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Accelerating value capture of SAP enterprise resource planning (ERP) system : governance model and process

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dc.contributor.advisor Deborah Nightingale and John Carroll. en_US
dc.contributor.author Shih, Ting-Chih en_US
dc.contributor.other Leaders for Manufacturing Program. en_US
dc.date.accessioned 2009-11-06T16:34:15Z
dc.date.available 2009-11-06T16:34:15Z
dc.date.copyright 2009 en_US
dc.date.issued 2009 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/49781
dc.description Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Engineering Systems Division; in conjunction with the Leaders for Manufacturing Program at MIT, 2009. en_US
dc.description Includes bibliographical references (p. 114-115). en_US
dc.description.abstract Raytheon produces a diverse range of defense products using a wide range of business systems and tools that are not currently integrated. To achieve the corporate vision of "one company", in 2005, Raytheon began to deploy its SAP enterprise resource planning (ERP) system, called "PRISM", focused on planning, sourcing, manufacturing, and delivery processes. After a few single-site PRISM deployments, in 2009, Raytheon launched its biggest deployment yet, to 7,000 users and two business units in California and Texas. This thesis explores effective governance models and post-deployment governance processes necessary to mitigate the anticipated performance dip and accelerate return on investment (ROI) of the SAP system. The desired governance model for multi-business unit SAP ERP system includes comprehensive representation of stakeholders from business functional areas, information technology (IT) areas, user support groups, and SAP system experts. The governance structure consists of integration points among users, system experts, process owners, management, and corporate leadership team to ensure development of corporate system and solutions to address business unit needs. The governance process involves reviewing change requests, assessing changes needed, and deciding on final resolution. The governance structure and its linkages among different groups facilitate the process by involving the stakeholders with the appropriate knowledge and experience to contribute to decision making. The result is a governance structure capable of making just-in-time decisions to implement the "one-company" vision. en_US
dc.description.statementofresponsibility by Ting-Chih Shih. en_US
dc.format.extent 115 p. en_US
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582 en_US
dc.subject Sloan School of Management. en_US
dc.subject Engineering Systems Division. en_US
dc.subject Leaders for Manufacturing Program. en_US
dc.title Accelerating value capture of SAP enterprise resource planning (ERP) system : governance model and process en_US
dc.title.alternative Accelerating value capture of SAP ERP system : governance model and process en_US
dc.title.alternative Accelerating value capture of System Analysis and Program Development enterprise resource planning system : governance model and process en_US
dc.type Thesis en_US
dc.description.degree S.M. en_US
dc.description.degree M.B.A. en_US
dc.contributor.department Sloan School of Management. en_US
dc.contributor.department Massachusetts Institute of Technology. Engineering Systems Division. en_US
dc.contributor.department Leaders for Manufacturing Program. en_US
dc.identifier.oclc 457193809 en_US


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