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Published: 07 June 2022



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  • 管理・監督のためにERPガバナンス組織を設けて短期的な意思決定のみを行う企業は、戦略的なビジネス成果を提供できない。

  • ソフトウェア・エンジニアリング・リーダーが、自らの役割、すなわちERPアプリケーションの評価・選定・導入にいかに積極的に関与するかを理解していないと、統合やカスタマイズは高価かつ戦術的なものになる。

  • アプリケーション・リーダーは、ビジネス・アプリケーション・パッケージの選定と導入に、必ずしもソフトウェア・エンジニアリング・リーダーを関与させるとは限らない。その結果、安く手頃なコストで構築できたはずの機能に余分な費用をかけるなどの問題が生じる。同様に、多くの社内開発チームを有する企業は、購入した方がはるかにコスト効率の良いソリューションをカスタム開発している。



  • コンポーザブルERP戦略と近代的な方法論/ツール (プロダクト管理など) を盛り込んだ包括的なERPガバナンス・モデルを作成することによって、戦略的なビジネス成果をもたらす。システム・インテグレーター/ソフトウェア・エンジニアリング・リーダー/アプリケーション・リーダー間の協力を推進するために、役割・責任と関与ルールを明確化することで、一時的な「その場しのぎの修正」を避ける。

  • 補完的なソフトウェア機能について、購入、カスタマイズ、構築のいずれを取るかを判断するための明確な意思決定ガイドラインを策定する。

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Koji Motoyoshi

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