Business process reengineering (BPR) for enterprise resource planning (ERP) implementation in the construction sector
Author
Strugar, Raul Andrei
Term
4. term
Publication year
2019
Submitted on
2019-06-07
Pages
65
Abstract
Denne afhandling undersøger, hvordan business process reengineering (BPR) kan styrke forberedelsen til implementering af enterprise resource planning (ERP) i byggebranchen, et felt hvor ERP er mindre belyst i forhold til generel informationssystemlitteratur. Med udgangspunkt i den fortsatte relevans af ERP og dets kobling til teknologier som IoT, big data, cloud og BIM gentager studiet ERP’s betydning i byggevirksomheder og søger at forstå, hvordan implementeringsfejl kan reduceres. Fire hovedområder inden for ERP gennemgås i litteraturen, hvorefter fokus rettes mod de proces- og strategiske dimensioner, især forholdet mellem BPR og ERP. Studiet afdækker betydningen af procesformaliseringsarbejde og brugen af BPR-værktøjer som AS-IS- og TO-BE-proceskortlægning i relation til ERP-implementeringsparathed samt vurderer, hvordan forskellige implementeringstilgange integrerer BPR. De teoretiske perspektiver afprøves via kvalitative, semistrukturerede interviews med fire casevirksomheder og én rådgivende virksomhed, efterfulgt af krydssagsanalyse og en diskussion af implikationer. De konkrete resultater er ikke specificeret i uddraget, men studiet relaterer empiriske indsigter til temaer som implementeringsvalg, strategisk alignment og procesmodenhed.
This thesis investigates how business process reengineering (BPR) can strengthen enterprise resource planning (ERP) implementation readiness in the construction sector, a context that is less covered in construction management literature than in broader information systems research. Acknowledging ERP’s ongoing relevance and links to technologies such as IoT, big data, cloud computing, and BIM, the study reiterates ERP’s importance for construction firms and explores ways to reduce implementation failure rates. After reviewing four main ERP domains, the work focuses on the process and strategic dimensions, examining the relationship between BPR and ERP. It assesses the role of process formalization and BPR techniques—particularly AS-IS and TO-BE process mapping—in building ERP implementation readiness and considers how different implementation approaches incorporate BPR. Theoretical perspectives are examined through qualitative, semi-structured interviews with four case companies and one consulting firm, followed by cross-case analysis and discussion of implications. While detailed findings are not specified in the excerpt, the study relates empirical insights to issues of implementation approach, strategic alignment, and process maturity.
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