The parametrisation : plays an important role in the costimization of a reference model
It allows the parameters or variants of a reference model’s features (processes, functions,
entities) to be set according to an enterprise’s requirements (specific business processes and
policies) Heuvel and Jeusfeld (2007) suggested a reference model transformation approach
involving four steps: 1) the matchmaking: source model is compared to the reference model
to identify which reference model is most appropriate; 2) selection: scenarios are chosen
from the reference model; 3) enrichment: more details are captured and variants are
selected;
and 4) integration: the enriched reference model is integrated with target models.
Process Merging : a technique that brings severel process model together to create a new
model process Merging can be performed according to a revolutionary or conservative
approach. In the revolutionary approach, the reference model is taken as the initial
TO-BE model. This model is iteratively customised by integrating parts of the AS-IS
model. This approach is primarily used when companies are implementing ERP systems.
In contrast, the conservative approach uses the AS-IS model as the initial TO-BE model.
This model is then adapted by adding components of the reference model
Fit gap Analysis
Task technology Fit theory : stresses the importance of an alignment between
businessprocesses and technology (e.g. ERP systems). TTF theory (Figure 1) holds that IT is
more likely to have a positive impact on individual performance and be used if the
capabilities of the IT match the tasks the user must perform (Goodhue & Thompson, 1995).
Matching IT capabilities with user tasks is achieved by the fit gap analysis process.
Fit gap analysis (also named “gap analysis”, “gap fit analysis” or “system needs and product
features analysis”) is an important phase of an ERP selection and implementation
methodology A critical challenge when implementing ERP first involves identifying gaps
between
the ERP generic functionality and a specific organisational requirement, and deciding how
those gaps will be handled
Fit gap analysis is used to determine the extent of a business process change required for a
particular solution as well as determining software customisation and interfacing
requirements (Blick, Gulledge, & Sommer, 2000). An organisational misfit requires massive
changes to the adopting organisation’s business processes, ERP system or both. Matching the
ERP’s functionality to the way the enterprise does business is a vital factor for the success of
an ERP implementation
The importance : The findings of a survey of 34 organisations showed that success in ERP
implementation depends significantly on the organisational fit of an ERP system
….. Page (7/20)
The main goal of fit gap analysis is to identify and document
all fits and gaps based on a comparison of a company’s business needs and ERP capabilities,
followed by an analysis of each gap, the suggesting of possible alternatives and closing
of the gaps by selecting the most appropriate alternatives.
High level Fit gap Analysis :
Documented gaps serve as the basis for the consulting team to validate gaps, find resolutions
and propose the most appropriate alternatives. Alternatives can be evaluated and
compared based on analysis, e.g. SWOT analysis or cost benefit analysis (CBA). CBA is a
structured evaluation of the cost of various plausible and viable alternatives to a gap,
compared
to the business benefit of each
Although the least cost alternative is often determined
to be the most attractive, this is not always the case. That is because qualitative, legal, and
human resource aspects may need to be considered and factored into the decision. It is often
useful to list alternatives, document the alternative resolution options, the costs versus
benefits of each, the formal recommendation, and the reasoning behind it. The selected gap
resolution is a business decision that needs to be made by the customer’s business decision
maker
Business needs identified as a gap can be resolved by (Microsoft Corporation, 2011):
• adapting a company’s business processes;
• adapting an ERP system through customisation;
• adding a new business solution and/or software vendor; or
• providing a workaround so that the business can function.
