Browsing by Author "Herath, H.M.P.S."
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Item Item Conflict Categorization of ERP Implementations in Asia Pacific Region.(Faculty of Computing and Technology, University of Kelaniya, Sri Lanka., 2017) Herath, H.M.P.S.; Rajakaruna, J.P.An Enterprise Resource Planning (ERP) system is an integrated software system, typically offered by a vendor as a package that supports the seamless integration of all the information flowing through Business Processes, Business Intelligence, Business Integrations, Collaborations, etc. This research is intended to discuss on complications in ERP implementation in Asia Pacific (APAC) region with the client, vendor, implementer, consultant and project management perspectives. The objective of this research-in-progress paper is to develop a clear visibility of categories of conflicts in ERP projects in multicultural environments. Categorization of ERP project implementation related conflicts would provide better preparation for a successful project implementation and delivery. This is the first attempt for the journey to consolidate the literature on the conflicts associated with ERP projects. Also seeking for uplift the understanding of conflict and managing the same effectively in APAC region. In this case our research question is “Can we categorize ERP project related conflicts?” and if so, “What are the categories of conflicts in relation to ERP implementation in APAC region?” Alsulami (2013) on his “Consolidating Understanding of ERP Conflicts : A dialectic Perspective, Computer Science and Information Systems Faculty, Umm Al-Qura University” categorised ERP projects conflict related to Australian experience into two; such as “Technical related and Process related”. However, thirteen business cases in Sri Lanka, India and Malaysia show us conflicts can be categorised as “People related, Technology related & Methodology related”. These findings can be effectively used by ERP Implementers, Vendors, Consultants, Project Managers and Researchers in their respective projects.Item Impact of “People Factor” in Sri Lankan ERP implementations(Research Centre for Social Sciences, Faculty of Social Sciences, University of Kelaniya, Sri Lanka, 2016) Rajakaruna, R.J.P.K.; Herath, H.M.P.S.An enterprise resource planning (ERP) system is a configurable information system that integrates information and information-based processes within and across functional areas in an organization (Kumar et al, 2000). Nowadays, many Sri Lankan Organizations tend to re-engineer their business processes by adopting ERP systems considering the plenty of benefits it offers. Unfortunately, there are many tragedies resulting from ERP failures too. Many researches are available on the technology aspects and success factors of ERP projects. But “people factor” has been neglected or missed and its ability of influencing The failure or the success of the ERP implementation has not been extensively discussed. This research is intended to discuss the dynamics of people factors in ERP implementations in Sri Lanka. Hasibua et al. (2012) reveals that end users’ interest and perception play a key role throughout the entire ERP project cycle. Many pitfalls can be seen in client commitment (Wong et al, 2005), (Somers et al, 2001) and (Rao, 2000). In general, they do not bother to submit project documents and give approvals, sign-offs on time, to release payments without delays, to attend project review meetings and training sessions. Huang et al. (2001) and Upadhyay et al. (2011) emphasized the importance of the commitment from the C-level Officers towards the project success. As ERP consultants and clients have to work together during the full cycle of the implementation with contradictory philosophies and complexities of the people-related relationships, there is a need for further study into cultural aspects and implications of ERP systems. Culture has various facets and culture is always a collective phenomenon which depends on attitudes, age, gender, past experiences and knowledge of people. Although culture has inborn weaknesses and limitations, it is important worth to have a good awareness on ERP implementations in different organizational settings and in different cultural contexts.Item People Management in the Implementation of Enterprise Resource Planning (ERP)(Research Centre for Social Sciences, Faculty of Social Sciences, University of Kelaniya, Sri Lanka, 2016) Katapearachchi, G.K.; Herath, H.M.P.S.An Enterprise Resource Planning (ERP) system is an integrated software solution, typically offered by a vendor as a package that supports the seamless integration of all the information flowing through a company sales, purchasing, production, service, inventory and material, etc. This paper is intended to discuss on complications in ERP implementation with the client, vendor, implementer, consultant and project management. According to the studies carried out by Somers et al. (2001) and Wong et al. (2005) it was revealed that there are many conflicts in product selection procedure. Although both clients and consultants have no doubt on the business needs of an ERP system, root causes for this problem may be that the client’s lack of knowledge about features of ERP packages, methods of evaluation, and the scope of the project. Further stakeholders may face many complications as a result of improper project planning and execution, Huang et al. (2004). According to the client commitment, it is very important to have a good output from the ERP. The Commitment from the Top Management is also a special factor that affect to the ERP implementation. Huang et al (2001) identified that so many times top management don’t give their best for implementations, so it is too hard to achieve the outcome of the best of the ERP. Transfer of System Knowledge to the Client is another factor that affects to the ERP implementations. Upadhyay et al. (2011) and Huang et al. (2004) found that both clients and consultants agree that transfer of system knowledge to the client is good in implementations, which shows the excellence on training sessions that have been carried out to educate the end user. This research is focused to find a model to Management of Conflicts in Sri Lankan ERP projects. These findings can be effectively used by ERP implementers, consultants and by researchers in projects.Item The Status of Business Continuity & Crisis Management (BCCM) in Large Scale Financial Information Systems in Sri Lanka(University of Kelaniya, 2007) Wijayanayake, W.M.J.I.; Herath, H.M.P.S.The use of Information and Communication Technology (ICT) is on the increase and encompasses nearly the entire business process of Financi~d Industry. In this industry the rising competition and customer expectations have compelled management to implement and continuously upgrade scalable ICT practice and solutions. The range of financial services combined with the complexity of integrated ICI enabled deli\ery mechanisms require comprehensive partnership to be forged between hnancial Organisations and ICT solution providers, especially with regards to Business Continuity & Crisis Management (BCCM). An effective BCCM model guarantees information mailability and plays a vital role in ensuring an organization's survivability to run their business on 24*7. Such a model is critical as it will also provide reliable assurance on ensuring continuity of critical business functions in the event of crisis or disasters. Despite its importance, there has been no much research done to identify the current status of BCCM in Financial Organizations in Sri Lanka. This paper focuses on evaluating current status of BCCM in large scale financial information systems in Sri Lanka. Disaster tolerance, Disaster recovery planning, Digital systems security and Application Availability have been identified as the main four factors in BCCM. A questionnaire was developed and administered among total number of 100 executive levels and above staff members from financial industry to gather information related to the above four factors. The survey results indicate that 36°·() of executive management aware or im olves in BCCM programs. But only 6% of them has valid BCCM programs and rest of the organizations do not have acceptable BCCM program in place. 48% of the respondents stated that their organizations have no BCCM leadership and they are unable to ans\ver the questions. Majority of managers (53