dolution

1. a) What do we mean when we say “Structure should follow strategy” when we think (holistically) about an organisation? b) What will be the implications when thinking about business processes and information if this model/process is executed? (Weight = 10%)

2. a) Provide background information on the organization you chose for this assignments and specifically the strategic goals of the organisation. (Weight = 10%) b) Why was an ERP-based solution chosen to help achieve the strategic goals of the organisation? Highlight the burning issues that the ERP-based solution aims to address. (Weight = 10%)

3. a) Select or design a “fit for purpose” model/process to guide the strategic change process. The model/process should involve a current “as-is” and future “to-be” state/steps to bridge the strategic gap from where you are and where you want to be. It is important that this model/process involve logical steps that follow after each other as you step through the process. Describe each phase of your process, this is important. The class notes can be very handy to guide you. You can use an illustration and a table to document each step of the process/model. (Weight = 30%). b) Motivate why this model/process is best suited for your organisation (Weight = 10%).

4. Create a checklist for each stage/step of your process/model of critical tasks that should be completed before embarking on the next step. This checklist will help you to report back to various stakeholders on the progress of the strategic IS change initiative that involve an ERP implementation. The checklist should include a weighted scoring model that assesses the success of the change per category (qualitative information to justify the scores given). (Weight = 20%)

5. Based on you checklist evaluation, recommend what the organization should focus on and prioritize in introducing an ERP system. Tip: This should be closely related to the strategic objectives of the organisation and should focus on the various ERP modules. (Weight = 10%)