Assessing the necessity of enterprise change:pre-feasibility and feasibility studies inenterprise integration
GREGORY UPPINGTON and PETER BERNUS
The article presents a process model of the leastformalized phase of enterprise change, in which managementand all other interested parties identify a need for change,assess what change methodology is adequate to handle thatchange and make preparations for enacting that changeprocess. This process is intended to be embedded in acomplete enterprise engineering
enterprise integrationmethodology. The aim has been to give a more detailedaccount of the first phase of enterprise integration, called the`identification’ phase of the enterprise life-cycle. A top level of the methodology’s process is presented as a series of IDEF0diagrams and their companion explanations, although futureversions may be developed in more elaborate languages (e.g.CIMOSA modelling constructs). The original aim to developthis part of the methodology was for the method to beespecially suitable for the service industry; it has been foundthat there was no need to be service industry specific on thislevel and that considerations applied equally to service andmanufacturing.
Initial planning phases of any change manage-ment process are greatly enhanced with solidfoundations and identification of whether change isnecessary, what is to change, a clear method showinghow and where change will occur and the potentialeffects of such change (Mink
. 1993, Handy1985). Resulting from the identification that changecan benefit an enterprise or that change is necessaryfor the enterprise to retain its competitive advantage,the choice of the transition method is the onemanagement often finds to be the most difficult. It isthis choice which will often determine the futuresuccess of an enterprise.To understand the selection process of a changemethodology for an enterprise within a certain industrysector entails the consideration of a number of concerns in two areas. First: tacit notions, concepts,requirements and ideals of the change methodology.Second: the target enterprise, the necessity for changeand the strategic management process of such change.The following paper indicates those considerationsmanagement will face when discussing or enactingorganizational change. The information containedwithin this paper is generic across industry sectors, withcertain required contextual alterations and is consid-ered to be applicable to any change effort. The text isorganized to represent what activities will occur at eachstage of the change process Ð from the initial discus-sion of the validity and viability of change to the finaldecision and `sign-off’ to enlist the most appropriateorganizational change methodology and implement thechange process. The paper is aimed at establishing anorganizational process model. The model will allow for`an integrated information, manufacturing [ or service]and human relations architecture operating as anoverall systems responsive to the human and economicenvironment at all levels’ (Williams 1994a). This modeldraws predominantly upon the Purdue EnterpriseReference Architecture (PERA) (Williams 1994b) withwhich managers can select or combine individualmethods as proposed in the literature. Furthermore,the model is presented in such a way that the proceduredoesn’t become prescriptive or overwhelming. For thiswe have selected a functional representation of theprocesses involved, whereupon it is at the strategicmanager’s discretion in which succession the describedactivities are performed as long as their logicalconnections are respected.As such, this paper develops the processes
activitiesthat management can follow to identify the business
INT. J. COMPUTER INTEGRATED MANUFACTURING
. 5, 430 ± 447
1998 Taylor & Francis Ltd
Gregory Uppington and Peter Bernus, Griffith University, School of Computing and Information Technology, Nathan 4111, QLD, Australia.