Is a superstar enterprise systems executive enough

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Enterprise Systems-

"It's best to avoid customization" seems to contradict with what we learned in the Business Process/Workflow class. Discuss this quandary and recommended best practices

What are some best practices to deal with cost pressures and potential budget cuts AFTER an enterprise systems effort begins?

Is a "superstar" enterprise systems executive enough to lead an initiative to overcome many of the other challenges discussed in this week's material? Why or why not?

What should a company or governmental agency do if one of their key enterprise systems vendor announces that it is being acquired by another vendor?

Discuss why the "Train for D-Day" approach helps deal with the inherent architectural complexity of enterprise systems.

Reference no: EM131210292

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