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85 Cards in this Set
- Front
- Back
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Integration
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Allows separate systems to communicate directly with each other, eliminating the need for manual entry into multiple systems
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Enterprise system
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Provide enterprisewide support and data access for a firm’s operations and business processes
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Enterprise application integration (EAI)
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Connects the plans, methods, and tools aimed at integrating separate enterprise systems
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Middleware
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Several different types of software that sit between and provide connectivity for two or more software applications
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Enterprise application integration middleware
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Takes a new approach to middleware by packaging commonly used applications together, reducing the time needed to integrate applications from multiple vendors
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Three Primary Enterprise Systems
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Supply Chain Management, Customer Relationship Managment , Enterprise Resource Planning.
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Supply Chaing Management: Five Basic Supply Chain Activities
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Plan, Source, Make, Deliever, Return.
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Plan
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Prepare to mange all resources required to meet demand.
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Source
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Build relationships with suppliers to procure raw material
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Make
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Manufacture products and create prduction schedules
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Deliever
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Plan for transportation of goods to customers
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Return
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support customers and product return.
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Supply Chain Management (SCM)
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The management of information flows between and among activities in a supply chain to maximize total supply chain effectiveness and profitability
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supply chain has three main links
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Materials flow from suppliers and their “upstream” suppliers at all levels, Transformation of materials into semifinished and finished products through the organization’s own production process, Distribution of products to customers and their “downstream” customers at all levels
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Supply chain visibility
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The ability to view all areas up and down the supply chain in real time
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Supply chain planning system
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Uses advanced mathematical algorithms to improve the flow and efficiency of the supply chain while reducing inventory
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Supply chain execution system
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Automates the different activities of the supply chain
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Bullwhip effect
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Occurs when distorted product demand information ripples from one partner to the next throughout the supply chain
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Demand planning system
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Generates demand forecasts using statistical tools and forecasting techniques, so companies can respond faster and more effectively to consumer demands through supply chain enhancements
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Common supply chain metrics include
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Back order, Inventory cycle time, Customer order cycle time, Inventory turnover
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Customer relationship management (CRM)
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Involves managing all aspects of a customer’s relationship with an organization to increase customer loyalty and retention and an organization's profitability
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RFM
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Recency Frequency and Monetary Value
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CRM reporting technology
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Help organizations identify their customers across other applications
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CRM analysis technologies
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Help organization segment their customers into categories such as best and worst customers
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CRM predicting technologies
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Help organizations make predictions regarding customer behavior such as which customers are at risk of leaving
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Operational CRM
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Supports traditional transactional processing for day-to-day front-office operations or systems that deal directly with the customers
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Analytical CRM
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Supports back-office operations and strategic analysis and includes all systems that do not deal directly with the customers
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CRM
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Customer Relationship Management
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Marketing and operational CRM technology
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List generator, campaign management, cross-selling and up-selling
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Sales and operational CRM technology
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Sales management, contact management, opportunity management
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Customer service and operational CRM technology
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Contact center, Web-based self-service, call scripting
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Three marketing operational CRM technologies
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List generator, Campaign management system,Cross-selling and up-selling
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Website personalization
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Occurs when a website has stored enough data about a person’s likes and dislikes to fashion offers more likely to appeal to that person
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Enterprise resource planning
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– Integrates all departments and functions throughout an organization into a single IT system (or integrated set of IT systems) so that employees can make enterprisewide decisions by viewing enterprisewide information on all business operations
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Core ERP component
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Traditional components included in most ERP systems and they primarily focus on internal operations
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Extended ERP component
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Extra components that meet the organizational needs not covered by the core components and primarily focus on external operations
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Three most common core ERP components
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Accounting and finance, Production and materials management, Human resource
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Accounting and finance ERP component
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Manages accounting data and financial processes within the enterprise with functions such as general ledger, accounts payable, accounts receivable, budgeting, and asset management
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Production and materials management ERP component
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Handles the various aspects of production planning and execution such as demand forecasting, production scheduling, job cost accounting, and quality control
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Human resource ERP component
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Tracks employee information including payroll, benefits, compensation, performance assessment, and assumes compliance with the legal requirements of multiple jurisdictions and tax authorities
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Balanced scorecard
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Enables organizations to clarify their vision and strategy and translate them into action
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Systems development life cycle (SDLC)
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The overall process for developing information systems from planning and analysis through implementation and maintenance
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Planning phase
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Establishes a high-level plan of the intended project and determines project goals
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Analysis phase
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Involves analyzing end-user business requirements and refining project goals into defined functions and operations of the intended system
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Design phase
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Establishes descriptions of the desired features and operations of the system including screen layouts, business rules, process diagrams, pseudo code, and other documentation
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Development phase
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Involves taking all of the detailed design documents from the design phase and transforming them into the actual system
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Testing phase
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Involves bringing all the project pieces together into a special testing environment to eliminate errors and bugs, and verify that the system meets all of the business requirements defined in the analysis phase
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Implementation phase
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Involves placing the system into production so users can begin to perform actual business operations with it
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Alpha Testing
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Assess if the entire system meets the design requirements of the users
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Development Testing
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Test the system to ensure if its bug-free
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Integration Testing
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Verify that separate systems can work together passing data back and forth correctly
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System Testing
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Verify that the units or pieces of code function correctly when integrated
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User Acceptance Testing (UAT)
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Determine if the system satisfies the user and business requirements
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Unit Testing
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Test individual units or pieces of code for a system.
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Plunge Implementation
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Discards the legacy system and immediately migrates all users to the new system.
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Pilot Implementation
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Assigns a small group of people to use the system until it is verified that it works correctly, then the remaining users migrate to the new system.
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Phased Implementation
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Installs the new system in phases until it is verified that it works correctly.
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Maintenance Phase
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Involves performing changes, corrections, additions, and upgrades to ensure the system continues to meet its business goals
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Waterfall methodology
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A sequence of phases in which the output of each phase becomes the input for the next
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Iterative development
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Consists of a series of tiny projects
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Agile methodology
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Aims for customer satisfaction through early and continuous delivery of useful software components developed by an iterative process using the bare minimum requirements
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Rapid application development methodology
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Emphasizes extensive user involvement in the rapid and evolutionary construction of working prototypes of a system to accelerate the systems development process
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Prototype
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A smaller-scale representation or working model of the users’ requirements or a proposed design for an information system
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Extreme programming (XP) methodology
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Breaks a project into tiny phases, and developers cannot continue on to the next phase until the first phase is complete
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Rational Unified Process (RUP)
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Provides a framework for breaking down the development of software into four gates
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SCRUM
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Uses small teams to produce small pieces of deliverable software using sprints, or 30-day intervals, to achieve an appointed goal
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Economic Feasibility
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Measures the cost-effectiveness of a project.
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Operational Feasibility
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Measures how well a solution meets the identified system requirements to solve the problems and take advantage of opportunities.
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Schedule Feasibility
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Measures the project time frame to ensure it can be completed on time.
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Technical Feasibility
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Measures the practicality of a technical solution and the availability of technical resources and expertise.
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Political Feasibility
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Measures how well the solution will be accepted in a given organization.
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Legal Feasibility
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Measures how well a solution can be implemented within legal and contractual obligations.
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Project
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Temporary activities undertaken to create a unique product or service
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Project management
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The application of knowledge, skills, tools, and techniques to project activities to meet project requirements
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Project manager
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An individual who is an expert in project planning and management, defines and develops the project plan, and tracks the plan to ensure the project is completed on time and on budget
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Project deliverable
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Any measurable, tangible, verifiable outcome, result, or item that is produced to complete a project or part of a project
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Project milestone
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Represents key dates when a certain group of activities must be performed
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Project management office (PMO)
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An internal department that oversees all organizational projects
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Project stakeholder
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Individuals and organizations actively involved in the project or whose interests might be affected as a result of project execution or project completion
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Executive sponsor
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The person or group who provides the financial resources for the project
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Project charter
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A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities and includes
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SMART
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criteria are useful reminders on how to ensure that the project has created understandable and measurable objectives
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Project plan
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A formal, approved document that manages and controls project execution
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In-sourcing (in-house-development)
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Uses the professional expertise within an organization to develop and maintain its information technology systems
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Outsourcing
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An arrangement by which one organization provides a service or services for another organization that chooses not to perform them in-house
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