Outlining a Process to Manage the Complexity of Enterprise Systems Integration

Abstract

New service combinations are constantly needed to be created from the array of information systems and technologies, developed in different times for different purposes, crossing the organizational boundaries. Integration is the key matter in organizations, yet it is also an ambiguous and often a misunderstood concept in the field of information systems. In this paper, we construct an integration process from an inductive study in a large manufacturing enterprise, by examining its long-term ERP development endeavour. The process consists of four sub-processes with dedicated actors and activities. Integration Governance is needed to align Integration Realization with the strategic goals of the organization. Integration Housekeeping is dedicated to standardization activities and keeping the architectural description of the enterprise systems' landscape updated, and to aid Realization. By utilizing the assets produced by Governance and Housekeeping Integration Evaluation is done to decide whether it is feasible to set up an integration project or abandon the initiative. The process helps managers to manage the complexity of enterprise systems integration and avoid its pitfalls.

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