

The following sections will revisit the SISP tools presented in Chapter 2 and in turn, present the
results of their analysis.

15
SWOT Analysis

SWOT Analysis, as outlined in Chapter 2, is a framework which assesses the internal strengths and
weaknesses of an organisation, and the opportunities and threats which arise from the external
environment. The fact that SWOT analysis focuses on both internal and external factors, demonstrates
that it can be used in on many levels. One of the reasons why SWOT analysis is still widely used
today is because it is ‘ubiquitous and forms a conventional, even essential tool in any strategic
planning approach’ (Robson, 1997).

However, its ubiquitous nature implies that the tool remains very abstract, which is why many
managers still use this tool in a company’s IS strategy. Traditionally, SWOT analysis has been used in
IS strategy to answer questions such as, an organisation’s approach to IS, use of IS, delivery of IS,
data management and technical skills (Robson, 1997). These same questions can be asked for ERP
systems.

Overall, because SWOT analysis is an abstract tool, it can still be used in an IS strategy of an
organisation which operates as an ERP. The internal strengths and weaknesses of an ERP can be
assessed in order to exploit the opportunities and avoid the threats which are present.

Porter’s Five Forces Model

This model identifies the five competitive forces affect a company with relation to its competitors,
profitability and attractiveness within its industry. As this tool was devised by Porter in 1985, it has
been criticised by different researchers as being outdated. One such researcher is Larry Downes
(1997), who stated that the assumptions within Porter’s Five Forces are no longer viable.

The weakness which has resulted from the historical context from which this model was developed is
that the model assumes that most industries are stable. This stems from the behaviour of economies in
the 1980’s in which cyclical growth was present and firms aimed to survive and produce profits (D
Recklies, 2001). In order to account for changes in the structure of business and their importance of
information systems, Porter adjusted the Five Forces model to account for the impact of e-commerce
on each of the forces, as presented in Chapter 2. This alternative Five e-commerce Forces model can
account for some of the changes in business, especially in the structure of an organisation’s systems
since the original Five Forces model was developed in 1985. However, in spite of these revisions,
there are still certain limitations with which this tool can be used when applied to an organisation
which implements an ERP system.

16
With the recent developments in IT and business IS, has come the emergence of more complex
market structures. Difficulties arise in analysing all five forces when industries expand and diversify,
and relations between various groups (such as suppliers and customers) become more complicated (D
Recklies, 2001).

Market structures have become more dynamic through advances in technology, including ERP
systems. This will affect the use of the model as barriers to entry, supplier and buyer relationships will
change in shorter periods of time. With the traditional Porter’s model, it may be the case that no
sooner that an organisation with an ERP system analyses their IS with this tool, the market situation
changes. This can be partly explained by a combination of Moore’s Law which states that ‘Every 18
months processing power doubles while cost holds constant’ (Downes, 2000) and Metcalfe’s Law
which observed that the value of networks increase exponentia lly with every addition. The overall
effect of these laws is to show that efficiency in today’s markets is constantly increasing through
cheaper and faster networks, which include telephones, computers and people (Downes, 2000).

Another criticism of this model is the concept of competition. All five forces analyse ways in which
they can be used to gain a competitive advantage over suppliers, buyers and rivals. However,
embedded within the concept of ERP systems are its emphasis on strategic alliances with other
players in the industry, integration of individual information systems and networking of the
organisation. These factors are not taken into consideration by Porter’s Five forces Model.

With these criticisms arising as a result of new technological developments and dynamic markets, this
means alterations need to be made to Porter’s Five Forces Model to account for these changes in the
nature of industries. Recently, a revision of the forces by L. Downes, a researcher in the field of
strategy, has led to the identification of 3 new forces: digitalisation, globalisation and deregulation
(Downes, 2000). This new approach will be further discussed in the next chapter.

PEST Analysis

This tool assesses the external environment within which an organisation operates. The use of a PEST
analysis has been business orientated ever since it was developed. It is usually a tool used by
managers early on in the business strategic process. The use of this tool in IS strategy is limited in that
the external environment not only affects the ERP, but the organisation as a whole. Therefore it can be
considered as a business strategy tool rather than an IS strategy tool.

17
On the other hand, the ‘technological’ factors will analyse how industry changes in IT will affect the
ERP system, for example, new software being developed to upgrade from ERP. Overall, if PEST is
applied as a strategic IS tool, the focus would be to analyse the technology issues on the global scale.

Porter’s Value Chain

Porter’s Value Chain models the flow of activities within an organisation which are related to the
provision of a product. These activities are traditionally divided into separate units within the
organisation, such as production, packaging and sales, whereby each process has its own IS, and ways
of operating.

With ERP systems, all these components would be integrated together through a software package,
thus allowing the organisation to conduct operations as a single IS. The impact of this on the value
chain is such that the flow of primary activities (from inbound logistics to services) no longer exists.
By implementing ERP, the flow of primary activities will change

From:

Inbound Operations Outbound Marketing

Service
Logistics Logistics & Sales

To:

Inbound Operations Outbound Marketing Service

Logistics Logistics & Sales

The difference between the two above illustrations is that the first diagram shows that the activities
add value to the product/service incrementally along a flow of activities in one direction only, but the
second demonstrates the characteristics of ERP in which the flow of activities does not necessarily
have to follow a strict order. Normally, it is expected that inbound logistics would be performed
before outbound logistics. With ERP, although this may still be the case, it allows information to be
exchanged between these systems in order to organise their production more effectively.

Another problem which exists within this value chain model is the types of activities which are
integral to many new business information systems, such as ERP, but are not included in the model.

18
One major component of many, if not most organisations today would be their IT support systems.
This would include activities such as maintenance of the information system (in this case, ERP) and
training of staff for such an IS.

The importance of IT is not emphasised in the traditional value chain model, and therefore needs to be
revised to take this into consideration. Also, the unidirectional flow of primary activities can no longer
apply for ERP systems as these types of IS do not require such a rigid structure in its processes.
Overall, Porter’s Value Chain has its limitations as a tool for IS strategy.

The criticisms of the various tools have been discussed in this chapter. With the limitations outlined
for each of these tools, it is possible to construct revised models in which the ERP environment can be
analysed in SISP. These revised models will be proposed and evaluated in the next chapter.

19
5 Proposals for Revised Stra tegic Tools

5.1 Introduction

This chapter takes the criticisms of the various strategic tools which have been brought to light in the
previous chapter and adjusts the existing tools which account for these criticisms. This section will
revise the tools which have been subject to critique where necessary. These adjustments will be made
in light of the developments in technology which have led to systems such as ERP being
implemented, and ever changing market dynamics in which organisations operate.

This section focuses particularly on two of Porter’s models; the Five Forces Model and the Value
Chain Model. As discussed in the previous chapter, the ability of these two models to effectively
analyse recent business information systems, especially ERP, have been questioned. As a result, this
evaluation aims to solve the problems which these models have encountered.

5.2 SWOT and PEST Analysis

These two tools, which were subject to critique in the previous chapter, can still be used as IS
strategic tools in the SISP process. As previously explained, they are both very abstract and can be
effective as a tool to evaluate the ERP systems, and the environment in which they are used.

5.3 Porter’s Five Forces Model

The basis of Porter’s five competitive forces was established in the eighties, a period in which almost
all industries were stable, and developments were usually relatively predictable through the five
forces (i.e. new entrants into the industry, demand and supply factors, etc). These static factors are no
longer the main forces which influence industry anymore as e-commerce continues to play a more
dominant role within business (Recklies, 2001). This is supported by the view of Downes: ‘The world
of commerce that Mr. Porter describes is disappearing rapidly. As important as the Porter
methodology is, the time has come to move on’ (Downe, 1997).As a result, Downes, an expert in the
field strategy, has introduced the idea of three new forces which influence industries that are more
dynamic as a result of e-commerce. These forces are digitalisation, globalisation and deregulation.

20
 • Digitisation

The increase in capabilities of IT over the past decade has meant information has become far more
accessible. Accompanying these rapid developments in IT has been the increase in power of
computers and bandwidth of communications, whilst reducing in cost. This has enabled IS to become
much more affordable and available to a wider range of organisations. This has enabled more
organisations to ‘move information- intensive activities not only to computer systems but increasingly
public networks, open databases, and collaborative environments’ (Downes, 2000).

• Globalisation

The global economy is becoming more integrated through the Internet and improved forms of
communication. The impact of globalisation is such that the production cycles can now operate on a
24-hour basis, thus being more efficient. This is especially the case for industries whose operations
are time-sensitive and ‘take advantage of the earth’s rotation by passing work back and forth between
continents, engaging in 24-hour operations’ (Downes, 2000). The effect on customers of globalisation
is that commerce is being carried out across a ‘borderless’ environment. Trade can be conducted
internationally whether on a small or large scale, often at a lower price than traditional methods of
trading (Downes, 2000)

• Deregulation

The current trend in many industries is to deregulate, following increased competition through
advancements in technology. Previously, regulation by governments was used in order to reduce
competition. However, as competition has emerged through the availability of substitutes from an
unregulated set of providers, many industries have no choice but to deregulate to become competitive
again. An example of this is the deregulation of the telecommunications industry in the UK in recent
years, due to competition from other forms of communication such as the Internet and email (Downes,
2000).

The model which is proposed in this section will be an adaptation from both Porter’s original Five
Forces model and Downes’ Three Forces (see Fig. 6). As discussed previously, Porter’s model can be
considered as being dated and his five forces no longer remain the only ones which influence an
industry. The new model which this report suggests will adopt the globalisation and deregulation
forces from Downe’s research.

21
 Threat of new
entrants

Bargaining Power Rivalry amongst Bargaining

of Suppliers existing power of buyers
Competitors

Threat of
Substitute Product

Fig. 6: Downes’ Five Forces model (Downes, 2000)

5.4 Porter’s Internal Value Chain

From the critique, the weaknesses of using Porter’s Value Chain as an IS strategic tool to analyse new
information systems such as ERP, becomes apparent. The solution to the criticisms discussed in the
previous chapter is illustrated by Fig. 7.

SECONDARY ACTIVITIES
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
IT SUPPORT SYSTEMS
TECHNOLOGY DEVELOPMENT
PROCUREMENT

INBOUND OPERATIONS OUTBOUND MARKETING SERVICE

LOGISTICS LOGISTICS & SALES

PRIMARY ACTIVITIES

MARGIN
Fig. 7: Revised Value Chain

22
 • Revisions to Porter’s Value Chain

The unidirectional flow direction of the primary activities no longer exists, but is adjusted to show
that the direction in which the value chain process occurs can happen in any particular order,
depending on the way in which the organisation operates their primary processes. This model
accommodates for ERP systems as it shows that all the different activities are linked together. The
fact this flow of primary activities has been revised means organisations can now use this to analyse
information systems such as ERP, as it now models the fact that information resources and data flows
can be shared; a key aspect of ERP as emphasised by Shanks and Seddon (2000)(30).

Another revision to Porter’s Value Chain is the addition of a new secondary activity: IT support
systems. This differs from ‘Technology Development’ in that the emphasis is on maintenance of the
ERP system and training of staff to use the specific modules of the system, whereas ‘Technology
Development’ focuses on R&D which is used to support the primary activities. The reason for
including ‘IT Support Systems’ in the revised model is because of the existence of IT in almost all
organisations today, regardless of size (Ward, 2002).

5.5 Summary

The revised models proposed in this section help to resolve the criticisms which have been outlined
by various researchers in strategy. These tools are now better equipped to assess the IS, especially
ERP, of modern organisations.

23
6 Case Study: SMTEK International

This case study will use the revised SISP tools and apply then to the ERP systems of SMTEK
International.

6.1 Background

SMTEK International is a US based firm which operates in the purchasing, design and production
sector of electrical components. It is a large firm with over 600 employees who are allocated between
five different sites.

The company has invested heavily in IT in order to implement the most up to date information
systems. It is claimed that the effect of this, has increased company turnover by 9%. The impact of IT
has led to closer working relationships with their supply chains. The organisation’s ERP system
integrates various logistics thus enabling the handling of 200 product lines efficiently. However, ERP
is not the only IS in place, although it is the dominant one. As the organisation has operations in
various areas such as engineering, material logistics and product assembly, has meant that non-ERP
systems have been incorporated into there IS. Through these highly advanced IS systems and
continual investment in IT, the business aims to increase its profits by 25-30% each year.

The types of systems set in SMTEK include:

• CAD-CAM (Computer Aided Design and Computer Aided Manufacturing)
• ERP
• Planning and material control systems
• State of the art manufacturing facilities supported by ERP driven material procurement
• Just in Time systems
• Electronic Data Interchange

6.2 Application of Strategic IS Tools

The SISP tools which will be used, are SWOT Analysis, PEST Analysis, revised Forces model and
Value Chain model. The end product of this analysis will show how effective the organisation’s ERP
systems are in its operations, and to make recommendations of any changes in their current ERP if
required.

24
PEST Analysis

POLITICAL ECONOMICAL
• Slowdown of US economy due to recent
terrorism and war
SOCIAL TECHNOLOGICAL
• E-security, thus providing a more secure
payment system
• Blue tooth technology

SWOT Analysis

Strengths Weaknesses
• Full integration of ERP with production • ERP is not integrated with their services
lines to allow automation of production, department, so can integrate into the ERP
Opportunities

therefore reducing lead times system

• ERP integrated with CAD and
assembly lines to achieve optimum
control and efficiency

• Material procurements system driven

by ERP supports state of the art
manufacturing facilities, in order to
Threats

avoid wastage of materials and

under/over ordering
• Electronic forecast reports of material
requirements to supplier to ensure on
time delivery

Revised Forces Model (See Fig.6)

Globalisation:
• Systems from one factory can access the facilities to another
• The organisation’s various ERP systems are incorporated together through the company
network

Deregulation:
• The industry which SMTEK operates in, is not particularly regulated, therefore there is
potential for competition if competitors can follow SMTEK’s example in IT investment

25
Digitisation:
• The organisation’s ERP system produces electronic forecasts to suppliers
• ERP generates customer orders electronically, which will give them the competitive edge
their rivals generate orders using a paper-based system.

Threat of New Entrants:

• Cost of implementing an effective ERP system can be costly, therefore there will be high
barriers to entry for new entrants who wish to compete on the scale of SMTEK

Bargaining Power of Buyers and Suppliers:

• ERP has brought the organisation’s relationships with buyers and suppliers closer, therefore
will have their loyalty and a certain element of power

Rivalry Amongst Existing Competitors

• SMTEK’s successful ERP systems has reduced their rivalry, as main competitors do not have
systems which are as efficient in their operations

Revised Value Chain Model for SMTEK

SECONDARY ACTIVITIES
FIRM INFRASTRUCTURE: -ERP based system, with CAD/CAM, extranet, planning &
material control system, material procurement system, JIT
and EDI
HUMAN RESOURCE MANAGEMENT: -Staff training to operate non-ERP systems

IT SUPPORT SYSTEMS -Contracted ERP support and help facilities

-Staff training to operate ERP
TECHNOLOGY DEVELOPM ENT -Annual investment in IT
-IT development centrally planned
PROCUREMENT -Send electronic forecast reports of materials requirement
-Project & production plans
INBOUND OPERATIONS: OUTBOUND MARKETING SERVICE
LOGISTICS: LOGISTICS & SALES:
-receive materials -CAD/CAM -‘dock to stock’ -Customer website -Customer Purchase
following electronic solutions products (shipped -EDI to communicate Ordering
reports sent to -ERP integrate immediately to with main customers
suppliers production line destination)

PRIMARY ACTIVITIES

MARGIN

26
6.3 Effectiveness of ERP and Recommendations

The analysis of SMTEK International’s ERP system using the revised SISP tools has shown that their
information systems in place are being efficiently used. The nearly all components of the organisation
are in some way linked to the ERP software, with the end result being faster operations and overall
reductions in costs.

Key points highlighted in the analysis using the tools are:

• Economical factors such as war will still impact the firm, regardless of how successful their
ERP is
• To link the service department to the ERP system, therefore achieving full integration of all
components of the business
• The Value Chain illustrates all the activities involved in the organisation. The information
systems is not solely ERP based, therefore the other systems have also been included in the
value chain.
• The revised Forces model shows that globalisation can influence the organisation’s ERP
system by expanding by improving the way they can operate internationally.

Overall, SMTEK has been able to maintain their competitive advantage through the use of their
ERP systems. It must be noted that, the information for this case study was limited, and therefore
the results of the analysis of ERP cannot be conclusive.

27
7 Evaluation

It is critical that before final conclusions can be drawn that the project is evaluated to establish the
validity of the findings. This chapter is intended to achieve this.

7.1 The Evaluation Process

The process whic h was followed for the project will be evaluated. The criteria will be given, along
with their justifications and validity.

7.2 Minimum Requirements and Objectives

The minimum requirements ‘to investigate whether traditional strategic IS planning tools apply to
ERP systems’ and ‘to deliver the project in the form of a report’ have been met and enhanced. The
objectives set out in Chapter 1 have also been achieved.

7.3 Background Research

These criteria will assess the quality and the validity of the sources that have been used in the
production of this project. The sources which were used were from a variety of sources, which include
textbooks on IS strategy, journals and research papers. As a wide range of sources were used, the
validity must be assessed. Most of the texts used throughout this project were from recognised
researchers within both the fields of IS strategy and ERP systems. Therefore they have a high element
of reliability. However, after exhaustive searching through various sources, finding material that was
specifically valid to the problem being tackled was not readily available. Although most of the
material that was used has been recently published, the validity of such texts is questionable as new
developments within the field of IS changes quickly. Therefore if this project was to be improved
primary research could have been undertaken that would have enabled more accurate and reliable
information to extract.

28
7.4 Methodology

Grounded Theory was the most appropriate method with which to conduct this project. Grounded
Theory enabled a thorough understanding of the problem to be established, before a solution could
have been devised. The advantages of using Grounded Theory have been discussed in Chapter 3. the
difficulty with using this methodology is that a solution emerge s from the research , rather than a
hypothesis. As a result, the methodology can only really be assessed by the quality of the background
research which has been discussed above. The key to implementing the methodology successfully,
was to manage the project effectively. This is further discussed in Appendix A. Improvements to the
methodology could have been made by setting a specific problem, before producing the solution.

7.5 Evaluation of Solution

The solutio n to the problem was developed through enhancing previous work undertaken by
recognised researchers within the field of strategic IS planning. The models which were revised,
accounted for the characteristics of ERP systems. With this mind, the validity of the revised tools
should be questioned. As the methodology of Grounded Theory was used, the solution which emerged
may not be totally reliable, due to the fact that material which closely related to the problem posed,
was unable to be obtained.

In order to evaluate the solution proposed, testing must be executed. Due to the nature of a qualitative
project, the most appropriate method of testing would be to apply the solution to a case study. From
this study the effectiveness of the application of the tools can be deduced.

7.6 Evaluation of Case Study

The case study which was chosen in order to test the solution, was devised specifically for this
problem. The result of applying the solution to the case study showed that the strategic IS tools can be
used for ERP systems. However, the reliability of the case study is questionable. It would be much
more reliable to have devised a case study and applied the tools from a real life scenario. However, as
much primary research was required in order to achieve this, it was not possible due to the time
constraints of this project. This would be an enhancement to the project, and would be more valid in
evaluating the SISP tools. Overall, the reliability of the solution is inconclusive and would require
more testing in the form of extra case studies to account for the different scenarios which could occur.

29
Conclusion

The initial project aim was to:

‘to investigate whether traditional IS strategy Tools can be used to analyse recent developed
information systems, such as Enterprise Resource Planning (ERP), and to propose changes to these
tools if required’

The minimum requirements and objectives have been met, through the delivery and evaluation of the
solution. From the background research, the tools which required revision were Porter’s Five Forces
Model and Value Chain. These revisions were produced in the delivery of the solution and applied to
a case study for testing. This resulted in the validity of the solution being questioned.

30
References

Anderson, M. Banker, R. & Ravindran, S. (March 2003) The New Productivity Paradox,
Communications of the ACM, 46(3):pp.91-94

Arinze, B. and Anandarajan, M. (February 2003) A Framework for Using OO Mapping Method to
Rapidly Configure ERP Systems, Communications of the ACM, 46(2):pp.61-65

Downes, L. and Mui, C. (2000) Unleashing the Killer App: Digital Strategies for Market
Dominance Harvard Business School Press

Glesne, C. (1999) Becoming Qualitative Researchers, Second Edition, Longman

Markus, M. L. Axline, S. Petrie, D. & Tanis, C. (December 2000) Learning from Adopters’
Experiences with ERP: problems encountered and success achieved, Journal of Information
Technology, 15(4):pp.245-265

Porter, M. (1985) Competitive Advantage: Creating and Sustaining Superior Performance, New
York, Free Press

Porter, M. (March 2001) Strategy and the Internet, Harvard Business Review, pp.63-78

Rangan, S. and Adner, R. (February 2001) Profitable Growth in Internet-Related Business:

Strategy Tales and Truths, Working Paper, INSEAD, France

Remenyi, D. (1991) Introducing Strategic Information Systems Planning, NCC Blackwell

Robson, W. (1997) Strategic Management & Information Systems, Second Edition, Pitman
Publishing

Shanks, G. and Seddon, P. (December 2000) Editorial: Enterprise Resource Planning Systems,
Journal of Information Technology, 15(4):pp.243-244

Sousa, J. and Pastor-Collado, J. (2000) Towards the Unification of Critical Success Factors for
ERP Implementations, 10th Annual Business Information Technology 2000 Conference, Manchester

31
Ward, J. and Peppard, J. (2002) Strategic Planning for Information Systems, Third Edition, John
Wiley & Sons

Web References

Downes, L. (1997) Beyond Porter, Context Premier Issue,

http://www.contextmag.com/setFrameRedirect.asp?src=/current/archive.asp [25th March 2003]

[1] IT toolbox: ERP Knowledge Base, http://www.erpassist.com/pub/MD042202.htm [6th February

2003]

Recklies, D. Beyond Porter- A Critique of the Critique of Porter,

http://www.themanager.org/Strategy/BeyondPorter.htm [22nd March 2003]

Recklies, D. (2001) Porters 5 Forces, http://www.themanager.org/Models/p5f.htm [22nd March 2003]

32
Appendix A- Personal Reflection on Project Experience

This particular type of project was chosen as it is an area within the School of Computing which I
found genuine interest in. This is supported by the fact that I have studied various modules on strategy
on my course, Accounting and Information Systems.

I feel that this project experience has been worthwhile and has given me an insight into the way which
typical projects are implemented in the IT profession. This project has given me the opportunity to use
many of the skills which I have developed during my time at university. This was also a chance to
learn new skills such as how to manage a project, and the ability to write in an academic style. I found
the biggest challenge, was having to think for myself throughout each phase of the project, thus giving
me the confidence to tackle problems of this size and larger in the future.

As I had never attempted any project of this scale, I was surprised at the workload which was
involved. Being a 20 credit project, I expected to use the allocated 150 hours which was
recommended, but this was exceeded by quite a margin. This may have been partly due to the fact that
the initial project scope was too vague, and therefore encountered problems during the background
research.

Following my reflections on the project, this is the advice I would offer to a student who wishes to
tackle a similar problem in the future:
• Be realistic with the project schedule as other commitments may occupy your time. For
example, exams and coursework.
• Take advantage of meetings with supervisors: their input is often very valuable.
• Start early to account for unforeseen circumstances and problem which may arise.
• Always refer back to the scope of the project, as it can be easy to go beyond it, thus creating
extra, unnecessary work.

The initial project plan set out in the mid-project report was wholly inadequate, and this was reflected
in the feedback received. This immediately prompted me to rethink and revise this project plan, to
include more detail and key milestones, as well as the schedule itself. I felt much more content with
this new plan as it gave me a more rigid structure to work from, such as ‘write critique of strategic
tools’. In spite of the improved project plan, revisions were still required prior to the Easter break due
to the extra reading required in order to deliver the solution. Overall, I did not closely adhere to the
project schedule, but still found it much use as a benchmark for my targets, especially the key
milestones

33
 Appendix B: Initial Gantt chart

30-09-02

07-10-02

14-10-02

21-10-02

28-10-02

04-11-02

11-11-02

18-11-02

25-11-02

02-12-02

09-12-02

16-12-02

23-12-02

30-12-02

06-01-03

13-01-03

20-01-03

27-01-03

03-02-03

10-02-03

17-02-03

24-02-03

03-03-03

10-03-03

17-03-03

24-03-03

31-03-03

07-04-03

14-04-03

21-04-03

28-04-03

02-05-03
Week Beginning:

Project Plan
Complete Preference Form
Allocation of Supervisors
Complete Aims and Minimum Reqts
Submit Aims and Reqts

Background
Background Research
Mid-project Report 1 st Draft
Complete Mid-project Report

Research on IS Planning
Research on ERP Systems
Semester 1 Revision
Meetings and Examinations
Progress Meeting

Report Write Up
Introduction
Background Reading
ToC and Draft CHapter
Methodology and Project Mgt
Critique of Strategic Tools
Revised Models
Evaluation
Hand in 1 st Draft
Adjustments to Report
Complete Report

Date: 27-01-03
Final Year Project
Key Milestones =

34
 Revised Gantt chart

30-09-02

07-10-02

14-10-02

21-10-02

28-10-02

04-11-02

11-11-02

18-11-02

25-11-02

02-12-02

09-12-02

16-12-02

23-12-02

30-12-02

06-01-03

13-01-03

20-01-03

27-01-03

03-02-03

10-02-03

17-02-03

24-02-03

03-03-03

10-03-03

17-03-03

24-03-03

31-03-03

07-04-03

14-04-03

21-04-03

28-04-03

02-05-03
Week Beginning:

Project Plan
Complete Preference Form
Allocation of Supervisors
Complete Aims and Minimum Reqts
Submit Aims and Reqts

Background
Background Research
Mid-project Report 1 st Draft
Complete Mid-project Report

Research on IS Planning
Research on ERP Systems
Semester 1 Revision
Meetings and Examinations
Progress Meeting

Report Write Up
Introduction
Background Reading
ToC and Draft Chapter
Methodology and Project Mgt
Critique of Strategic Tools
Revised Models
Evaluation
Hand in 1 st Draft
Adjustments to Report
Complete Report

Date: 24-03-03
Final Year Project
Key Milestones =

35