Republic of the Philippines

Laguna State Polytechnic University

Province of Laguna

LSPU Self-Paced Learning Module (SLM)

ISO 9001:2015 Certified

Level I Institutionally Accredited

Learning Outcomes

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Online Activities A. Online Discussion via Google Meet

(Synchronous/ For this module you will be directed to engage in a one-hour synchronous
discussion
ISO and two hour asynchronous activities.
9001:2015 Certified
Asynchronous) To access to the online course materials please check your Google Classroom
Level I Institutionally Accredited
Account. These are the list of course materials provided on the LMS:

 01 Module 3 Business Functions and Business Process - SLM

 02 Module 1 Business Functions and Business Process – Presentation
 03 Module 1 Business Functions and Business Process – Video Lecture
The one-hour synchronous discussion will be on the 14 of September 2020,
Monday from 9:00-10:00AM in Google Meet. Please be reminded to prepare
and be ready 30 minutes prior to the said schedule to lessen connection issues.
For those who cannot attend the session recordings will be available after and
will be posted with 24 hours. In case you may not be able to attend the session,
ensure to notify your instructor. Please be reminded of the web conference
etiquettes and reminders uploaded on you LMS.

You will be given time to complete all performance tasks and activity provided
on the LMS as listed below:
1. Watch the video lecture
2. Read the SLM
3. For further study: - Watch this video with this url:
https://youtu.be/c9HfNg4a_Og
4. For the Lecture Activities: Accomplish performance tasks using work sheet
provided and online task for Module 3 Performance Task No 3 Short
Answer Essay [PT3]
For the Laboratory Activities: Please refer to Laboratory Activity No. 2 and
complete Machine Problems 4 - 11

(For further instructions, refer to your Google Classroom and see the schedule
of activities for this module)

Note: The insight that you will post on online discussion forum using Learning Management
System (LMS) will receive additional scores in class participation.

For offline classes, please refer to the following learning guide questions:
Offline Activities 1. What is ERP and ERP Systems?
(e-Learning/Self- 2. How is ERP connected to the course System Integration and
Paced) Architecture 1?
3. How does ERP Systems impacts modern businesses?
Module Content Topics Covered for Module 3: Enterprise Resource Planning System

3.1 The Evolution of Enterprise Systems

3.2 ERP Software Emerges
3.3 ERP for Midsized and Smaller Companies

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

3.4 Responses of the Software to the Changing Market

3.5 Choosing Consultants and Vendors
3.6 The
ISO 9001:2015 Significance and Benefits of ERP Software and Systems
Certified

Level I Institutionally Accredited

This module provides a background for learning about ERP and system integration.
Adopted from the 1st chapter of the book entitled Enterprise System for management
by Motiwalla. Shared in an Open Education Open Educational Resources (OER) by
Anvari.Net Team in the website with the url: http://cbafaculty.org/anvari-net-team/.
OER, a part of the global open content movement, are shared teaching, learning, and
research resources available under legally recognized open licenses -- free for people
to reuse, revise, remix, and redistribute.
Recalling the previous module, it has been said that business organizations have become very complex and their business needs
can no longer be supported by one single information system. Information Systems are a critical component of a successful
organization today. To summarize the previous lesson we came up with these:
Management is generally categorized into three levels: Strategic, Mid-Management and Operational.
Information Systems provide a high level of computer automation to support business functions such as:
Accounting Finance
Human Resource Management Customer Service
Marketing Operations

Management and Information System intertwined as illustrated in the figure below

Figure 3.0 Management Pyramid with Information Requirements Source: Motiwalla

3.1 Evolution of Enterprise Systems

The automation of information system has raised concerns as discussed in the
previous module, System integration has given a way to systematize by having
one information system write data to a file to be read by another information system.
This would reduce the probability of errors, but it could only be done periodically
(usually overnight or on a weekend) to minimize the disruption to normal business
transactions. Because of the time lag in updating the system, the transferred data
would rarely be up to date. In addition, data can be defined differently in different data
systems; for instance, products might be referred to by different part numbers in
different systems. This variance can create further problems in timely and accurate
information sharing between functional areas.

The evolution of Enterprise Resource Planning (ERP) through the perspective

of the historical development of business integration concepts. Business
integration concepts commonly connected to the development of ERP include
Inventory Control (IC), Material Requirements Planning (MRP), Manufacturing
Resource Planning (MRPII), and Computer Integrated Manufacturing (CIM).
This review of the development of business integration concepts depicts the
process that has led to the development of the modern ERP applications and

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

thus, helps to better understand the nature of present-day ERP software.

Table 3.1 Evolution of Enterprise Systems
ISO 9001:2015
TimelineCertified
System Platform Description
1960s Inventory Mainframe legacy using With a focus on efficiency, these systems were
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management and third-generation software designed to manage and track inventory of raw
control (e.g., Cobol, materials and guide plant supervisors on purchase
Fortran) orders, alerts, and targets, providing replenishment
techniques and options, inventory reconciliation, and
inventory reports.
1970s Material Mainframe legacy using With a focus on sales and marketing, these systems
requirements third-generation software were designed for job shop scheduling processes.
planning (MRP) (e.g., Cobol, MRP generates schedules for production planning,
Fortran) operations control, and inventory management.
1980s Manufacturing Mainframe legacy using With a focus on manufacturing strategy and quality
requirements fourthgeneration control, these systems were designed for helping
planning (MRP database software and production managers in designing production
II) manufacturing supply chain processes—from product planning,
applications parts purchasing, inventory control, and overhead
cost management to product distribution.
1990s Enterprise resource Mainframe or client– With a focus on application integration and customer
planning (ERP) server using fourth- service, these systems were designed for improving
generation database the performance of the internal business processes
software and package across the complete value chain of the organization.
software application to They integrate both primary business activities like
support most product planning, purchasing, logistics control,
organizational functions distribution, fulfillment, and sales; additionally, they
integrate secondary or support activities like
marketing, finance, accounting, and human
resources.
2000s Extended ERP or Client–server using Web With a focus on agility and customercentric global
ERP II platform, open source and environment, these systems extended the first-
integrated with fifth- generation ERP into interorganizational systems
generation applications ready for e-Business operations. They provide
like SCM, CRM, SFA. Also anywhere anytime access to resources of the
available on Software organization and their partners; additionally, they
as a Service (SaaS)
integrate with newer external business modules
environments
such as supply chain management, customer
relationship management, sales force automation
(SFA), advanced planning and scheduling (APS),
etc.

Inventory management and control: The history of ERP can be traced back to
the first inventory control (IC) and manufacturing management applications of
1960s. These first applications for the manufacturing were generally limited to
IC and purchasing, which was due to the origins of these applications in the
accounting software. The accounting, with its definition based around generally
accepted standards, had been one of the first business functions to be
computerized and the first applications for the manufacturing were created as
by-products of accounting software driven by the desire of the accountants to
know the value of the inventory.

Material Requirements Planning (MRP): The Manufacturing Roots of ERP

can be traced during the 1960s and 1970s. MRP is a production-scheduling
methodology that determines the timing and quantity of production runs and
purchase-order releases to meet a master production schedule. MRP software
allowed a plant manager to plan production and raw materials requirements
by working backward from the sales forecast, the prediction of future sales.
The plant manager first looked at Marketing and Sales’ forecast of customer

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

demand, then looked at the production schedule needed to meet that demand,
calculated the raw materials needed to meet the required production levels,
and
ISO finally,
9001:2015 projected the cost of those raw materials. For a company with many
Certified

products, raw materials, and shared production resources, this kind of

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projection was impossible without a computer to keep track of various inputs.
The basic functions of MRP could be handled by mainframe computers;
however, the advent of electronic data interchange (EDI)—the direct
computer-to-computer exchange of standard business documents—allowed
companies to handle the purchasing process electronically, avoiding the cost
and delays resulting from paper purchase order and invoice systems. The
functional area now known as Supply Chain Management (SCM) began with the
sharing of long-range production schedules between manufacturers and their
suppliers.

Manufacturing requirements planning (MRP II) During the 1970s, MRP

packages were extended with further applications in order to offer complete
support for the entire production planning and control cycle. This led to the
next stage in the evolution of ERP, which was the introduction of the concept of
Manufacturing Resource Planning (MRPII). The concept of MRPII emerged as a
logical consequence of the development in earlier approaches to material
control. MRPII seeks to improve the efficiency of manufacturing enterprises
through integration of the application of information and manufacturing
technologies. MRPII approach was extended in the 1980s towards the more
technical areas that cover the product development and production process,
and that these functions were named with various CA- (Computer Aided)
acronyms and included.

The Gartner Group introduced the term Enterprise Resource Planning (ERP)
in the early 1990s. The ERP evolution implies an extension of MRPII with
enhanced and added functionality, encompassing functions that are not within
the traditional focus of MRPII, such as, decision support, supply chain
management, maintenance support, quality, regulatory control, and health and
safety compliance. Today, ERP is the foundation of businesses domestically and
globally. It is used as a management tool and gives organizations a great
competitive advantage. As e-business becomes business as usual, sharing
accurate real-time information about orders and inventory is critical to success.
Now, business needs to move that information across a supply chain. A new
term to describe the enterprise systems for the 21st century: ERP II, has been
introduced.

Thus, every time an organization has to upgrade the ERP system, the IT staff
will have to upgrade the application and upgrade the modifications.
Modifications will have to be reengineered into the system when they are
incompatible with the new version. On the other hand, if the organization

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

decides to implement the ERP system “as-is” (aka. vanilla implementation),

disruptions will occur with the functioning of the organization. Employees,
business
ISO partners, and clients will have to be retrained in the new business
9001:2015 Certified

processes (in addition to the ERP system).

Level I Institutionally Accredited

Management’s Motivation to Adopt ERP

Hard economic times of the late 1980s and early 1990s caused many
companies to downsize and reorganize has been the stimulus to ERP
development. Inefficiencies caused by the functional model of business
organization - Silos of information such as (a) Limits the exchange of
information between the lower operating levels and (b) the exchange of
information between operating groups is handled by top management.

Overproduction of a certain product might mean your company is stuck with a

product for which there is a diminishing market due to style changes or
changes in seasonal demand. When your company stores product—such as
hiking boots—as it waits for a buyer, you incur warehouse expense. On the
other hand, underproduction of a certain style of boot might result in product
not being ready for a promised delivery date, leading to unhappy customers
and, possibly, canceled orders. If you try to catch up on orders, you’ll have to
pay factory workers overtime or resort to the extra expense of rapid-delivery
shipments.

Eventually, the management of large companies decided they could no longer

afford the type of inefficiencies illustrated by the Mountaineering example—
inefficiencies caused by the functional model of business organization. This
model had deep roots in U.S. business, starting with the General Motors
organizational model developed by Alfred P. Sloan in the 1930s. The functional
business model shown in Figure 3.2 illustrates the concept of silos of
information, which limit the exchange of information between the lower
operating levels. Instead, the exchange of information between operating
groups is handled by top management, which might not be knowledgeable
about an individual functional area.

Figure3.2 Information and material flows in a functional business model

Source Line: Course Technology/Cengage Learning.

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

The functional model was very useful for decades, and it was successful in the
United States where there was limited competition and where flexibility and
ISO 9001:2015 Certified

rapid decision making were not requirements for success. In the quickly
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changing markets of the 1990s, however, the functional model led to top-heavy
and overstaffed organizations incapable of reacting quickly to change. The time
was right to view a business as a set of cross-functional processes, as illustrated
in Figure 3.3. In this organizational model, the functional business model, with
its separate silos of information, is gone. Now information flows between the
operating groups without top management’s involvement.
In a process-oriented company, the flow of information and management
activity is “horizontal” across functions, in line with the flow of materials and
products.

FIGURE 3.3 Information and material flows in a process business model

Source Line: Course Technology/Cengage Learning.

This horizontal flow promotes flexibility and rapid decision making. Michael
Hammer’s 1993 landmark book, Reengineering the Corporation: A Manifesto for
Business Revolution, stimulated managers to see the importance of managing
business processes. Books like Hammer’s, along with the difficult economic
times of the late 1980s, led to a climate in which managers began to view ERP
software as a solution to business problems. In recent years, further impetus
for adopting ERP systems has come from companies’ efforts to be in
compliance with the Sarbanes-Oxley Act of 2002, a federal law passed in
response to the accounting fraud discovered at large companies such as Enron
and WorldCom, among others. The law, which is covered in more detail in the
succeeding module, requires companies to substantiate internal controls on all
information.

In the next section, you will learn about the development of the first ERP
software. SAP was the first company to develop software for ERP systems and
is the current market leader in ERP software sales. As of 2011, SAP has over
109,000 customers, 53,000 employees, and sales of $12.5 billion annually.

3.2 ERP Software Emerges

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

In 1972, five former IBM systems analysts in Mannheim, Germany—Dietmar Hopp,

Claus Wellenreuther, Hasso Plattner, Klaus Tschira, and Hans-Werner Hector—
formed
ISO 9001:2015Systemanalyse
Certified und Programmentwicklung (Systems Analysis and Program
Development), or SAP—pronounced “S-A-P”. Later, the acronym was changed to
Systeme,
Level Anwendungen
I Institutionally Accredited und Produkte in der Datenverarbeitung (Systems, Applications
and Products in Data Processing.) The computer industry of the time was quite
different from that of today. IBM controlled the computer market with its 360
mainframe computer, which had only 512K of main memory. In this mainframe
computer environment, the SAP founders recognized that all companies developing
computer software faced the same basic business problems, and each developed
unique, but similar, solutions for their needs in payroll processing, accounting,
materials management, and other functional areas of business. SAP’s goal was to
develop a standard software product that could be configured to meet the needs of
each company. According to founder Dietmar Hopp, SAP’s concept from the beginning
was to set standards in information technology. In addition, the founders wanted data
available in real time, and they wanted users to work on a computer screen rather
than with voluminous printed output. These goals were lofty and forward looking for
1972, and it took almost 20 years to achieve them.

SAP Begins Developing Software Modules

Before leaving IBM, Plattner and Hopp had worked on an order-processing system for
the German chemical company ICI. The order-processing system was so successful
that ICI managers also wanted a materials and logistics management system—a
system for handling the purchase, receiving, and storage of materials—that could be
integrated into the new order-processing system. In the course of their work for ICI,
Plattner and Hopp had already developed the idea of modular software development.
Software modules areindividual programs that can be purchased, installed, and run
separately, but all of the modules extract data from a common database.
In the course of their work together, Plattner and Hopp began to consider the idea of
leaving IBM to form their own company so they would be free to pursue their own
approach to software development. They also asked Claus Wellenreuther, an expert in
financial accounting who had just left IBM, to join them, and on April 1, 1972, SAP was
founded. At the time Plattner, Hopp, and Wellenreuther established the company, they
could not even afford to purchase their own computer. Their first contract, with ICI, to
develop the follow-on materials and logistics management system, included access to
ICI’s mainframe computer at night—a practice they repeated with other clients until
they acquired their first computer in 1980. At ICI, the SAP founders developed their
first software package, variously called System R, System RF (for real-time financial
accounting), and R/1.
To keep up with the ongoing development of mainframe computer technology, in 1978
SAP began developing a more integrated version of its software products, called the
R/2 system. In 1982, after four years of development, SAP released its R/2 mainframe
ERP software package.
Sales grew rapidly in the 1980s, and SAP extended its software’s capabilities and
expanded into international markets. This was no small task, because the software had
to be able to accommodate different languages, currencies, accounting practices, and
tax laws. By 1988, SAP had established subsidiaries in numerous foreign countries,
launched a joint venture with consulting company Arthur Andersen, and sold its

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

1,000th system. SAP also became SAP AG, a publicly traded company.

SAP R/3
ISO 9001:2015 Certified
In 1988, SAP realized the potential of client-server hardware architecture and began
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development of its R/3
system to take advantage of client-server technology. The first
version of SAP R/3 was released in 1992. Each subsequent release of the SAP R/3
software contained new features and capabilities. The client-server architecture used
by SAP allowed R/3 to run on a variety of computer platforms, including UNIX and
Windows NT. The SAP R/3 system was also designed using an open architecture
approach. In open architecture, third-party software companies are encouraged to
develop add-on software products that can be integrated with existing software. The
open architecture also makes it easy for companies to integrate their hardware
products, such as bar-code scanners, personal digital assistants (PDAs), cell phones,
and global information systems with the SAP system.

New Directions in ERP

In the late 1990s, the year 2000, or Y2K, problem motivated many companies to move
to ERP systems. As it became clear that the date turnover from December 31, 1999, to
January 1, 2000, could wreak havoc on some information systems, companies
searched for ways to consolidate data, and ERP systems provided one solution. The
Y2K problem originated from programming shortcuts made by programmers in the
preceding decades. With memory and storage space a small fraction of what it is today,
early programmers developed software that used as few computer resources as
possible.
To save memory, programmers in the 1970s and 1980s typically wrote programs that
only used two digits to identify a year. For example, if an invoice was posted on
October 29, 1975, the programmer could just store the date as 10/29/75, rather than
10/29/1975. While this may not seem like a big storage savings, for companies with
millions of transactions that needed to be stored and manipulated, it added up. These
programmers never imagined that software written in the 1970s would still be
running major companies and financial institutions in 1999. These old systems were
known as legacy systems. Many companies were faced with a choice: pay
programmers millions of dollars to correct the Y2K problem in their old, already
outdated software—or invest in an ERP system that would not only solve the Y2K
problem, but potentially provide better management of their business processes as
well. Thus, the Y2K problem led to a dramatic increase in business for ERP vendors in
the late 1990s. However, the rapid growth of the 1990s was followed by an ERP slump
starting in 1999. By 1999, many companies were in the final stages of either an ERP
implementation or modification of their existing software. Many companies that had
not yet decided to move to a Y2K-compliant ERP system waited until after the new
millennium to upgrade their information systems. By 2000, SAP AG had 22,000
employees in 50 countries and 10 million users at 30,000 installations around the
world. By that time, SAP also had competition in the ERP market, namely from Oracle
and PeopleSoft.

PeopleSoft: PeopleSoft was founded by David Duffield, a former IBM employee who,
like SAP’s founders, faced opposition to his ideas from IBM management. PeopleSoft
started out offering software for human resources and payroll accounting, and it

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

achieved considerable success, even with companies that already were using SAP for
accounting and production. In fact, PeopleSoft’s success caused SAP to make
significant
ISO modifications to its Human Resources module. In 2003, PeopleSoft
9001:2015 Certified
strengthened its offerings in the supply chain area with its acquisition of ERP software
vendor
Level JD Edwards.
I Institutionally Accredited Then, in late 2004, Oracle succeeded in its bid to take over

PeopleSoft. Today, PeopleSoft, under Oracle, is a popular software choice for managing
human resources and financial activities at universities. Currently Oracle offers
PeopleSoft’s ERP solution under the PeopleSoft Enterprise Applications name; it offers
JD Edwards ERP solutions as JD Edwards EnterpriseOne and JD Edwards World.

Oracle: Oracle is now SAP’s biggest competitor. Oracle began in 1977 as Software
Development Laboratories (SDL). Its founders, Larry Ellison, Bob Miner, and Ed Oates,
won a contract from the Central Intelligence Agency (CIA) to develop a system, called
Oracle, to manage large volumes of data and extract information quickly. Although the
Oracle project was canceled before a successful product was developed, the three
founders of SDL saw the commercial potential of a relational database system. In 1979,
SDL became Relational Software, Inc., and released its first commercial database
product. The company changed its name again, to Oracle, and in 1986 released the
client-server Oracle relational database. The company continued to improve its
database product, and in 1988 released Oracle Financials, a set of financial
applications. The financial applications suite of modules included Oracle Financials,
Oracle Supply Chain Management, Oracle Manufacturing, Oracle Project Systems,
Oracle Human Resources, and Oracle Market Management. Oracle Financials was the
foundation for what would become Oracle’s ERP product.

SAP ERP: SAP ERP software (previous versions were known as R/3, and later, mySAP
ERP) has changed over the years, owing to product evolution—and for marketing
purposes. The latest versions of ERP systems by SAP and other companies allow all
business areas to access the same database, as shown in Figure 2-4, eliminating
redundant data and communications lags.

FIGURE 3.4 Data flow within an integrated information system

Perhaps most importantly, an ERP system allows data to be entered once, and then
used throughout the organization. In information systems, errors most frequently
occur where human beings interact with the system. ERP systems ensure that data are
entered only once, where they are most likely to be accurate. For example, with access

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

to real-time stock data, a salesperson taking an order can confirm the availability of
the desired material. When the salesperson enters the sales order into the system, the
order
ISO data
9001:2015 are immediately available to Supply Chain Management, so Manufacturing
Certified
can update production plans, and Materials Management can plan the delivery of the
order.
Level If the sales
I Institutionally order data are entered correctly by the salesperson, then Supply
Accredited

Chain Management personnel are working with the same, correct data. The same sales
data are also available to Accounting for invoice preparation.

Earlier in this module, you learned how software modules work. Figure 3.5 shows the
major functional modules in the current SAP ERP system, also known as SAP ECC 6.0
(Enterprise Central Component 6.0), and depicts how the modules provide integration.
The basic functions of each of the modules are as follows:
 The Sales and Distribution (SD) module records sales orders and scheduled
deliveries. Information about the customer (pricing, address and shipping
instructions, billing details, and so on) is maintained and accessed from this
module.
 The Materials Management (MM) module manages the acquisition of raw
materials from suppliers (purchasing) and the subsequent handling of raw
materials inventory, from storage to work-in-progress goods to shipping of
finished goods to the customer.
 The Production Planning (PP) module maintains production information.
Here production is planned and scheduled, and actual production activities are
recorded.

FIGURE 3.5 Modules within the SAP ERP integrated information systems environment

 The Quality Management (QM) module plans and records quality control
activities, such as product inspections and material certifications.
 The Plant Maintenance (PM) module manages maintenance resources and
planning for preventive maintenance of plant machinery in order to minimize
equipment breakdowns.
 The Asset Management (AM) module helps the company manage fixed-asset
purchases (plant and machinery) and related depreciation.
 The Human Resources (HR) module facilitates employee recruiting, hiring,
and training. This module also includes payroll and benefits.
 The Project System (PS) module facilitates the planning for and control over

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

new research and development (R&D), construction, and marketing projects.

This module allows for costs to be collected against a project, and it is
ISO 9001:2015 frequently
Certified used to manage the implementation of the SAP ERP system. PS
manages buildto- order items, which are low-volume, highly complex products
such as
Level I Institutionally ships and aircrafts.
Accredited

Two financial modules, Financial Accounting (FI) and Controlling (CO), are shown in
Figure 3.5 as encompassing the modules described above. That is because nearly
 The Financial Accounting (FI) module records transactions in the general
ledger accounts. This module generates financial statements for external
reporting purposes.
 The Controlling (CO) module serves internal management purposes, assigning
manufacturing costs to products and to cost centers so the profitability of the
company’s activities can be analyzed. The CO modulesupports managerial
decision making.
 The Workflow (WF) module is not a module that automates a specific
business function. Rather, it is a set of tools that can be used to automate any of
the activities in SAP ERP. It can perform task-flow analysis and prompt
employees (by email) if they need to take action. The Workflow module works
well for business processes that are not daily activities but that occur
frequently enough to be worth the effort to implement the workflow module—
such as preparing customer invoices.
In summary, ERP integrates business functional areas with one another. Before ERP,
each functional area operated independently, using its own information systems and
methods for recording transactions. ERP software also makes management reporting
and decision making faster and more uniform throughout an organization. In addition,
ERP promotes thinking about corporate goals, as opposed to focusing only on the goals
of a single department or functional area. When top management is queried on the
reasons for implementing ERP systems, the overriding answer is control. With the
capability to see integrated data on their entire company’s operation, managers use
ERP systems for the control they provide, allowing managers to set corporate goals
correctly.

SAP ERP Software Implementation

A truly integrated information system requires integrating all functional areas,
but for various reasons, not all companies that adopt SAP software use all of the SAP
ERP modules. For example, a company without factories wouldn’t select the
manufacturing related modules. Another company might consider its Human
Resources Department’s operations to be so separate from its other operations that it
would decide not integrate its Human Resources functional area. And another
company might believe that its internally developed production and logistics software
gives it a competitive advantage. So it might implement the SAP ERP Financial
Accounting and Human Resources modules, and then integrate its internally
developed production and logistics system into the SAP ERP system.
Generally, a company’s level of data integration is highest when the company
uses one vendor to supply all its ERP modules. When a company uses modules from
different vendors, additional software must be created to get the modules to work
together. Frequently, companies integrate different systems using batch data transfer

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

processes that are performed periodically. In those cases, however, the company no
longer has accurate data available in real time across the enterprise. Thus, a company
must
ISO be sure
9001:2015 the decision to use multiple vendors—or to maintain a legacy system—is
Certified
based on sound business analysis, not on a resistance to change. Software upgrades of
nonintegrated
Level systems are made more problematic because further work must be
I Institutionally Accredited

done to get software from different vendors to interact. SAP’s NetWeaver development
platform (discussed in Chapter 8) eases the integration of SAP ERP with other
software products.
Any large software implementation is challenging—and ERP systems are no
exception. There are countless examples of large implementations failing, and it is easy
to understand why. Many different departments are involved, as are the many users of
the system, programmers, systems analysts, and other personnel. Without top
management commitment, large projects are doomed to fail. More implementation
issues are discussed in Module 7.
After a company chooses its major modules, it must make an incredible number
of decisions on how to configure the system. These configuration options allow the
company to customize the modules it has chosen to fit its needs. For example, in the
Financial Accounting (FI) module, a business might need to define limits on the dollar
value of business transactions that certain employees can process. This is an
important consideration in minimizing the risk of fraud and abuse, and is just one
example of the many decisions facing a company at the start of a major ERP
implementation.

Figure 3.6 A customization example: tolerance groups to set transaction limits

Features of SAP ERP

Not only was SAP ERP the first software to deliver real-time ERP integration, it
has other features worthy of note. Its most significant characteristics are its suitability
for large companies, high cost, automation of data updates, and applicability of best
practices—all of which are described below.
The original SAP ERP system targeted very large companies. Prior to the
development of ERP systems, it was assumed that these giants could never have
integrated systems because of the sheer amount of computing power required to
integrate them. Increased computing speeds, however, meant that large companies in
a variety of industries, including manufacturing, gas and oil, airlines, and consulting,
could have integrated information systems.
Acquiring an SAP ERP software system is very expensive. In addition to the cost
of the software, many companies find they must buy new hardware to accommodate

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

such powerful programs. For a Fortune 500 company, software, hardware, and
consulting costs can easily exceed $100 million. Large companies can also spend $50
million
ISO 9001:2015 toCertified
$100 million when it is time to upgrade to a newer version of their ERP
software. Full implementation of all modules can take years. In fact, most companies
view
Level ERP implementations
I Institutionally Accredited as an ongoing process, not a one-off project. As
implementations are completed in one area of a company, other areas may begin an
implementation or upgrade a previous implementation.
The modular design of SAP ERP is based on business processes, such as sales
order handling, materials requirement handling, and employee recruiting. When data
are entered into the system, data in all related files in the central database are
automatically updated. No further human input is required to make the changes.
Before the development of SAP ERP, companies often sought vendors to write
software to fit their business processes. As SAP accumulated experience developing
information systems, however, the company began to develop models of how certain
industries’ business processes should be managed. Thus, SAP ERP’s design
incorporates best practices for a wide variety of processes. A best practice is the best,
most efficient way of handling a certain business process. If a company’s business
practices do not follow one of the best practices incorporated in the SAP ERP design,
then the business must redesign its practices so it can use the software. Although some
customization is possible during implementation, many companies find they must still
change some of the ways they work to fit the software.

3.3 ERP for Midsized and Smaller Companies

By 1998, most of the Fortune 500 companies had already installed ERP systems,
so ERP vendors refocused their marketing efforts on midsized companies (those with
fewer than 1,000 employees). Small and midsized companies represented a ripe,
profitable market. For example, in 2001, small and midsized companies in the United
States increased their IT expenditure by more than 4 percent over the previous year.
To appeal to this new market, SAP developed SAP Business All-in-One, a single
package containing specific, preconfigured bundles of SAP ERP tailored for particular
industries, such as automotive, banking, chemicals, and oil and gas. Because it is
tailored to specific industries, SAP
Business All-in-One can be installed more quickly than the standard ERP product.
To address the needs of smaller companies, such as those with less than 500
employees, SAP purchased the ERP system of Israeli-based TopManage Financial
Systems in 2002, and renamed this package SAP Business One. The capabilities of SAP
Business One have increased over the years through both internal development at SAP
and the acquisition of other software companies such as iLytix Systems AS, which
added new reporting capabilities to SAP Business One. In July 2011, SAP announced
that SAP Business One would be available in a new subscription-based, hosted offering
through SAP partners.
In addition, SAP has developed its BusinessByDesign product, which is an ERP
product hosted by SAP and accessed through a Web browser. It is an example of the
software-as-a-service (SaaS) approach that eliminates the need for a company to buy
and maintain the software and hardware to run an ERP application. SaaS does not
eliminate the need to configure the software to manage a company’s processes or the
need to train users of the system, but it does reduce the need for IT support staff to
operate the ERP system. SaaS is discussed more fully the succeeding module.

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

SAP and Oracle have significant competition for small-business customers from a
number of smaller ERP software companies such as Sage Business Solutions, Exact,
Infor,
ISO andCertified
9001:2015 Epicor. In 2000, software giant Microsoft acquired Great Plains, a provider
of ERP software, as an entry into the small-business ERP market. Microsoft currently
hasIfive
Level ERP products
Institutionally Accredited offered under the Microsoft Dynamics label.

3.4 Responses of the Software to the Changing Market

In the mid-1990s, many companies complained about the difficulty of
implementing the SAP R/3 system. SAP faced a canceled implementation by Dell
Computers, a lengthy implementation at Owens Corning, and a lawsuit by the now-
defunct FoxMeyer drug company. Cadbury experienced a well-publicized surplus of
chocolate bars at the end of 2005, due, in part, to a troubled SAP ERP implementation.
In response to these and other implementation challenges, SAP developed the
Accelerated SAP (ASAP) implementation methodology, a framework for
implementing systems, to ease the implementation process. SAP has continued
developing implementation methodology; the latest version, Solution Manager, is
designed to greatly speed the implementation process. SAP continues to extend the
capabilities of SAP ERP with additional, separate products that run on separate
hardware and that extract data from the SAP ERP system. In many cases, these
products provide more flexible and powerful versions of tools available in the SAP ERP
system. SAP’s Business Warehouse (BW) product is an example of one such solution.
Customers needing more capability and flexibility to analyze data beyond the standard
tools and reports in the SD, PP, and FI modules can add Business Warehouse (BW).
The BW software runs on a separate server and lets the user define unique reporting
and analysis methods and integrate information from other systems.
The tools used to analyze data in the BW system are known as business
intelligence (BI). As an example of the use of the business intelligence that can be
gained through using SAP’s Business Warehouse module, SAP has recently announced
its in-memory data analysis tool, SAP HANA (High-performance ANalytical
Appliance), a technology which will likely revolutionize Business Intelligence. Rather
than storing data on hard disk drives, SAP’s HANA system stores data in memory for
dramatically quicker access. SAP HANA will allow companies to analyze business
operations and large volumes of transactional and analytical data in real time.
The SAP ERP system provides some tools to manage customer interactions and
analyze the success of promotional campaigns, but SAP also sells a separate
application called Customer Relationship Management (CRM), which has extended
customer service capabilities. SAP’s CRM product is designed to compete with CRM
systems from competitors, such as Oracle’s Siebel CRM application. SAP addressed the
issue of Internet-based data exchange with its NetWeaver integration platform, which
provides a unified means to connect SAP systems to other systems and to the Internet.
Like all technology, ERP software and related products are constantly changing.
Thus, the challenge for a company is not only to evaluate an ERP vendor’s current
product offerings, but also to assess its development strategies and product plans.

3.5 Choosing Consultants and Vendors

Because ERP software packages are so large and complex, one person cannot
fully understand a single ERP system; it is also impossible for an individual to
adequately compare various systems. So, before choosing a software vendor, most

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

companies study their needs and then hire an external team of software consultants to
help choose the right software vendor(s) and the best approach to implementing ERP.
Working
ISO as a team with the customer, the consultants apply their expertise to
9001:2015 Certified
selecting an ERP vendor (or vendors) that will best meet their customer’s needs.
To Level
After
sumI Institutionally
recommending
it up this module
Accredited a vendor,
has the
presented
consultants
highlight
will typically
significant
recommend the software
highlights suchmodules
as: best suited to the company’s operations, along with the configurations within
those modules that are most appropriate. This preplanning should involve not only the
 It seems obvious today
consultants and that a businessIT
a company’s should have integrated
department, but the software
management of all functional
to manage all functional
business areas as well.areas. An integrated ERP system, however, is
an incredibly complex hardware and software system that was not
feasible until the 1990s. Current ERP systems evolved as a result of
3.6 The Significance and Benefits of ERP Software and Systems
three things:
o the The significanceofofthe
advancement ERPhardware
lies in its and
manysoftware
benefits. technology
Recall that integrated information
systems can lead to more efficient business processes that cost less than those in unintegrated
(computing power, memory, and communications) needed to
systems. In addition, ERP systems offer the following benefits:
support• the ERPsystem,
allows easier global integration. Barriers of currency exchange rates,
o the development
language, and of a culture
vision ofcan
integrated information
be bridged systems,
automatically, so data can be integrated
and across international borders.
o the reengineering
• ERP integrates of companies
people to shift
and datafrom a functional
while eliminating focus
the need to update and
to a business-process
repair many separate focus. computer systems. For example, at one point, Boeing had
450 data systems that fed data into its production process; the company now
has a single system for recording production data.
• ERP allows management to actually manage operations, not just monitor
them. For example, without ERP, getting an answer to “How are we doing?”
requires getting data from each business unit and then analyzing that data for
a comprehensive, integrated picture. The ERP system already has all the data,
allowing the manager to focus on improving processes. This focus enhances
management of the company as a whole, and makes the organization more
adaptable when change is required.

An ERP system can dramatically reduce costs and improve operational efficiency. For
example, EZ-FLO International, Inc., a family-run plumbing products manufacturer and
distributor, had been experiencing double-digit growth and needed a scalable business
platform to support its global growth. The company selected SAP Business All-in-One
customized for wholesale distribution. As a result of the integrated process
capabilities, EZ-FLO has been able to greatly improve its inventory management
processes and has eliminated its annual inventory count, which used to take 100
employees two days to complete.

Performance Tasks

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

For the lecture activities:

1. Watch the video lecture
ISO 9001:2015 Certified
2. Read the SLM
3. For further study:Accredited
Level I Institutionally - Watch this video with this url: https://youtu.be/c9HfNg4a_Og
4. For the Lecture Activities: Accomplish performance tasks using work sheet provided and online
task for Module 3 Performance Task No 3 Short Answer Essay [PT3]
5. For the Laboratory Activities: Please refer to Laboratory Activity No. 2 and complete Machine
Problems 4 – 11
6. For online classes, participate in the discussion forum and for offline e-learning always consult
your instructor once a week through text or messenger.
Activity Information
Topic: Module 3: ERP evolution and business functions Week No.

Course Code: ITEP 308 Term: 1st Semester

Course Title: Enterprise Resource Planning System Academic Year: 2020-2021

Activity Name Activity No. 1: Short Answer Essay Number of 5

items
Due date Overall Points 20

*use the worksheet provided, for online classes please see visit the LMS for online discussion instructions
For the Laboratory:
1. Watch the video, follow and perform the instructions on this particular week we have
laboratory exercises: Laboratory Exercises 6 - Laboratory Exercises 8
2. Watch the video, follow and perform the instructions on this particular week we have 7 Machine
Problems: Machine Problem 4 - Machine Problem 11 and upload the file on the submission link.

Week 3-4: Excel Basic

Laboratory Exercise 6-8: Excel Basics 6 - 8
** There are three videos here with one Excel file and one handout:

Video to watch:  Excel Basics 6: Customize Quick Access Toolbar (QAT) and Show New Ribbon Tabs (10:17 min)
Video to watch:  Excel Basics 7: Keyboard Shortcuts Are Fast!  (08:15 min)
Video to watch:  Excel Basics 8: Default Data Alignment In Excel & How it Can Help (09:25 min)
Practice file for Video/Class Project to download: EB06-08QATKeyboardsDefaultAlign.xlsx
Handout to download (pdf notes): Office2016Class18-20-ExcelBasics06-08QATKeyboardDefaultAlign.pdf
Machine Problem 4:  HW # 1 - 3 at the end of the Excel workbook for this video.
Laboratory Exercise 9: Excel Basics 9
Video to watch:  Excel Basics 9: Number Formatting as Façade & the ROUND Function   ( 28:49 min)
Start file for Video/Class Project to download: EB09-NumberFormattingAndROUND.xlsm
Handout to download (pdf notes): Office2016Class21-ExcelBasics09-NumberFormattingAndROUND.pdf
Machine Problem 5: HW # 1 - 2 at the end of the Excel workbook for this video.

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Laboratory Exercise 10: Excel Basics 10

Video to watch: Excel Basics 10: Date & Time Number Formatting, Formulas, Functions & Calculations ( 39:53
min) ISO 9001:2015 Certified

Start file for Video/Class Project to download: EB10DateTimeNumberFormattingAndCalculations.xlsm

Level I Institutionally Accredited
Handout to download (pdf notes): Office2016Class22-ExcelBasics10-
DateTimeNumberFormatAndCalculations.pdf
Machine Problem 6: HW # 1 - 4 at the end of the Excel workbook for this video.
Laboratory Exercise 11: Excel Basics 11
*Video to watch:   Excel Basics 11: Search for Excel Functions & get help with Function Arguments  ( 17:04 min)
*Practice file for Video/Class Project to download: EB11SearchForFunctions.xlsm
*Handout to download (pdf notes): Office2016Class23-ExcelBasics11-SearchForFunctions.pdf
Laboratory Exercise 12: Excel Basics 12
Video to watch:  Excel Basics 12: Complete Formula Lesson of Formula Types & Formula Elements 12 Examples  
( 42:25 min)
Start file for Video/Class Project to download: EB12-FormulaElements.xlsm
Handout to download (pdf notes): Office2016Class24-ExcelBasics12-FormulaElements.pdf
Machine Problem 7: HW # 1 - 5 at the end of the Excel workbook for this video.
Laboratory Exercise 13: Excel Basics 13
Video to watch:   Excel Basics 13: IF Function Made Easy! IS Functions Too! 14 Epic Examples!!    ( 54:07 min)
Start file for Video/Class Project to download:  EB13-IF-FunctionAnd-IS-Functions.xlsm   
Handout to download (pdf notes): Office2016Class25-ExcelBasics13-IF-FunctionAndIs-Function.pdf
Machine Problem 8: HW # 1 - 4 at the end of the Excel workbook for this video.
Laboratory Exercise 14: Excel Basics 14
Video to watch:  Excel Basics 14: Excel VLOOKUP Function Made Easy! 9 Examples to Make Your Job
Easier! ( 40:07 min)
Start file for Video/Class Project to download:  EB14-VLOOKUPFunction.xlsm   
Handout to download (pdf notes):  Office2016Class26-ExcelBasics14-VLOOKUPFunction.pdf 
Machine Problem 9: HW # 1 - 3 at the end of the Excel workbook for this video.
Laboratory Exercise 15: Excel Basics 15
Video to watch:  Excel Basics 15: Excel Table Feature & Dynamic Ranges for VLOOKUP, PivotTables, & more!   
( 36:46 min)
Start file for Video/Class Project to download:  EB15-ExcelTableFeature.xlsm   
Handout to download (pdf notes):  Office2016Class27-ExcelBasics15-VExcelTableFeature.pdf 
Machine Problem 10: HW # 1 - 2 at the end of the Excel workbook for this video.
Laboratory Exercise 16: Excel Basics 16
Video to watch:  Excel Basics 16: Mixed Cell References #1 Trick to Creating Formulas Quickly!!!    ( 45:07 min)
Start & Finished file for Video/Class Project to download:  EB16MixedCellReferences.xlsm   
Handout to download (pdf notes):  Office2016Class28-ExcelBasics16-MixedCellReferences.pdf 
Machine Problem 11:  HW # 1 - 4 at the end of the Excel workbook for this video.
Week 3- Week 4 Deliverables
MP # Workbook Sheet
Machine Problem 4 EB06-08QATKeyboardsDefaultAlign.xlsx HW # 1 - 3
Machine Problem 5 EB09-NumberFormattingAndROUND.xlsm HW # 1 - 2

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Machine Problem 6 EB10DateTimeNumberFormattingAndCalculations. HW # 1 - 4

xlsm
Machine Problem 7 EB12-FormulaElements.xlsm
ISO 9001:2015 Certified HW # 1 - 5
Machine Problem 8 EB13-IF-FunctionAnd-IS-Functions.xlsm HW # 1 - 4
Level I Institutionally Accredited
Machine Problem 9 EB14-VLOOKUPFunction.xlsm HW # 1 - 3
Machine Problem 10 EB15-ExcelTableFeature.xlsm HW # 1 - 2
Machine Problem 11 EB16MixedCellReferences.xlsm    HW # 1 - 4

Lecture Submission Instructions:

For online classes: Please use this: ActivityCode-Section-LastNameFirstName: eg. PT2-BSIT3A-VILLARICA-MIA
and submit your output by uploading it on the submission link provided on the LMS.

For offline classes: Compile your work per week and follow the sample naming convention online. Week 1 –
Lecture Deliverables please use this: ActivityCode-Section-LastNameFirstName: eg. PT2-BSIT3A-VILLARICA-
MIA

Laboratory Submission Instructions:

For online classes: links are provided at the LMS for naming convention submission, please use this SECTION-
LASTNAME-FIRSTNAME- ActivityCode.xlsx : eg. BSIT3A-VILLARICA-MIA- MP4.xlsx

For offline classes: Compile your work per week and follow the sample naming convention online. Week 1 –
Laboratory Deliverables please use this SECTION-LASTNAME-FIRSTNAME- ActivityCode.xlsx : eg. BSIT3A-
VILLARICA-MIA- MP4.xlsx

Understanding Directed Assessment

Performance Task Rubrics for rating per item:

Score Content Organization Development Use of Language

Answer is appropriate to the Clear sense of order.  Begins with a Develops each point with many specific Uses technical or scientific
question.  Content is factually thesis or topic sentence.  Supporting details.  Answers question completely. terminology appropriately and
correct. points are presented in a logical correctly.  No major grammatical
4 progression. or spelling errors.

 
Answer is appropriate to the May lack a thesis sentence, but points Each point supported with some details Accurate word choice.  No more
question.  Content may have are presented in a logical progression. and evidence.  All important points than 2 major errors and a few
3
one or two factual errors. included. minor errors.

2 Content relates peripherally Logic of argument is minimally Sparse details or evidence.  Question Ordinary word choice; use of
to the question; contains perceivable.  Points presented in a only partially answered. scientific terminology avoided. 
significant factual errors. seemingly random fashion, but all Some serious errors (but they
support argument. don’t impair communication).

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

 
Content unrelated to Lacks clear
ISO 9001:2015 organizational plan. 
Certified Statements are unsupported by any Limited vocabulary; errors
question. Reader is confused. detail or explanation.  Repetitious, impair communication.
1
Level I Institutionally Accredited incoherent, illogical development.

Adapted from the Creator:  Denise Lim, Biology, Cabrillo College

Assessment Task Rubrics for rating per item:

Excellent Good Fair Poor

 Criteria
10 pts 7 pts 4 pts 1 pts

Formulas The formulas were used Most of the numbers that Some of the numbers Only 1 or 2 of the numbers
wherever appropriate. needed to be calculated that needed to be that needed to be calculated
There were no numbers were done by formulas. calculated were done by were done by formulas.
typed in to do any formulas.
calculations.

Organization The spreadsheet is very The spreadsheet is a little The spreadsheet appears The spreadsheet is all over
organized and very easy to difficult to read. Some of to have some order. It the place. The data is not
read. the data and the chart are can be read, but is very organized and the graph
scattered or cluttered. difficult. does not accompany the
data.

Required Data All the information is The spreadsheet is The spreadsheet is The spreadsheet is missing
present and it good form. missing 1 or 2 items. missing 3 or 4 items. 5 or more items.

Graph The graph is present and The graph is present and The graph is present, but There is no graph.
represents the data is in good form with data, does not represent the
appropriately. but lacks a couple key data.
figures.

Formatting The graph has all the The graph is missing one The graph is missing 2 of The graph is missing all the
Requirements headings, column labels, of the requirements the requirements. formatting requirements.
number labels, and is easy
to read.

Extra Formatting The graph has extra The graph has extra The graph has a couple The graph has no extra
features that makes the features, but it makes the extra features, but it formatting features.
graph more attractive and graph more difficult to makes the graph difficult
is still easy to read. read. to read.

Adapted from the Creator:  https://www.rcampus.com/rubricshowc.cfm?code=R74A8X&sp=true

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica
 Republic of the Philippines
Laguna State Polytechnic University
Province of Laguna

Learning Resources
1. Monk, ISO
E.,9001:2015
& Wagner, B. (2013). Concepts in enterprise resource planning / Ellen F. Monk,
Certified

Bret J. Wagner. (Fourth ed., Excellence in information systems).

Level I Institutionally Accredited
2. Girvin, M. (2020). Excel is Fun!. Retrieved 15 September 2020, from
https://people.highline.edu/mgirvin/excelisfun.htm

LSPU SELF-PACED LEARNING MODULE: SYSTEM INTEGRATION AND ARCHITECTURE 1

Prepared By: Mia Villar Villarica