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"Implementasi ERP dalam suatu universitas sangat diperlukan. Implementasi ERP dalam suatu universitas dapat diterapkan dengan menggunakan manajemen proyek untuk menunjang kegiatan operasional yang terbaik dalam suatu universitas. Manajemen proyek yang baik akan menghasilkan kinerja yang terbaik dalam implementasi ERP Oracle. Kinerja manajemen proyek dalam implementasi ERP Oracle yang dikerjakan adalah Oracle Plan General Ledger, Oracle Aktual General Ledger, dan Oracle Plan Account Receivable dan Account Payable. Pengumpulan data implementasi ERP di suatu universitas dilakukan dengan observasi dan wawancara terhadap pimpinan proyek. Manajemen proyek dikerjakan dengan menggunakan metode PMBOK (Project Management Body Of Knowledge) yang berisikan semua proses-proses dan urutan dalam penentuan kegiatan suatu proyek dalam universitas. Hasil kinerja implementasi Oracle Plan General Ledger dimulai bulan Febuari 2008 dengan 107 task list, 81 hari kerja, tidak ada manajemen resiko dan 15 resource, sedangkan Oracle Aktual General Ledger dimulai bulan Maret 2008 dengan 130 task list, 123 hari kerja, ada manajemen resiko dan 20 resource. Perencanaan Oracle Plan Account Receivable dan Account Payable akan dimulai Maret 2010 dengan 140 task list, 142 hari kerja, terdapat manajemen resiko dan 20 resource.

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ERP implementation in a university is required. ERP implementation in a university can be applied by using project management to support the operational activities of the best in a university. A good project management will yield the best performance in the implementation of Oracle ERP. Project management performance in the Oracle ERP implementation is Oracle's Working Plan General Ledger, Oracle Actual General Ledger, and Oracle Plan Accounts Receivable and Accounts Payable.

ERP implementation of data collection at a university is done by observation and interviews with project leaders. Project management is done by using the method PMBOK (Project Management Body Of Knowledge) which contains all the processes and in determining the sequence of project activities in the university.

The results of the implementation performance of Ledger Oracle General Plan began in February 2008 with 107 task list, 81 days, no risk management and resource 15, while the Current Oracle General Ledger began in March 2008 with the task list 130, 123 working days, there was risk management and 20 resource. Oracle Planning Plan Accounts Receivable and Accounts Payable will begin in March 2010 with the task list 140, 142 working days; there are risk management and resource 20."

"Penerapan ERP pada perusahaan pengelola jalan tol ini sangat diperlukan untuk meningkatkan kinerja peruhaan agar lebih efektif dan efisien.Dalam mengimplementasikan ERP tersebut maka diperlukan suatu pengelolaan yang baik sehingga penerapan ERP ini dapat berjalan sesuai dengan perencanaannya,pengelolaan yang baik ini terangkum dalam manajemen proyek.Perusahaan ini mengimplementasikan 3 aplikasi yang diterapkan pada 3 departemen yang berbeda,yaitu aplikasi keuangan,aplikasi HR dan aplikasi logistik degan total modul yang diterapkan adalah 14 modul. Pengambilan data dilakukan di perusahaan dengan cara wawancara dengan pihak perusahaan dan berdasarkan dokumen-dokumen proyek.Penilaian kinerja manajemen proyek berdasarkan metode project time performance review dan schedule performance index. Pada proyek aplikasi keuangan memiliki nilai SPI sebesar 0.904 dan terjadi penambahan resources sebanyak 9 resources,jumlah kegiatan bertambah sebanyak 22 kegiatan. Pada proyek aplikasi HR nilai SPI secara keseluruhan 0.811 dan terjadi penambahan sumber daya manusia sebanyak 9 orang, jumlah kegiatan bertambah sebanyak 22 kegiatan.Pada proyek aplikasi logistik memiliki nilai SPI sebesar 0.785 dan terjadi penambahan sumber daya manusia sebanyak 7 orang pada pihak konsultan sedangkan pada pihak perusahaan tidak terjadi penambahan maupun pengurangan resources.Dari segi kegiatan terjadi penambahan jumlah kegiatan sebanyak 24 kegiatan.

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Implementation of ERP in toll road company is urgently needed to improve corporate performance for more effective and efisien.To implement the ERP, it needs good management so that implementation of ERP can be run in accordance with its planning, good management is summarized in the project management.This company implements 3 application applied at 3 different departments, namely financial applications, HR applications and logistic applications with the number of modules is 14 modules. Data were collected in company based on interview with the project manager and based on project documents during implementation. Project performance assessment is done by using project time performance review and sechedule performance index methods.

In finance applications project in terms of performance time based on the value of the SPI, the SPI values is 0.904 and consultant additional human resources as much as 9 resources, the number of activities increased by 22 tasks.In HR applications project SPI value is 0.811 and additional of human resources as much as 9 resources from the consultant, the amount of activity increased to 22 tasks.In logistics application project the SPI value is 0.785 and additional resource of 7 resources from the consultant, the amount of activity increased to 24 tasks."

"Di era pembangunan saat ini, pelaksanaan proyek konstruksi dan infrastuktur sedang marak, yang menuntut perusahaan dalam industri untuk meningkatkan kinerjanya. Dalam upaya meningkatkan kinerja dan menciptakan efisiensi pada perusahaan di industri konstruksi dan infrastruktur khususnya BUMN, pemerintah Indonesia mengeluarkan kebijakan untuk dilakukannya implementasi Enterprise Resource Planning (ERP). Tujuan dari Penelitian ini adalah untuk melakukan evaluasi hasil implementasi Enterprise Resource Planning terhadap peningkatan kinerja proses bisnis pada salah satu BUMN konstruksi dan Infrastruktur. Analisis Peta Proses Bisnis sebelum dan setelah Implementasi ERP, dan Survey dilakukan untuk mengevaluasi kinerja dari proses bisnis pengelolaan biaya usaha di perusahaan hasil implementasi ERP. Kriteria Evaluasi dikembangkan berdasarkan empat dimensi kinerja proses bisnis yaitu waktu, biaya, kualitas dan fleksibilitas. Hasil analisis proses bisnis dan survei mengindikasikan bahwa implementasi ERP telah memberikan dampak positif terhadap kinerja proses bisnis, namun ditemukan adanya kelemahan yang dirasakan user dalam implementasinya. Melalui penelitian ini, peluang perbaikan teridentifikasi untuk membantu perusahaan membuat keputusan dalam mengimplementasikan ERP dengan lebih baik

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In this development era, many construction & infrastructure projects are being held all over the world, that requires company in the industry to improve their performances. Furthermore, in an effort to increase performances and finally create efficiency, The Indonesian Government issues policy that directs the construction & infrastructure companies especially State-Owned Enterprise’s (SOE’s) to implement Enterprise Resource Planning (ERP). The purpose of this research is to evaluate the results of ERP implementation towards the business process performances improvement in one of the constructions & infrastructure SOE which has a crucial role in the establishment of the Trans Sumatera Toll Road Megaproject in Indonesia. Analysis of business process before and after implementation is carried out as well as the survey to evaluate the performances of expenditure management business process in the company after the ERP implementation. The evaluation criteria are developed based on the four dimensions of Business Process Performance, which is time, cost, quality and flexibility. The results from the study indicate that ERP Implementation has given positive effect toward business process performance improvement, while there are still some weak points in the implementation. Due to this research, opportunities for improvement are identified to support company in making decision for better ERP implementation."

"Keuntungan yang didapatkan melalui implementasi ERP merupakan suatu ukuran yang sulit untuk diukur dengan pengukuran finansial yang konvensional. Hal ini karena ERP adalah suatu investasi jangka panjang yang menyatu pada sistem perusahaan yang melibatkan banyak faktor di dalamnya. Oleh karena itu dikembangkanlah suatu sistem evaluasi yang berdasarkan motivasi dapat memberi gambaran tentang keberhasilan peningkatan kinerja suatu perusahaan terhadap implementasi ERP. Dengan cara ini, perhitungan dapat lebih mudah dilakukan. Skripsi ini menggunakan metode importance-performance analysis yang dapat memberi fungsi evaluasi kinerja, serta perancangan strategi peningkatan kualitas, dibatasi hanya modul manufaktur. T-test dilakukan pula untuk melihat seberapa signifikan perubahan yang diberikan oleh ERP kepada perusahaan. Hasil penelitian menyatakan bahwa faktor yang paling penting dalam penerapan ERP adalah terintegrasinya sistem produksi menjadi satu kesatuan. Sedangkan, faktor yang menjadi prioritas untuk ditingkatkan kinerjanya pada awal penerapan ini adalah waktu kerja karyawan.

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Advantages achieved through ERP implementation is difficult to evaluate with the conventional financial measurement. This caused by the ERP characteristic as a long-term investation which attached to the company system that involves manya factors in it. Therefore, an evaluation system based on motivation is developed to provide information about the performance improvement of ERP implementation. In this way, calculation can be more easily performed.

This thesis uses importanceperformance analysis that can provide evaluation on ERP performace and design of quality improvement. T-test were aslo done to evaluate how significant the changes the ERP to the company.

The results stated that the most important factor in ERP implementation is the integrated production system into a single view. Meanwhile, a factor that is a priority for performance improvement at the developing period is the working time of employers spends to do their work."

"Penelitian ini bertujuan untuk menganalisis kegagalan pada tahap pertama proyek implementasi sistem ERP di PT Angkasa Pura II (Persero) yang nantinya bisa digunakan sebagai dasar manajemen risiko pada tahap-tahap selanjutnya implementasi ERP di PT Angkasa Pura II (Persero) dan untuk menunjukkan pentingnya manajemen risiko untuk mengurangi prosentase kegagalan implementasi ERP. Analisis yang dilakukan menggunakan metode Fault Tree analysis untuk menghitung estimasi kegagalan implementasi sistem ERP tahap pertama, lalu melakukan identifikasi faktor-faktor risiko yang berpengaruh terhadap implementasi sistem ERP tahap pertama berdasarkan faktor-faktor risiko dari studi literatur, lalu membuat kuesioner untuk menentukan urutan faktor-faktor risiko yang paling berpengaruh tersebut, kemudian dilakukan analisis dari hasil dari survey dan dilakukan estimasi terhadap kegagalan implementasi sistem ERP jika manajemen risiko diterapkan. Penelitian menggambarkan 19 (Sembilan belas) faktor-faktor risiko yang paling berpengaruh terhadap proyek implementasi sistem ERP di PT Angkasa Pura II (Persero) yang apabila tidak dikontrol dengan baik akan menyebabkan kegagalan terhadap proyek.

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The purpose of this study is to analyze the risk factors on the first phase of ERP system implementation project in PT Angkasa Pura II (Persero) and the result can be used for the next phase of implementation and to show the importance of risk management in the project to reduce the failure percentage of the ERP Implementation. The method used to estimate the failure percentage of the project is the Fault Tree Analysis (FTA) and by analyzing the credentials of the identified risk factors from the existing literature review. Based on the risk factors identified a questionnaire were made to determine the order of the risk factors that have the most significant impact to the ERP system implementation project and the result were analyzed with the FTA to estimate the failure percentage assuming risk management was being used in the first phase. This study finds that by managing and controlling the identified risk, the failure percentage of the project could be reduced. This study also described the 19 (nineteen) risk factor that have a significant impact in the ERP system implementation project in PT Angkasa Pura II (Persero) that if those risks are not controlled well enough it would cause the project to fail."

"Persaingan yang semakin meningkat membuat kalangan dunia usaha terus meningkatkan daya saingnya, dengan cara implementasi Teknologi Informasi and implementasi ERP. Proyek ERP penuh dengan risiko karena merupakan proyek implementasi yang besar, kompleks, kurang dikenal dan membutuhkan jadwal implementasi yang ketat. Untuk itu perlu model implementasi yang mendukung proses bisnis. Masalah dalam proyek ini adalah kecepatan memetakan antara model dan teknik implementasi yang sebenarnya. Untuk mengurangi risiko dan meningkatkan kemungkinan proyek sukses, suatu organisasi dapat menggunakan pendekatan yang telah dikembangkan seperti layaknya suatu proyek, dimulai dengan fase pemilihan dan diakhiri dengan fase operasi. Pada penelitian ini dilakukan perbandingan 3 metodologi untuk mengetahui metodologi yang terbaik pada satu perusahaan. Dengan menggunakan metodologi ASAP proyek ini diselesaikan dengan 183 hari, Project Implementation ERP diselesaikan dengan 254 hari dan Cheap Dynamic diselesaikan dengan 236 hari. Perusahaan ini menggunakan metodologi ASAP dalam implementasi ERP nya.

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In the recent time, business environment become much more competitive. Dealing with such situation, many companies improve their competitive advantage through implementation information technology and ERP implementation. Enterprise Resource Planning (ERP) project is considered highly risky, since it is large, complex, and usually unfamiliar to the organization and implemented under a tight timetable. To obtain a fair level of understanding of the system, it is then necessary to model to supported business process. However, the problem is the accuracy of the mapping between the model and the actual thecnical implementation. To reduce the risk and improve the probability of project success, an organization can use a structured development approach for such a project, beginning with the selection stage and culminating in the operation stage.

The metodology suggested in this paper is comparison of three methodes to know the best for implementation ERP at one company: (1) ASAP methode, (2) Project Management Implementation ERP Methode, (3) Cheap Dynamic Methode. With using ASAP methode the project is finished by 183 days, Project Implementation ERP is finished by 254 days and Cheap Dynamic is finised by 236 days. This company used ASAP methodology in their implementation of ERP."

"This study discusses the impact of IT Governance on the routine operation and enhancement effectiveness, in the ERP post-implementation phase. At the post-implementation stage in which ERP system had been used to support the company’s operation, the company needs to arrange the governance of IT (IT Governance) to be effective for the company because overall ERP benefits can only be reached when the operating environment is supporting. Structure, process and relational mechanism are important aspects of IT Governance. This research is focused on the process aspect which is closely related to the value achievement of an enterprise. The influence of two factors related to IT governance processes were investigated, namely IT-business alignment and IT benefits management. The results of this study provides companies with some knowledge on how IT Governance, particularly the processes related issues, gives contribution to the effectiveness of routine operation and enhancement during the ERP post-implementation stage, and further the knowledge can be used to help the companies to gain most of the benefits offered by ERP implementation."

"ABSTRACTThis study aims to determine the effect of the critical success factor in the implementation of enterprise resource planning (ERP) and company performance study at PT Angkasa Pura II (Persero). Critical success factor was measured by using a variable business process reengineering (BPR), education and training (DIKLAT), and support suppliers (VENDOR) towards success ERP implementation (KIMP). The company's performance is measured by looking at the net benefit of implementing ERP systems for companies (NETB). The result of Lisrel 8.8 has an analysis that shown to business process reengineering (BPR = 2.41), education and training (DIKLAT = 5.53), support suppliers (VENDOR = 4.30) has a positive influence on the successful implementation of ERP (KIMP), and the successful implementation of ERP (KIMP = 10.10) positively influences to net benefit of implementing ERP systems for companies (NETB)."

"Implementasi sistem ERP di PT XYZ pada awalnya memiliki harapan untuk melakukan simplifikasi terhadap pulau-pulau aplikasi dan mencapai value chain alignment dalam hal proses distribusi media dari berbagai penerbit di Indonesia. Namun, berdasarkan dokumen business blueprint PT XYZ diketahui bahwa manfaat dari implementasi sistem ERP dirasa kurang maksimal, dari 135 business blueprint yang rencananya akan terpenuhi melalui penerapan sistem ERP hanya 57 yang berhasil terpenuhi. Salah satu penyebab kurang maksimalnya manfaat dari implementasi sistem ERP tersebut dadalah rendahnya tingkat penerimaan pengguna akhir terhadap sistem ERP.Dalam penelitian ini dibangun model teoritis yang menjelaskan penerimaan pengguna akhir terhadap sistem ERP. Model yang digunakan dalam penelitian ini merupakan adaptasi dari model Technology Acceptance Model (TAM) yang dikembangkan oleh Davis (1986). Kemudian dilakukan penyebaran kuesioner kepada 350 responden yang merupakan pengguna sistem ERP di PT XYZ. Data yang dikumpulkan dari kuesioner kemudian digunakan untuk menguji kerangka pemikiran atau hipotesis- hipotesis dengan menggunakan tahapan pada Structural Equation Modeling (SEM).Berdasarkan hasil penelitian dapat disimpulkan bahwa variabel-variabel pada Technology Acceptance Model (TAM) yang mempengaruhi penerimaan pengguna terhadap implementasi sistem ERP di PT XYZ adalah Perceived Usefulness, Attitude Towards System Use, dan Perceived Ease of Use yang dipengaruhi oleh dua variabel lain yaitu User Involvement dari perspekti individu dan Training dari perspektif organisasi.

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Implementation of ERP systems in PT XYZ initially had hopes to make simplification towards the islands of application and achieve value chain alignment in terms of the distribution of media from various publishers in Indonesia. However, based on the business blueprint document of PT XYZ is known that the benefits of implementing ERP systems is considered less than the maximum, of 135 business blueprint which planned to be met through the implementation of ERP systems, only 57 were successfully met. One of the things that cause the benefit of the implementation of ERP system become less maximum is the low level of end-user acceptance of the ERP system.

In this study constructed a theoretical model that describes the end-user acceptance of the ERP system. The model used in this study is an adaptation of the model of the Technology Acceptance Model (TAM) developed by Davis (1986). Then conducted questionnaires distribution to 350 respondents who are the users of ERP systems in PT XYZ. Data collected from the questionnaire were then used to test the framework or hypotheses using the stages on Structural Equation Modeling (SEM).

Based on the results of this study it can be concluded that the variables on the Technology Acceptance Model (TAM) that affect the user’s acceptance of the ERP system implementation in PT XYZ is Perceived Usefulness, Attitude Towards System Use, and Perceived Ease of Use which is influenced by two other variables, namely the User Involvement from the perspective of individuals and Training from the perspective of the organization."

"Tesis ini dilakukan dengan tujuan apakah faktor-faktor seperti dukungan manajemen, partisipasi manajemen, komitmen manajemen, manajemen perubahan, dan kepuasan pengguna mempengaruhi keberhasilan sebuah implementasi ERP di PT Rahayu Santosa, sebuah perusahaan karoseri bus di Indonesia. Telaah kepustakaan digunakan sebagai langkah awal untuk dijadikan dasar penelitian. Kemudian dilakukan survei dan wawancara untuk mendapatkan informasi di lapangan sebagai bentuk konfirmasi dari teori yang ditelaah. Responden adalah seluruh pengguna Acumatica ERP di PT Rahayu santosa. Hasil penelitian menghasilkan faktor kepuasan pengguna, manajemen perubahan, dan komitmen manajemen menjadi faktor yang berpengaruh terhadap kesuksesan implementasi ERP di PT Rahayu Santosa.

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This thesis is aimed to see wheter top management support, top management participation, top management commitment, change management, and user satisfaction influencing success in ERP (Enterprise Resource Planning) implementation in PT Rahayu Santosa, an Indonesian-based carroserrie company. This thesis is started with literature exploration to see what factors that commonly influence a success and also failure in ERP implementation. Then, survey and interview were conducted to confirm explorated literature with field reality. Survey and interview revealed that user satisfaction, change management, and top management commitment are factors which significantly influence success of ERP implementation."