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ISACA > Journal > Journal Author Blog > Posts > A Tool Kit for ERP System Acquisition
A Tool Kit for ERP System Acquisition

Gregory Zoughbi Gregory Zoughbi, CISM, CGEIT, PMP, TOGAF9, ITIL Expert, COBIT 4.1 (F)

A main goal of my recent Journal article was to integrate governance and management approaches from my ongoing Master of Business Administration (MBA) studies at Manchester Business School (MBS) and from my work experience in which I heavily utilize ISACA publications. In particular, I wanted to view my enterprise resource planning (ERP) and logistics systems work experience through the lenses of academic theory and best practices to develop improved guidance on ERP system acquisitions.

My research, which led to the Journal article, was initially motivated by my MBA course on Information Systems and Internet Strategy (ISIS) in summer 2011, which included reviews of academic studies, case studies and expert opinions on ERP system acquisitions. Out of interest, I later consolidated those and other publications to deduce a single ranked list of what I consider to be the top 10 risk factors for ERP system acquisitions.

I then asked myself how management theory and best practices from my MBA studies and ISACA publications would utilize this ranked list to improve the outcomes of ERP system acquisitions. While studying for the December 2011 Certified in the Governance of Enterprise IT (CGEIT) exam, I determined that one of the best applications of the risk factors would be in developing an investment’s business case. I proceeded accordingly and then utilized theories and best practices on investment appraisals and on risk and return from both ISACA and from my corporate finance MBA course, which was influenced by the books of Brealey, Myers and Allen.

As a result, I have developed a tool kit to improve the outcomes of ERP system acquisitions through better governance and investment appraisals. Because this tool kit utilizes concepts and frameworks from both an MBA curriculum and ISACA, I believe that it helps communicate the business case among board of directors, executive management, IT leaders and business system owners. This is important because, in many organizational designs, authorizations and approvals of budget spending remain with the board, executive management and the chief financial officer (CFO).

Read Gregory Zoughbi’s recent Journal article:
Creating the Business Case for ERP System Acquisitions Using GEIT,” ISACA Journal, volume 1, 2013

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