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The MI-EIS
project is developing a new specification of modules to be taught as MSc level
to deliver state-of-the-art training in theory and practice on managing
implementation of enterprise information systems (such as ERP, CRM, PDM, SCM
etc.) The course is developed as a 2-year Master’s level programme of 120
European Credits (EC) in accordance with the European Credit Transfer System (ECTS)
guidelines.
Eight core modules, which account for 50 EC, have been
identified and the content for these is being developed by project partners.
Modules are developed in 3 categories:
Electives and a final year project
complement the core modules. These make up 40 EC and 30 EC respectively. A timetable of implementation over the
academic year is suggested and can be viewed here.
Please click on the following links to continue reading on: a sample lecture description
including schedule and syllabus, and the use of the MI-EIS lecture
material for your own purpose.
Teacher teams from Europe and China are developing the specification of these modules. In order to achieve this, related to each course we have set out to define: learning objectives and outcomes; syllabi; teaching approaches and methods; assessment methods; and, attainment levels. In this way, not only is course material being developed, but added-value is also being gained in terms of sharing and exchanging teaching methods and student learning approaches, as well as establishing a method for defining modules that meet European Credit Transfer System (ECTS) requirements and local university regulations.
You can download information on the MI-EIS subjects and implementation in .pdf format here.
Using the MI-EIS
lecture material for your own purpose
The Mi-EIS reference
curriculum is in the public domain. We encourage like minded colleagues
to enter into the subject and promote the development of human capital to
successfully implement information systems in enterprises.
There is a bigger
body of material in the detail definition of the eight score subjects and the
teaching material for each of these subjects. This part of the project results
is proprietary to the consortium partners. This material could be available
under licence. If you are interested in using the MI-EIS lecture material in
part (specific modules) or as a whole for your purpose, whether in academic or
industry environment, please do not hesitate to contact us. Also, the MI-EIS
team will be glad to answer your questions related to the project or course.
Please see the contact page for details.
Basic
modules
» Enterprise Information Systems (EIS)
The aim of this module is to build up a student’s appreciation and understanding
of enterprise systems in the context of business practice.
» Organizational
Readiness for Information System Implementation (ORISI)
This
module aims to develop thorough understanding of the complexity of information
system implementation by means of a literature study and in-depth case study.
By understanding the complexity of information system implementation students
are expected to contribute to improving the field in theory and practice.
» Organizational
Analysis and Design (OAD)
This
module introduces Western organization theory and organization design,
organization behaviour on individual, group and business level, and leadership.
» Business Innovation
Management (BIM)
This
module aims to develop a thorough understanding and insight to such aspects as
organizing and managing technological innovation, which are required for a
company’s survival in the market.
» Change Management
(CM)
The
overall aim of this module is to gain an understanding of the management of IS
and IT projects and the impact of these projects on individuals, groups and
organizations.
--Top
» Business Process
Analysis and Engineering (BPAE)
This
module aims to develop a student’s understanding of business process analysis
and engineering through the application of modelling tools, techniques and
methodologies. This module prepares the student to carry out business process
analysis and improvement in manufacturing and service businesses.
Please click here to see more details of
what lectures and subjects this module comprises.
» Project Management
(PM)
The
purpose of this module is to gain an understanding of the management of IS and
IT projects and the impact of these projects on individuals, groups and
organizations.
» Business Case and
Project Finance (BCPF)
This
module deals with estimation of consequences of implementing an IT system in an
organization.
Electives could also include a practical work-experience placement.
• Individual
dissertation / final project
In this final assignment students show their ability to practice the knowledge
learned in a real-life situation and contribute to solving any problems by
developing academically justified solutions and recommendations.
The timetable of
implementation over the academic year could look as follows
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1st
Quarter
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2nd
Quarter
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3rd
Quarter
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4rd
Quarter
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OAD
Elective
(e.g., socio-technical thinking)
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BIM
CM
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BPAE
Elective
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Integration
case (10EC)
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EIS
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Laboratory
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5th
Quarter
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6th
Quarter
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Final
semester
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PM
Elective
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BCPF
Elective
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Final
project
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ORISI
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• Sample lecture description - Business Process Analysis and Engineering
The
following table provides an overview of lectures and syllabus for the Business
Process Analysis and Engineering (BPAE) module.This module aims to develop the
student’s understanding of business process analysis and engineering through
the application of modelling tools, techniques and methodologies. This
module prepares the students to carry out business process analysis and
improvement in manufacturing and service businesses. Lecture material and a
guide which outlines student and lecturer preparation, additional student
tasks, reading lists, resources, assignments and teaching methods was
developed. If you would like to request more information or are interested in
using the material developed in this project in a commercial or academic
environment, please contact us (see above for contact details).
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Business
Process Analysis and Engineering
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Session
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Contact
hours
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Content
Description & Assignments
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Business
Process Management (BPM)
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1
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1.1
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1hr
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Introduction
Introduction
to the module, expectations regarding the roles of students and module leader
/ lecture team, and the types of teaching methods to be used. Outline of
course aims and required input from students. Definitions and characteristics
of business processes, historic overview of important concepts and
milestones.
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1.2
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1h
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Business
Process Management
Introduction
to context, definitions, principles and benefits of business process
management; Process vs functional management; ISO 9000:2000; EFQM model
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1.3
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2h
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BPM
- Business level
Business
level process characteristics; APQC process framework; Business drivers for
process changes
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1.4
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2h
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BPM
– Operational level
Introduction
to operational level of business processes and workflow; Practical exercise
to experience workflow in different work organization styles
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Business
Process Modelling and Simulation
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2
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2.1
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2h
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Charting
methods
Operation
process chart, Flow process chart, Both hands process chart, Multiple
activity chart, Operation sheet, Bill of material, Methods design selection,
Material flow chart, Material flow analysis, Questioning techniques and
interviews to collect data for process modelling, Practical exercise to train
interviewing to collect data for process modelling
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2.2
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2h
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UML
Background,
What is UML (why use it, ways to use it), classification of diagrams,
structure and behaviour diagrams, requirements capture, types of UML diagrams
(Use case, Class, Activity, Sequence), UML software tools (Rational Rose,
Together Control, Poseidon, Microsoft Visio, Telelogic), Student exercise to
use UML
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3
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3.1
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2h
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IDEF
Structured
analysis, IDEF background and concept, IDEF0 modelling process,
activities, links, decomposition, model building, sample IDEF0
models, IDEF3 modelling, syntax, UOBs, links, junctions,
decomposition, numbering, Student exercise to apply IDEF0 and
IDEF3 modelling technique
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3.2
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2h
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ARIS
Integrated
Information Systems, ARIS approach, Requirements definition, Design
specifications, Implementation description, comparison with other modelling
approaches, ARIS software – products and modules, Integrated product
development processes (case), ARIS in practice (case study in business
process change management and business process automation), Student exercise
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4
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4.1
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2h
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Modelling
and simulation - Software tools
When
and why to use simulations and modelling, Steps in simulation projects, Level
of detail in modelling; Verification, validation, credibility; Risks and
benefits of simulation; Software packages and vendors;
Student
task on the selection of a software package, which is to be presented during
the next session
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4.2
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2h
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Group
presentations on “Modelling and simulation - Software tools”
Group
presentations of student task
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Business
Process Improvement
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5
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5.1
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1h
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Improvement
Principles
Time
measurement, Motion economy, Processes with data and knowledge, Impact
analysis, Cost of quality, Sign-off and buy-in, Student exercise or case
study
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5.2
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1h
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Key
Performance Indicators
Measures
of business and process performance, Keegan (1989) matrix, Cross (1989)
pyramid, Fitzgerald (1991) model, Balanced Scorecard, Neely (2000) prism,
KPIs, KPIs in business processes, Student exercise
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5.3
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1h
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Business
Process Re-engineering
History, roots and context, concept definition,
methodology, BPR needs/readiness analysis, BPR in practice, benefits, success
and failure, criticism, the role of IT and enterprise systems, 2 case studies
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5.4
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2h
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Running
improvement workshops
Process
workshops (When, why, how manage, participants, roles, objectives), tools and
techniques required FAST (Fast Analysis Solution Technique), process
improvement teams and improvement tools, 2 Group exercises: running workshops
to map a processes
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6
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6.1
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1h
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Six
Sigma
History,
the Six Sigma approach, scope, improvement cycles (DMAIC, PDCA), DMAIC cycle
in more detail (define, measure, analyse, improve, control), Service Quality
Concepts, Six Sigma vs. TQM vs. Lean, applications, implementation
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6.2
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2h
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Lean
processes
Perspectives
on lean principles (customer and company), history of lean, Ford and Toyota
production system, mass vs. lean production (design, supply chain, factory),
lean principles, lean techniques, Theory of constraints (TOC), Lean vs. Six
Sigma vs. TOC, 2 case studies
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6.3
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2h
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Value
stream mapping
Value
stream mapping and extended value stream mapping, concept, why to do it,
value stream management, mapping tools in context of 7 wastes, creating maps:
current state and future state maps, mapping icons, demand amplification,
quality and delivery screen, student exercise
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Case
study sessions
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7
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7.1
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3h
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Case
studies - session 1
Discussion
of 3 case studies;
Common
themes of chosen case studies: Process improvement projects, Change drivers
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7.2
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3h
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Case
studies - session 2
Discussion
of 3 case studies;
Common
themes of chosen case studies: Design stage issues, Requirements definition,
Pre-implementation choices
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7.3
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3h
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Case
studies - session 3
Discussion
of 3 case studies;
Common
themes of chosen case studies: Implementation and after-implementation
issues, ERP / integrated systems
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Business
Process – IT and outsourcing
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8
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8.1
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3h
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Business
Process Outsourcing
Outsourcing
(what, why, when), Outsourcing market, sourcing models and arrangements, core
competency definition, outsourcing trends, outsourcing process, supplier
evaluation, selection criteria for outsourcing partners, IT (services) outsourcing,
risks assessment,
Student
exercise
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© 2007 The MI-EIS
Consortium, Inc. All rights reserved.