here i have attached the question file you need to write one reflection of 300 words for the chapters that i have attached here and please go through the question file also
1 Unit BISY2005 Enterprise Systems Assessment Type Reflection Assessment Number Four Assessment Name Weighting Reflection 30% Due Date/Time Week 8, & 12 Two reflections to be submitted to Moodle by week ending Sunday 5:00pm (AEST) Assessment Description Twice throughout the course of studying the subject you are required to reflect on what you are learning in the subject and to identify how your knowledge is developing. This is a very personal exercise and may involve you reporting on what you know you don’t know. Most learners don’t know what they don’t know at the beginning of studying a new subject. You will also be required to reflect on and evaluate your learning strategies and devise new strategies to better meet the demands of the subject if appropriate. Detailed Submission Requirements Reflections: 300 words (min.) – Each 15% • Submit reflection in either a Word document or PDF file format to the submission assessment link on Turnitin. • You are reflecting on what you have learned and how you might apply your newfound knowledge and skills in achieving your personal or work-related goals. • Reflections should demonstrate evidence of developing understanding of the subject, demonstrate evidence of sustained and disciplined effort to study, and demonstrate evidence of self-improvement and evaluation of your learning strategies. Special consideration Students whose ability to submit or attend an assessment item is affected by sickness, misadventure or other circumstances beyond their control, may be eligible for special consideration. No consideration is given when the condition or event is unrelated to the student's performance in a component of the assessment, or when it is considered not to be serious. Students applying for special consideration must submit the form within 3 days of the due date of the assessment item or exam. The form can be obtained from the AIH website (https://aih.nsw.edu.au/current- students/student-forms/) or on-campus at Reception. The request form must be submitted to Student Services. Supporting evidence should be attached. For further information please refer to the Student Assessment Policy and associated Procedure available on (https://aih.nsw.edu.au/about-us/policies-procedures/). Please refer to the AIH Academic Misconduct Policy: https://aih.nsw.edu.au/wp- content/uploads/2017/11/StudentAcademic-Misconduct-Policy.pdf DO NOT COPY AND PASTE FROM THE INTERNET OR COPY OTHER STUDENTS’ WORK! https://aih.nsw.edu.au/current-students/student-forms/ https://aih.nsw.edu.au/current-students/student-forms/ https://aih.nsw.edu.au/about-us/policies-procedures/ https://aih.nsw.edu.au/wp-content/uploads/2017/11/StudentAcademic-Misconduct-Policy.pdf https://aih.nsw.edu.au/wp-content/uploads/2017/11/StudentAcademic-Misconduct-Policy.pdf 2 Rubric for Online Reflection (15 marks) Assessment Rubric Assessment Criteria Fail Competent Good Excellent Evidence of developing understanding of topic. (30 marks) (0-14) (15-21) (22-27) (28-30) Shows evidence of sustained and disciplined effort to study. (20 marks) (0-9) (10-13) (14-17) (18-20) Shows evidence of monitoring and evaluating existing learning strategies. (20 marks) (0-9) (10-13) (14-17) (18-20) Devises and implements new study strategies where appropriate. (20 marks) (0-9) (10-13) (14-17) (18-20) 90 TOTAL CHAPTER 3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1 CHAPTER 6 SOFTWARE AND VENDOR SELECTION Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 2 Learning Objectives • Understand the initial steps in the process for the successful purchase and implementation of an ERP system. • Determine the total cost of ownership and what it is to partner with an ERP vendor. • Understand why the first steps in the purchase of an ERP are critical to the change management process. • Identify the steps involved in negotiating a contract with a vendor. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 3 Preview • The selection of a vendor that best meets the needs and long-term direction of the company is a critical first step in a successful implementation. • In selecting a vendor, a well-understood selection process will need to be utilized. • The company may want to hire a specialized consulting firm to assist in the selection process. • The steps involved in selecting a vendor generally are based on best fit of an ERP to business functions and the overall ERP vendor’s product performance in the market. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 4 High Level ERP Purchase Process 1. Vendor research and information gathering 2. High-level vendor demonstrations and evaluation 3. Needs and requirements assessment 4. Development of request for bid or proposal 5. Release request for bid to vendors 6. Analysis and selection- Evaluation of bids, Functional evaluation, Technical evaluation, Vendor-detailed demonstrations, Contact references, Develop a total cost of ownership 7. Vendor negotiation, a) Contract review and change, b) Pricing- software, maintenance, and consulting, support 8. Purchase system Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 5 Vendor Research • First step is to identify a short list of vendors who will help to shape business requirements. • Identifying and researching all aspects of a vendor package will assist companies in determining the total cost of ownership. • An exhaustive list of vendors is important for a successful implementation using current web search engines. • Ask department managers and subject matter experts for their input in vendor selection. • Including end-users will help with change management and also help to gain trust for later in the implementation. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 6 Vendor Research (Cont’d) • Consider the following for vendor selection. – Other businesses using the vendor – The vendor’s financial position – The vendor’s implementation philosophy and support issues – The hardware and software infrastructure used to support the ERP – The vendor’s direction and currency of software – The vendor’s release and upgrade strategies – The vendor’s user-base involvement in defining future functional changes – The vendor’s development and maintenance resources Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 7 Short List of ERP Vendors • SAP—Solutions are for all types of industries and for every major market. Its products include mySAP Business Suite, SAP NetWeaver, and solutions for small and midsize companies (e.g., SAP Business One and SAP All-in-One). • Oracle/PeopleSoft — (Acquired PeopleSoft in 2004) Provides solutions divided by industry category. • Lawson —Provides industry tailored software solutions. • SSA Global—(Acquired Baan in 2004.) Claim to offer solutions that accomplish specific goals in shorter time frames. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 8 Short List of ERP Vendors (Cont’d) • Great Plains- Part of the Microsoft Business Solutions group of products, its solutions can be tailored according to business needs. • Epicor- Focuses on enterprise software solutions for mid-market companies. • Infor Visual- Flexible, fully integrated, and easy-to-use ERP suite that is widely deployed across many industries from aerospace to biomedical, capital equipment, precision tools etc. • Plex Online- Plex Online provides a full suite of enterprise resource planning, manufacturing execution system, and supply chain management solutions Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9 Matching User Requirements to Features • Identification and documentation of user and system requirements can be done by documenting current legacy system functionality or by using business process re-engineering. • Two major documents are often a result: – Data and functional flow of departmental or business processes. – Table or description of functions in each department and the level of importance of each function. • Identifying vendor system functionality based on documented processes will help to purchase a system based on facts. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 10 Request for Bids (RFB) • Often known as Request for Proposals (RFP) • Expensive and time-consuming process for both the company and vendor, but it can yield significant software savings when done right. • RFB should always include the following: – Type of ERP system the company wants with specific functionality – Specified hardware and software infrastructure – Training requirements – Any specific contract issues required by the company Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 11 Vendor Analysis and Elimination • Office staff will need to evaluate functionality. • IT staff will evaluate the technology requirements. • Contract staff will need to evaluate the contract and pricing of the system. • No vendor will meet all requirements so vendor discussions and negotiations should focus on the best fit for the business. • Develop and analyze the total cost of ownership (TCO). Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 12 Contract Management and License Agreements • Talks should center on the products included in the purchase and maintenance terms of each product. • Professional services for the implementation or installation can be included or bid separately. • Contract life cycle management will need to be addressed during contract talks. • Things every ERP contract should have: – All deliverables must be clearly identified with delivery dates associated. – Ensure that you, the customer, have acceptance authority. – Identify those responsible on both sides for contract management and who has the authority to authorize changes to the contract. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 13 Contract Management and License Agreements (Cont’d) • A quality manager or contract monitor appointed by the program manager will have primary responsibility for making sure both sides abide by the terms and conditions of the contract. • Changes should only be made when necessary due to unforeseen circumstances, mutually beneficial reasons, or unintended mistakes. • Communicating progress keeps all involved and will also help to maintain momentum. • It is best to over-communicate during this phase: Communicating progress keeps everyone involved Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 14 Implications for Management • Management must play a role in choosing the right system