Application of ERP Implementation Methodology Framework

Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst Application of ERP Implementation Methodology Framework Application of ERP Implementation Methodology Framework Chapter 1 Introduction This chapter will begin with a presentation of the background of my research area. The presentation will thereafter be followed by a problem and Significance of the research that will result in the objective and research question of my study. Background Over the past years innovation has arguably become one of the most discussed and sought after organisation-capabilities. It is recognised as a major goal of economic activity and one of the most important instruments through which organisations can gain advantages over their competitors. In order to survive in highly competitive business environments, companies have to continuously change their business processes. New conditions in the marketplace have provided a special stimulus to modelling business processes: product expansion, competitive sales conditions, development of global distribution networks, better informed customers, and the orientation of businesses towards satisfying the individual needs of the customer. In the light of this, business process reengineering has often been employed, and information technology is a frequently utilised approach used to improve business processes. This study stressed the necessity for organisational restructuring in the context of global information connectivity. Business Process Reengineering is an organisational method demanding radical redesign of business processes in order to achieve greater efficiency, better quality and more competitive production (Hammer and Champy, 1993). It means analysing and altering the business processes of the organisation as a whole. A business process includes activities and tasks that cross functional and/or organisational boundaries. Information technology (IT) is the most important factor in enabling newly redesigned processes. Modern information technology is oriented towards business processes and communications between persons using these processes, and is therefore called process and information technology (Ould, 1995). In that way, Business Process Reengineering can be described as organisational process redesign, with the direct influence of IT. At the same time organisational expenditure on Enterprise Resource Planning (ERP) has also grown significantly during the 1990s and beyond. ERP systems have been adopted by the majority of large private sector organisations and many public sector organisations in the UK, Europe and the industrialised world in general. We would not expect this growing trend to materialise unless significant advantages were to be expected from the introduction of ERP systems. It is because ERP systems have such a significant impact on the organisation, the working practices of individuals and on human interaction that we wish to explore their impact on innovation. Origin of the term ERP In the 1960s, no manufacturing company could afford to own a computer. Therefore, both manufacturing and inventories were handled on the basis that companies must hold enough stocks to satisfy customer demand, and that customers would order what they had ordered in the past, quantity and time wise. There after manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. In the 1970s and 1980s, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as inflexible fixed system parameters, led material requirement planning (MRP) and master production schedule (MPS) to evolve into a new concept called manufacturing resource planning (MRPII) in 1980 (Kakouris Polychronopoulos, 2005). Finally in the early 1990s the generic concept Enterprise Resource Planning (ERP), incorporating all the MRPII functionality, in addition to Financ e, Supply Chain, Human Resources and Project Management functionality (Anderson, 1982; Wallace, 1986; Wilson et al., 1994). Figure1 illustrates the gradual evolution of the Enterprise Resource Planning with respect to time. Enterprise resource planning systems are commercial software packages that enable the integration of transaction-oriented data and business processes throughout an organisation (Markus and Tanis, 2000). The key elements of an Enterprise Resource Planning system according to Miller (2003) are: one large real-time database which reduces data redundancy and improves accuracy; integrated business process that cut across business functions such as supply chain management; and seamless transitions between business transactions. According to Newman (2003), Enterprise Resource Planning Systems are software modules for different business functions that are linked by a common database to produce an integrated enterprise-wide system. Enterprise Resource Planning packages, the enterprise system that makes company stick together, it is a nervous system of every corporation, large or small, when you check inside it tells whats going on, it helps you act as what nervous system do, how to react, to treat the information about competitors, about products, how do you get best out of it. It pays employees, makes billing, run accounts, interacts with customers, ships goods, basically it runs the process of any company and helps accelerate business innovation for your customers. They build process factories for enterprises, which are so flexible and configurable for the identical companies so that they can do different things with the same factories and Helping Companies Become Best-Run Businesses. ERP integrates key business and management functions and provides a view of the happenings in the company, in the areas of finance, human resources, manufacturing, supply chain, etc. (Davenport, 1998; James and Wolf, 2000). An ERP solution is valuable when it represents the characteristics demonstrated in Figure 2. Significance and objective of research In the 1990s, customers experienced more costly and complex ERP implementations then they expected (Eschinger et. al., 2003). One research group found that the average ERP implementation took 232 months, had a total cost of ownership of $15M, and rewarded the business with an average negative net present value of $1.5M (Wailgum, 2008). Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices, Implementing ERP software system is typically not an in-house skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years (for more details see table 1 and table 2). Although implementing an ERP system may be costly and time-consuming, its benefits are worthwhile. However, there are a number of examples where organisations have not been successful in reaping the potential benefits that motivated them to make large investments in ERP implementations (Davenport, 1998). The research is also predicting that ERP new license revenue will have fallen 24% in 2009, as companies severely rein back implementation and expansion projects. While the organisation expects ERP spending to rise slightly in 2010, vendors will be fighting hard for every available dollar, and that should translate into cost savings for customers (Kanaracus, 2010). Therefore year 2010 is predicted to be different and better in terms of ERP implementation. According to Langenwalter (2000), Enterprise Resource Planning implementation failure rate was from 40% to 60%, yet companies try to implement these systems because they are absolutely essential to responsive planning and communication (see Appendix 2 for ERP solution satisfaction). The competitive pressure unleashed by the process of globalisation is driving implementation of Enterprise Resource Planning projects in increasingly large numbers, so methodological framework for dealing with complex problem of evaluating Enterprise Resource Planning projects is required (Teltumbde, 2000). All ERP vendors came up with solution and build their implementation methodology which they recommend to all their clients to utilise the approach during their implementation and continuously looking for improvements in those methods. Therefore the Research in this subject will value the investment put in by the companies in these projects. The primary objective of this dissertation was to explore the application of ERP implementation methodology framework by different vendors when implementing ERP and to find commonalities or diversion in the ways of improvement by them. Therefore the key research questions that are the focus of this study are: To what extent different companies follow AcceleratedSAP as methodology when implementing SAP? Is different companies use different innovative ways to improve the process? Are there commonalities or diversion in this innovation? Chapter 2 Literature Review The purpose of this chapter is to present my theoretical framework. In this chapter first I will present different implementation framework models from some researchers and academician. Then select one model as my theoretical base. Information Systems Development Methodology Creation of an Information System is not a trivial matter, and must strive to fulfil four main goals; usefulness, usability, reliability and flexibility (Kruchten, 2000). To minimise risks of failure in any of these primary objectives there are a number of specialised development methodologies available, each with different strengths and weaknesses and suited to different project types: The Classic Model This model, often called the Waterfall model (figure 3), represents the traditional software lifecycle, and outlines an Information System project in clearly defined, partitioned phases that follow in sequential order (though the actual phases are not always the same) (Avgerou and Cornford, 1998). This approach has strengths when requirements are well known and unchanging, unfortunately problems with this approach are quickly identified. The main failings of this model stem from its linear nature, where each stage must be completed and the outputted deliverable passed to the next phase. This produces an inflexible model that is hard to step back to previous stages without changing everything (Avison and Fitzgerald, 2006). Due to this separated structure a gap of understanding can become present between users and developers, and as no deliverables are viewed until the end of the sequence unsatisfactory results can be delivered. It also typically suffers from long development times (wh ich are certainly not available in this project) and as such is not usually practised in the formal fashion (Avgerou and Cornford, 1998). This model alone is clearly unsuitable to the ERP implementation project as completion in a timely fashion is a key objective, and with this extra constraint risks will be extremely high. As such requirements capture/analysis will need to on-going throughout the entire process. With these points noted, a partially phased approach is attractive from a project management point of view, and an extensive initial requirements capture phase could greatly reduce project risks through understanding of the problem domain. Business Process Reengineering Implementing Methodologies One approach of information system development, which takes into account strategic aspects, is business process reengineering. It has presented organisation with the opportunity to rethink out dated procedures, rules, and assumptions underlying their business activities. This opportunity is usually enabled partly by the application of technology to outdated process (Avison and Fitzgerald, 2006). The initial research of the subject starts with Business Process Reengineering which is achieved by the adoption of ERP as it streamline the organisations processes by integrating the information flow into a single system. The term business process reengineering had its origin at MIT during 1984-1989 while MITs enumerating management techniques for the 1990s. Business process reengineering simply means transformation from function based to process based. The radical redesign of a process is easily achieved by involving information technology (IT) in business processes and hence the prominence of IT in business process reengineering. IT is accepted not only as just a business process reengineering enabler (Hammer and Champy, 1993) but also as an essential enabler of business process reengineering (Davenport and Short, 1998). There exists a recursive relationship between business process reengineering and IT which can be utilised for thorough process change. In the modern times and due to rapid proliferation of computers in the business arena, business process reengineering through IT is getting a big boost. Business process reengineering using IT emanated from gradual progression in the use of computers from routine clerical job processing to IT-based decision making. Many corporations reaped benefits by re-engineering their processes at various stages of IT development. At the same time, re-engineering cannot be planned and achieved in small cautious steps for any corporation (Hammer, 1990). Some of the commonly used IT tools for re-engineering are ERP systems. First we adopt the work of Kettinger al.s (1997) for a literature review on business process reengineering implementing methodologies also chosen by Pellerin and Hadaya (2008). This implementation methodology proposes a generic stage-activity framework for conducting business process reengineering projects, because The technology is derived from the methodologies practiced by 25 leading reengineering consulting organisations and Unlike most business process reengineering studies, in which the unit of analysis is the organisation, Kettinger et al.s (1997) work is cantered on the business process reengineering project, which is more relevant to Information System professionals. Kettinger et al.s (1997) framework comprises six stages, each containing the following activities (See Figure 4). The first stage, envision (S1), typically involves the business process reengineering project champion engendering the support of the top management. A task force, including senior executives and individuals knowledgeable about an organisations processes, is authorised to target a business process for improvement based on a review of business strategy and IT opportunities in the hope of improving the organisations overall performance. The second stage, initiate (S2), encompasses the assignment of a reengineering project team, setting of the performance goals, project planning and shareholder/employee notification and buy-in. This is frequently achieved by developing a business case for reengineering via bench-marking, identifying external customer needs, and cost benefit analysis. The third stage, diagnose (S3), is classified as the documentation of the current process and sub processes in terms of process attributes such as activities, resources, communication, roles, IT, and cost. In identifying process requirements and assigning customers value, root causes for the problems are surfaced, and non-value-adding activities are identified. The fourth stage, redesign (S4), a new process design is developed. This is accomplished by devising process design alternatives through brainstorming and creativity techniques. The new design should meet strategic objective and fit with the human resource and IT architecture. Documentation and prototyping of the new process is typically conducted, and a design of new information system to support the new process is completed. The fifth stage, reconstruct (S5), heavily relies on change management techniques to ensure smooth migration to new process responsibilities and human resources roles. During this stage, the IT platform and systems are implemented, and the users go through the training and transition. The sixth and last stage, evaluate (S6), requires monitoring of the new process to determine if it met its goal and often involves linkage to an organisations total quality program. This methodology was empirically derived from the methodologies practiced by 25 leading reengineering consulting firms which takes the management accounting perspective by attempting to reorganise business processes while using information as an enabler then it provides a set of tools and techniques to facilitate the reengineering effort and unlike most BPR studies, in which the unit of analysis is the organisation (Kettinger et al., 1997; Pellerin and Hadaya, 2008). This justifies the use of this methodology to build on the relation of further theories but just to compare and have further opinion let look at another business process reengineering implementation methodology. A seven-step methodology, as shown in Figure 5, that shows the various steps in IT driven business process reengineering implementation (Davenport and Short, 1998; Armistead and Rowland, 1996). These steps are prioritising processes based on the comparative importance of objectives, identifying the processes to be redesigned, understanding and measuring/benchmarking the existing processes, identifying the appropriate IT tool, designing/building a process prototype, testing the reengineered process, and implementing the changed process. The first step is to define the objectives of the process redesign which can be cost reduction, time reduction, improvement in output quality and/or improvement of quality of work life. Rarely, organisations become successful in meeting multiple objectives, concurrently. In the second step, selection of the processes to be redesigned is carried out. The two approaches, namely, exhaustive and high-impact approaches are available for the selection of the processes to be redesigned. Exhaustive approach ranks all processes to be redesigned based on the order of urgency prior to the identification of the process to be redesigned whereas the high-impact approach tries to identify only the most important processes which are in conflict with business vision and process objectives. The third step tries to measure the process before redesign in order to avoid repetition and to set a baseline for future improvements. In the fourth step, it is better to have a picture of all latest IT technologi es available for redesign prior to the redesign and freezing of the redesigned process under study. The fifth step can be easily dealt with by using IT as a design tool in creating a more generic design of the process under study in arriving at a suitable organisational prototype. After generating the redesigned process prototype, implement the same in one of the units of the organisation to study the actual benefits before launching it on an organisation wide basis and the same is done in the sixth step. If the pilot launch is found successful in meeting the process objectives, launch the redesigned process throughout the organisation which is the seventh and last step in IT-based implementation of the redesigned process. If both the implementation methodologies are compared there is not just the difference in number of steps between the two methodologies, there is also the difference in the approach in cut-overs where training of users are missing in second as well the pilots and rollouts are mentioned in the later methodology. This goes with Kettinger et als (1997) findings that, while business process reengineering implementing methodologies may vary based on philosophical differences, there is enough commonality among the practiced approaches to generally describe a prototypical business process reengineering efforts. Generic Enterprise Resource Planning Implementing Methodologies In the past, companies used to decide how they wanted to do business and then made a decision about a software package that best supported their business processes. This was changed with ERP systems that required the business processes to be modified to fit the system (Davenport, 1998). Business Process Reengineering implementation exists ranging from technology enabled re-engineering to clean slate re-engineering. If ERP system is chosen first, then the re-engineering is driven by the chosen ERP system or re-engineering is technology enabled. The reason why many companies chose to conduct ERP system development was to attempt to solve all their organisational problems without reengineering business processes first. Then the Costs involved with such re-engineering are very low as alteration done on the system is least or none. In clean slate re-engineering, design starts from scratch and ERP system software is highly customised to fit the processes of the enterprise in discussion. ERP implementation significantly impacts company culture, organisational structure, business processes, in addition to procedures and rules. Furthermore, ERP applications integrate many best business practices and much knowledge that could be worthwhile if included as a part of BPR projects. By taking the best practices inherent in ERP applications, companies can change their processes simultaneously with technological change. As a result, many companies changed their business processes to fit the ERP system requirements, and the possibilities of ERP systems have been used to underpin Business Process Reengineering (Kooch, 2001, Chenn, 2001). As ERP systems have traditionally taken too long to implement, a dynamic and incremental implementation of ERP components is recommended as opposed to massive reengineering. Also pointed by Ahmed (1999) the focus of ERP implementations has shifted from matching business processes with the ERP system to developing knowledge-workers that can quickly understand and work with redesigned processes and realise the ERP-enabled benefits. Boudreau and Robey (2005), suggest a vital importance to acceptance of ERP systems. They also note that if not successfully implemented, users may work around the system and otherwise doom the project to costly duplication of effort, or worse, system failure. A phased implementation approach is highlighted in Robey et al. (2002). It is important to have a structured approach, similar to systems development, for the implementation and maintenance of ERP systems. Systems development theory uses the concept of a lifecycle and stages in the lifecycle to indicate development of information systems. The waterfall model, incremental model, RAD (rapid application development) model and spiral model are some of the systems development methods prevalent in the literature. Newer approaches to systems development address component-based development using off-the-shelf packages, agile development and the unified process for object-oriented software development (Pressman, 2005). The newer approaches have fewer stages in the development of systems. For example, the unified process which draws upon the best practices of conventional software process models has inception, elaboration, construction and transition phases. A common aspect of all these models is that they focus little attention on implementation and the post implementation of the system. The literature review undertaken revealed a lack of research with regard to some critical factors of ERP implementation (eg client consultation, schedule and plans), and this could be due to the fact that these factors are related to any information system project, not particularly to ERP project implementation. However, and generally speaking, there has not yet been a common comprehensive or integrative approach to ERP implementation. Successful ERP project implementation is a complex and difficult task. Implementing an ERP system package causes vast change that needs to be managed carefully to get the full advantages (Bingi et al, 1999; Sor, 1999). More importantly, it has been stressed by many that it is really a mistake to view ERP project implementation as merely an IT project (Davenport, 2000; Milford Stewart, 2000; OLeary, 2000). A major difference between ERP systems and traditional information systems comes from the integrated nature of ERP applications. Implementing an ERP system causes dramatic changes that need to be carefully administrated to reap the advantages of an ERP solution. Holland and Light (1999) cite that the implementation of an ERP software package involves a mix of business process change and software configuration to align the software with the business processes. In that sense, it has become clear through the literature review, and studying the experiences of leading organisations, that the implementation of an ERP system is radically different from traditional systems development. In an ERP system implementation, the key focus has shifted from a heavy emphasis on technical analysis and programming towards business process design, business-focused software configuration (Kelly et al, 1999), and legacy data clean-up (Smethurst Kawalek, 1999). In essence, there are several critical and inter-related issues that must be carefully considered to ensure successful implementation of an ERP system project. The framework (Figure 6) presented in this report is the result a major research study undertaken to propose an integrative Critical Success Factors view of ERP. ERP system implementation has been subdivided into three levels: strategic, tactical, and operational. Each level contains a number of critical factors. These levels of implementation, however, are not independent of each other, and each level should be used to derive the next level. Moreover, each level requires differing inputs; for example, there is a direct relationship between the implementation level at which a decision is being taken and the characteristics of the information required supporting decision making (Bocij et al, 2008). Communication Communication is one of most challenging and difficult tasks in any ERP implementation project (Welti, 1999). Slevin and Pinto (1987) define communication as the provision of an appropriate network and necessary data to all key factors in the project implementation. Communication has to cover the scope, objectives, and tasks of an ERP implementation project (Sumner, 1999). Failure to establish and manage the communication process with stakeholders can lead to a lack of support from stakeholders, disapproval of the deliverables and dissatisfaction. ERP implementation levels Strategic level The decisions made at this level significantly change the manner in which business is being done (Bocij et al, 2008), and these decisions are the responsibility of top management (Schultheis Sumner, 1995; Turban et al, 2000). This level can be considered as the process of establishing overall goals and of planning how to achieve those goals. Kelly et al (1999) suggested that the strategic level is the premeditated plan for transforming the organisation, enabling it to operate in the new style environment. Current legacy system evaluation: This includes the existing IT (hardware and software), business processes, organisation structure, and culture. Holland and Light (1999) argue that the nature and scale of problems that are likely to be encountered can be defined by evaluating the existing legacy system (by asking what the status of the enterprises legacy system is and how it will affect the transition to ERP and common business processes). It is clear that ERP implementation involves a complex transition from legacy information systems and business processes to an integrated IT infrastructure and common business process throughout the organisation (Gibson et al, 1999). Project vision and objective: It is very important that the organisation has a clear sense of whom and what it is before implementing an ERP project (Davenport, 2000). A global survey showed that an understanding of business objectives and clear vision are key success factors (Cooke Peterson, 1998). Slevin and Pinto (1987) define project vision as the initial clarity of goals and general direction. Welti (1999) advises on determining the project vision in the planning phase, particularly within the project scope, where the project scope includes the project definition, objectives, and strategy. He argues that all these components of the project scope are compulsory to create a clear project vision. At this stage in the ERP project, the vision should provide a direction and general objective, and no details are required. ERP implementation strategy: This will be reviewed in this level to determine the impact of ERP system implementation on the enterprise. Trepper (1999) argues that the organisations executive managers must understand how ERP system implementation will impact on the organisation to ensure a smooth transition. Holland and Light (1999) suggest that the propensity of an organisation for change should influence the choice of ERP implementation project strategy. There are two main technical options to implement an ERP system: modify the ERP system package to suit an organisations requirements or the implementation of a standard package with minimum deviation from the standard settings. Companies that do not select the second option are liable to face major difficulties (Bancroft et al, 1998; Martin, 1998; Gibson et al, 1999). Hiring consultants: Due to the complexities of implementing an ERP system, most companies choose to hire consultants to help them select, configure, and implement the system. Welti (1999) argues that the success of a project depends on the capabilities of the consultants, because they have in-depth knowledge of the software. Somers and Nelson (2001) point out those consultants may be involved in different stages of the ERP project implementation. There are hundreds of companies that provide such ERP services. Since it is a critical success factor, it has to be managed and monitored very carefully. Benchmarking: Al-Mashari and Zairi (2000) argue that benchmarking works essentially at capturing both external and internal best practices related to all aspects of ERP system implementation, and enabling the transfer of knowledge across all levels of project implementation. They argue that benchmarking can play a significant role in shaping the strategic direction to be taken for change introduction using an ERP package. Tactical level At the tactical level, also termed managerial level, the medium-term planning of ERP specific organisational issues is largely concerned, where decisions are made by middle managers (Turban et al, 2000). In order to make sure that the enterprise is meeting its targets, objectives of top management are accomplished, and it is not wasting its resources, the tactical level provides middle-level managers with the information they need to monitor the performance of the organisation, control operations, and allocate resources and set policies effectively (Schultheis Sumner, 1995; Bocij et al, 2008). Client consultation: Slevin and Pinto (1987) define client consultation as the communication and consultation with, and active listening to all affected parties, mainly the client. It is essential for an organisation to keep its clients aware of its future project to avoid misconception. They also argued that the consultation with clients should occur early in the process; otherwise the chance of subsequent client acceptance will be lowered. In general, this factor has not been thoroughly discussed in the literature reviewed. Business process change (BPC): As mentioned before, there are two main options to implement ERP syst

One Hundred Years of Solitude and The Woman in the Dunes Essay

Solitude can exist in many ways and can be present in any form in human beings. Each person is eventually alone deep inside themselves, which is why communication and connections are essential in life. In the novel One Hundred Years of Solitude by Gabriel Garcia Marquez and Kobo Abe's The Woman in the Dunes, solitude is one of the main dilemmas that the main characters in the novels encounter. In the novels, the main characters are perpetually looking for a way to defeat their loneliness in the world and in many cases try to find it through sexual intercourse. The patriarch Jose Arcadio Buendia, in One Hundred Years of Solitude, is the founder of Macondo. The location of Mocondo is significant as it sits on an isolated place which gives the sense of the Buendia family being surrounded by solitude. It also seems as if solitude is an inherited trait of the Buendia family leading to a pattern of incest, which was started by Jose Arcadio Buendia and his wife, who is also his first cousin, Ursula Iguaran. Sex is probably used in the novel as a way to somehow bond the family together. Sex can be used as a tool to make connections to one another and can create body language which can also be a way of communicating. We see this especially in the second generation of the family, when Colonel Aureliano Buendia has sex during the wars with seventeen different women (which he shows no sign of predilection towards). You can also deduce that he went on a journey to free himself from solitude and overall was unsuccessful as it was shown when he m ade an attempt to get with the adolescent "mulatto" girl enslaved by her grandmother. This shows an effort by one of the Buendia men to try to have a loving relationship with another char... ...here was no particular need to hurry about escaping." (239). Realizing his situation, he becomes one with the dunes and is able to live a purposeful life with the woman he once opposed living with. Without any type of sexual relationship, none of the characters in the novels One Hundred Years of Solitude by Gabriel Garcia Marquez and Kobo Abe's The Woman in the Dunes would have been explored thoroughly. Sex usually exposes a hidden hope or apprehension, desire and lust for something. In this case the characters of the novels lust, desire for identity and companionship, and is something they strive to acquire. In order to attain this, they attempt to use sex as a tool to triumph over solitude and gain communication and connection to reach one another. This is why sex is essential in providing two crucial things that are necessary in life to avoid solitude.

Cultural Critique on the Internet

Through the onset of industrialization, countries all over the world had experienced remarkable changes in its society. Sophisticated technologies, gadgets and facilities had been made available to man. These inventions, which are results of man’s work, pave the way to the society’s advancements. One of the most remarkable artifacts that the new milieu brought into picture is the internet.The advent of the internet came into vision â€Å"when people in the early 1960s saw great potential value in allowing computers to share information on research and development in scientific and military fields† (Brief History of the Internet). J. C. R. Licklider was said to be the pioneering person of the internet. In 1962, he proposed a global network of computers and work to develop it (Brief History of the Internet). The initial efforts of Licklider had inspired other people to participate in designing and bringing internet into a complete picture.The theory of pocket switc hing developed by Leonard Kleinrock ‘forms the basis of internet connections. ’ In the year 1969, ARPANET (initial name given to internet) was brought on line. It was first used to connect four Universities in the United States to provide a channel for research communication and exchange. Early times of internet use and connection were very complex. Furthermore, the used of the internet was only limited to education, government and research use.Commercial used of the internet was then prohibited. This prohibition was put to an end when the ‘dot-com boom’ in the second half of 1990’s hit the stock market and media (Gozzi Jr. 470). Investments for the commercialization of the internet were in demand during these years. It was also during these times when Microsoft had its ‘full scale entry into browser, server and Internet Service Provider market completed the shift t a commercially based Internet’ (A Brief History of the Internet).As seen today, the internet industry or the ‘dot-com’ economy is continuously growing and taking an advance step everyday. The definition as well as the description of the internet was finalized and passed as a resolution on October 24, 1995. The following statement provides the definition and description of the internet: RESOLUTION: The Federal Networking Council (FNC) agrees that the following language reflects our definition of the term â€Å"Internet†.â€Å"Internet† refers to the global information system that — (i) is logically linked together by a globally unique address space based on the Internet Protocol (IP) or its subsequent extensions/follow-ons; (ii) is able to support communications using the Transmission Control Protocol/Internet Protocol (TCP/IP) suite or its subsequent extensions/follow-ons, and/or other IP-compatible protocols; and (iii) provides, uses or makes accessible, either publicly or privately, high level services layered on the communications and related infrastructure described herein (Leiner et al n. p).This technology grants mechanism to people throughout the globe to process and relay information without regard for geographic location. It has been a channel for communication, business, community operations and education. It opened the possibilities of on line learning and business negotiation and made the life of individuals to be modern and sophisticated. Through the onset of this technology, advancement in the society and man’s culture also took place. The benefits that this technology bring is said to be limitless and essential. However, at present times, people seem to abuse the used of the internet.Such abuse initiated the negative implications and harm of the said artifact to the society as a whole. The community had too much relied on the features of the internet. In an article written by Greenblatt, he argued that the rise of the internet had negatively affected traditional television (1 49). It is feared that the internet would eventually kill television as it does in the music industry and in the print media. Competition between traditional television and the internet arises. It was noted in the article of Greenblatt that people spend less time in viewing the television than they do in the net.Through on line streaming, watching sports, concert of artists, etc is now possible. It is showed that the traditional way of watching (i. e. with the use of television) had been altered due to internet boom. While it can be said that the presence of internet provides the benefit for individuals to watch programs in their most convenient time, it is still unfair because other industries suffer. Too much dependence of the public to the internet had brought the problem of unfair competition. People’s way of socializing was also altered through the used of the internet.The usual way of meeting and knowing a particular person had been changed. Most people use the internet to meet and socialize with new people. This has been made possible through the used of chat rooms as well as other internet sites like friendster. The value of having friends is not the main question being posed. The threat for such sites and chat rooms is the opportunity for on line prostitution and other crimes to take place (Clemmitt 450). The internet had (in no doubt) expanded prostitution, bringing it available not only on the area where a certain prostitute lives but also in nearby cities or town.The invention of the internet has also given rise to a new kind of addiction, which is online porn addiction where ‘there's no doubt that some people's porn consumption gets them in trouble — in the form of maxed-out credit cards, lost sleep, neglected responsibilities, or neglected loved ones’ (Martin F. Downs). Violent acts of children are also partly blamed on the internet. On line games which most children and youngsters play depict violence which eventually changes their psychological behavior.The increase in violent acts of these youngsters eventually contributes to an increase in crime. Early exposure of these youngsters to act of violence and other adult materials can bring unfavorable effect to their perception about the reality. Addiction to these on line games had also reduced their time for physical activities therefore bringing the problem of obesity. ‘Dr Robinson from the British Nutrition foundation said 40% of boys and 60% of girls were found to spend less than the recommended one hour per day in physical activity’ (BBC News).The most controversial and frightening contribution of the internet is the opportunity that it provides for act of terrorism. Terrorist are availing the opportunity to connect with the internet and used this artifact as a propaganda tool (Anderson 25). Since every machine that is connected to the internet is potentially a broad casting station, a printing press or a place of assembly, terro rists can now disseminate their information undiluted by the media and untouched by government censors. In the past, the al-Quaeda had benefited from the extensive use of the internet not until their network was intercepted.The following statement, which basically tackles on how terrorists’ actions were improved through the aid of the internet, was cited in Anderson’s work (2003). â€Å"Using the Internet for communication can increase speed of mobilization and allow more dialogue between members, which enhances the organization’s flexibility, since tactics can be adjusted more frequently. Individuals with a common agenda and goals can form subgroups, meet at a target location, conduct terrorist operations, and then readily determine their relationships and re-disperse† (27).Documents accessed through internet connection also provided the Al-Queada to obtain details regarding the design lay out of the World Trade Center which contributed to the success of making their plans. The Al-Queada group had developed their action in using the internet as a tool for terrorism. It is alarming to think that future terrorists would follow the step taken by the mentioned group and may even develop more powerful and sophisticated programs that would aid in the threat of terrorism. The internet had initiated the risk of cyber terrorism.Internet’s role in shaping today’s culture is indeed remarkable and at the same time threatening. Pioneers of this artifact may have the pure intention to bring the world in the state of modernization. However, it is sad to know that upon the onset of modernization comes the threat and harm that the internet posed. Overuse, misused and overdependence of people in this artifact will in no doubt bring several detrimental effects. As discussed from the examples above, actions of people as well as their cultural identity are negatively being altered by the mere presence of the internet.The internet’s original purpose of making information accessible, sharing this information in a fast pace and making long distance communication possible had been abusively used by some people therefore bringing a negative impact on the society’s culture. Our world nowadays is continuously progressing and accompanying this progress is the innovation of new artifacts. Truly, these new artifacts had taken a vital role in shaping our society’s culture as well as shaping the minds of people. These innovations would be more likely to be inevitable.Every new artifact is invented to somehow benefit and bring people a comfortable way of living, however, one should not overlook the harm that these new artifacts may bring. Every time that we take a step towards advancement comes the opportunity for societal and cultural change. These changes bring forth several issues and problems that are more likely to have negative outcomes. The internet has had its effects on society at present and it wil l have its effects in the future. The future of the internet is faced with the question on how management of change and evolution would be done.Let us not keep ourselves to be tongue tied and see how the negative outcomes abolish our cultural and societal identity. We should act on this matter. Work Cited Anderson, Alison. â€Å"Risk, Terrorism, and the Internet. † Knowledge, Technology & Policy 16 (2003): 24-33 BBC News, â€Å"Health Symptoms in Obese children. † 16 May 2008 . â€Å"Brief History of the Internet. † 28 May 2008 . Clemmitt, Marcia. â€Å"Prostitution debate. † CQ Researcher, May 23, 2008: CQ Researcher Online. Capella Lib. 29 May 2008 . Downs, Martin F. â€Å"Is pornography addictive. † 16 May 2008 . Greenblatt, Allan. â€Å"Television's future. † CQ Researcher, February 16, 2007: CQ Researcher Online. Capella Lib. 29 May 2008 . Leiner Barry M. , V. G. Cerf, D. D. Clark, R. E. Kahn, L. Kleinrock, D. C. Lynch, J. Postel, L. G. Roberts and S. Wolff. â€Å"Brief History of Internet. † 10 December 2003. Internet society. 28 May 2008 . Cultural Critique on the Internet Through the onset of industrialization, countries all over the world had experienced remarkable changes in its society. Sophisticated technologies, gadgets and facilities had been made available to man. These inventions, which are results of man’s work, pave the way to the society’s advancements. One of the most remarkable artifacts that the new milieu brought into picture is the internet.The advent of the internet came into vision â€Å"when people in the early 1960s saw great potential value in allowing computers to share information on research and development in scientific and military fields† (Brief History of the Internet). J. C. R. Licklider was said to be the pioneering person of the internet. In 1962, he proposed a global network of computers and work to develop it (Brief History of the Internet). The initial efforts of Licklider had inspired other people to participate in designing and bringing internet into a complete picture.The theory of pocket switc hing developed by Leonard Kleinrock ‘forms the basis of internet connections. ’ In the year 1969, ARPANET (initial name given to internet) was brought on line. It was first used to connect four Universities in the United States to provide a channel for research communication and exchange. Early times of internet use and connection were very complex. Furthermore, the used of the internet was only limited to education, government and research use.Commercial used of the internet was then prohibited. This prohibition was put to an end when the ‘dot-com boom’ in the second half of 1990’s hit the stock market and media (Gozzi Jr. 470). Investments for the commercialization of the internet were in demand during these years. It was also during these times when Microsoft had its ‘full scale entry into browser, server and Internet Service Provider market completed the shift t a commercially based Internet’ (A Brief History of the Internet).As seen today, the internet industry or the ‘dot-com’ economy is continuously growing and taking an advance step everyday. The definition as well as the description of the internet was finalized and passed as a resolution on October 24, 1995. The following statement provides the definition and description of the internet: RESOLUTION: The Federal Networking Council (FNC) agrees that the following language reflects our definition of the term â€Å"Internet†.â€Å"Internet† refers to the global information system that — (i) is logically linked together by a globally unique address space based on the Internet Protocol (IP) or its subsequent extensions/follow-ons; (ii) is able to support communications using the Transmission Control Protocol/Internet Protocol (TCP/IP) suite or its subsequent extensions/follow-ons, and/or other IP-compatible protocols; and (iii) provides, uses or makes accessible, either publicly or privately, high level services layered on the communications and related infrastructure described herein (Leiner et al n.p). This technology grants mechanism to people throughout the globe to process and relay information without regard for geographic location. It has been a channel for communication, business, community operations and education. It opened the possibilities of on line learning and business negotiation and made the life of individuals to be modern and sophisticated. Through the onset of this technology, advancement in the society and man’s culture also took place. The benefits that this technology bring is said to be limitless and essential.However, at present times, people seem to abuse the used of the internet. Such abuse initiated the negative implications and harm of the said artifact to the society as a whole. The internet has also brought succor to the lives of many people in economically less developed countries that have a somewhat substandard educational system. This is by way of accessing the on line learning materials of world-class universities around the world. They are able to access up-to-date information on almost all subjects and upgrade their knowledge.The community had too much relied on the features of the internet. In an article written by Greenblatt, he argued that the rise of the internet had negatively affected traditional television (149). It is feared that the internet would eventually kill television as it does in the music industry and in the print media. Competition between traditional television and the internet arises. It was noted in the article of Greenblatt that people spend less time in viewing the television than they do in the net. Through on line streaming, watching sports, concert of artists, etc is now possible.It is showed that the traditional way of watching (i. e. with the use of television) had been altered due to internet boom. While it can be said that the presence of internet provides the benefit for individuals to watch programs in thei r most convenient time, it is still unfair because other industries suffer. Too much dependence of the public to the internet had brought the problem of unfair competition. People’s way of socializing was also altered through the use of the internet. The usual way of meeting and knowing a particular person had been changed.Most people use the internet to meet and socialize with new people. This has been made possible through the use of chat rooms as well as other internet sites like friendster. The value of having friends is not the main question being posed. The threat for such sites and chat rooms is the opportunity for on line prostitution and other crimes to take place (Clemmitt 450). The internet had (in no doubt) expanded prostitution, bringing it available not only on the area where a certain prostitute lives but also in nearby cities or town.The invention of the internet has also given rise to a new kind of addiction, which is online porn addiction where ‘there' s no doubt that some people's porn consumption gets them in trouble — in the form of maxed-out credit cards, lost sleep, neglected responsibilities, or neglected loved ones’ (Martin F. Downs). Violent acts of children are also partly blamed on the internet. On line games which most children and youngsters play depict violence which eventually changes their psychological behavior.The increase in violent acts of these youngsters eventually contributes to an increase in crime. Early exposure of these youngsters to act of violence and other adult materials can bring unfavorable effect to their perception about the reality. Addiction to these on line games had also reduced their time for physical activities therefore bringing the problem of obesity. ‘Dr Robinson from the British Nutrition foundation said 40% of boys and 60% of girls were found to spend less than the recommended one hour per day in physical activity’ (BBC News).Moreover, child pornography on the internet is one of the bad practices that the internet has been able to cultivate. Aside from children being used as prostitutes, other young children also visit pornographic sites. This does untold psychological damage to these children as they do not know what is right and what is not. They are sometimes compelled to practice what they have seen, thereby contributing to the increasing level of moral decadence. Also the danger of teenage pregnancy, sexually transmitted diseases and other forms of bad deeds has been blown out of proportion by exposure to the internet.The most controversial and frightening contribution of the internet is the opportunity that it provides for act of terrorism. Terrorist are availing the opportunity to connect with the internet and used this artifact as a propaganda tool (Anderson 25). Acts of terrorism can now be perpetuated now, easier than before with the use of the internet. The most benign way of this act is the production of malicious softwares i n the form of computer viruses, worms, Trojans and crawlers. This causes instability of these computer machines, to the detriment of the user.every machine that is connected to the internet is potentially a broad casting station, a printing press or a place of assembly, terrorists can now disseminate their information undiluted by the media and untouched by government censors. In the past, the al-Quaeda had benefited from the extensive use of the internet not until their network was intercepted. The following statement, which basically tackles on how terrorists’ actions were improved through the aid of the internet, was cited in Anderson’s work (2003).â€Å"Using the Internet for communication can increase speed of mobilization and allow more dialogue between members, which enhances the organization’s flexibility, since tactics can be adjusted more frequently. Individuals with a common agenda and goals can form subgroups, meet at a target location, conduct terr orist operations, and then readily determine their relationships and re-disperse† (27). Documents accessed through internet connection also provided the Al-Queada to obtain details regarding the design lay out of the World Trade Center which contributed to the success of making their plans.The Al-Queada group had developed their action in using the internet as a tool for terrorism. It is alarming to think that future terrorists would follow the step taken by the mentioned group and may even develop more powerful and sophisticated programs that would aid in the threat of terrorism. The internet had initiated the risk of cyber terrorism. Internet’s role in shaping today’s culture is indeed remarkable and at the same time threatening. Pioneers of the internet may have the pure intention to bring the world in the state of modernization.However, it is sad to know that upon the onset of modernization comes the threat and harm that the internet posed. Overuse, misuse an d overdependence of people in this technology will in no doubt bring several detrimental effects. As discussed from the examples above, actions of people as well as their cultural identity are negatively being altered by the mere presence of the internet. The world is increasingly been described as being ‘westernised’ since everyone, especially the youth, are increasingly turning to the way of life of the Americans and Europeans.The internet’s original purpose of making information accessible, sharing this information in a fast pace and making long distance communication possible had been abusively used by some people therefore bringing a negative impact on the society’s culture. Our world nowadays is continuously progressing and accompanying this progress is the innovation of new artifacts. Truly, these new artifacts had taken a vital role in shaping our society’s culture as well as shaping the minds of people. These innovations would be more likel y to be inevitable.Every new artifact is invented to somehow benefit and bring people a comfortable way of living, however, one should not overlook the harm that these new artifacts may bring. Every time that we take a step towards advancement comes the opportunity for societal and cultural change. These changes bring forth several issues and problems that are more likely to have negative outcomes. The internet has had its effects on society at present and it will have its effects in the future. The future of the internet is faced with the question on how management of change and evolution would be done.The internet has got the potential of turning the world to a single-culture, single language world. This would have far reaching effects as it would eliminate the numerous world cultures that have been built since the beginning of time. All the ancient civilizations are still visible today because they have been preserved in one way or the other. Because of this, people travel to the se locations as tourists. In this way, the memories are kept alive. The rate the internet craze is going, this trend is likely to be reversed since people can see these locations on the screens of their computers.Let us not keep ourselves to be tongue tied and see how the negative outcomes abolish our cultural and societal identity. We should act on this matter. Action, they say, is louder than voice. Work Cited Anderson, Alison. â€Å"Risk, Terrorism, and the Internet. † Knowledge, Technology & Policy 16 (2003): 24-33 BBC News, â€Å"Health Symptoms in Obese children. † 16 May 2008 . â€Å"Brief History of the Internet. † 28 May 2008 . Clemmitt, Marcia. â€Å"Prostitution debate. † CQ Researcher, May 23, 2008: CQ Researcher Online. Capella Lib.29 May 2008 . Downs, Martin F. â€Å"Is pornography addictive. † 16 May 2008 . Greenblatt, Allan. â€Å"Television's future. † CQ Researcher, February 16, 2007: CQ Researcher Online. Capella Lib. 29 M ay 2008 . Leiner Barry M. , V. G. Cerf, D. D. Clark, R. E. Kahn, L. Kleinrock, D. C. Lynch, J. Postel, L. G. Roberts and S. Wolff. â€Å"Brief History of Internet. † 10 December 2003. Internet society. 28 May 2008 .

Questions On The Origin And Destination Survey - 1413 Words

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