2026-09-19T08:30:35Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/497812022-01-28T18:11:43Zcom_1721.1_7582com_1721.1_7581com_1721.1_80738com_1721.1_1773col_1721.1_131023col_1721.1_80739
Deborah Nightingale and John Carroll.
Shih, Ting-Chih
Leaders for Manufacturing Program.
Leaders for Manufacturing Program at MIT
Massachusetts Institute of Technology. Engineering Systems Division
Sloan School of Management
2009-11-06T16:34:15Z
2009-11-06T16:34:15Z
2009
2009
http://hdl.handle.net/1721.1/49781
457193809
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.
Includes bibliographical references (p. 114-115).
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.
by Ting-Chih Shih.
S.M.
M.B.A.
115 p.
eng
Massachusetts Institute of Technology
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.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Engineering Systems Division.
Leaders for Manufacturing Program.
Accelerating value capture of SAP enterprise resource planning (ERP) system : governance model and process
Accelerating value capture of SAP ERP system : governance model and process
Accelerating value capture of System Analysis and Program Development enterprise resource planning system : governance model and process
Thesis
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Publication
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<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.</Abstract>
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