Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2017-04-25T12:38:56Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) JaimeMirandaJunior-UFPE-CIN-2016.pdf: 1131157 bytes, checksum: afcedebe61004fedafab8fd77e3566ee (MD5) / Made available in DSpace on 2017-04-25T12:38:57Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) JaimeMirandaJunior-UFPE-CIN-2016.pdf: 1131157 bytes, checksum: afcedebe61004fedafab8fd77e3566ee (MD5) Previous issue date: 2016-12-06 / Os Sistemas ERP (Enterprise Resource Planning) podem ser definidos como sistemas de informações que são adquiridos no formato de pacotes de software, cujo principal objetivo é integrar os dados e processos de negócios das organizações. No início dos anos 2000, as organizações começaram a investir nesses sistemas, a fim de obter diferenciação e vantagem competitiva no mercado. A literatura apresenta inúmeros fatores críticos de sucesso na implementação do ERP, sendo a comunicação de baixa qualidade, neste processo de implantação, um desses, haja vista que a sua adoção determina mudanças estruturais e organizacionais. Com o intuito de estruturar a comunicação entre líderes e participantes da implantação de sistemas ERP, este trabalho descreve um processo de comunicação, denominado pelo termo CEI (Communication Process in ERP Implementation). O CEI faz o uso de conceitos de BPM e do método de sensemaking, bem como utiliza a abordagem da comunicação como estratégia chave para implantação de sistemas ERP. O principal produto do CEI são definições de abordagens de comunicação mais adequadas para cada ator envolvido no processo de implantação do ERP. O processo proposto passou por dois tipos de avaliações: uma primeira avaliação relacionada à concepção do CEI e contou com especialistas em processos; e a segunda avaliação refere-se à usabilidade do processo, aplicada aos líderes da implantação de sistemas ERP em uma organização. Ambas apresentaram resultados positivos, contendo várias sugestões de melhorias para o CEI, como por exemplo, o aperfeiçoamento na documentação do processo e a disponibilização de templates das abordagens de comunicação. Por fim, buscou-se com o CEI, estruturar a comunicação no processo de implantação de sistemas ERP. / Enterprise Resource Planning (ERP) Systems are information systems that users can acquire as software packages that are mainly intended to integrate data and business processes. In early 2000, organizations started investing in these systems to gain competitive advantage in the market. Bibliography shows countless critical factors of success on ERP implementation, and low quality communication in this process is one of the critical factors for the success of its implementation, because it needs organizational and structural changes. In order to structuring the communication between leaders and participants in ERP systems implementation, this work describes a CEI (Communication Process in ERP Implementation). This process takes advantage of BPM concepts and the sensemaking method, and makes use of communication approach as a key strategy for implementing ERP systems. The main result of a CEI is the definition of communication approaches more suitable for each actor involved in the ERP implementation process. The proposed process got through two kinds of evaluations. In the first of them, process experts evaluated the CEI concept; and in the second one, ERP systems implementation leaders in an organization evaluated the process usability. Both of them showed positive results, with several proposals for improving the CEI, like a proposal for improving the process documentation and offering templates of communication approaches. Finally, CEI was proposed for structuring the communication on the ERP systems implementation process.

Bygg- och fastighetssektorn står för cirka 20 procent av Sveriges totala växthusgaser. I taktmed att regeringen ställer allt högre krav för att minska utsläppen så har byggbranschen enlång väg kvar att gå. Sektorn behöver ställa om och minska sitt utsläpp för att klimatneutralitetår 2045 skall komma att bli verklighet.Ett sätt i rätt riktning är att material återbrukas i nya projekt istället för att slängas i containraroch därmed aldrig komma till användning. I denna rapport kommer projektörer ochbyggchefer som gjort ett aktivt val att inte köra iväg återbrukbart material lyftas. Derashistorier kommer att genomsyra denna rapport för att skapa ett incitament förmaterialåterbrukets förmåga att inte bara skapa nya historier på nya platser men också för atthjälpa sektorn och kommande generationer för en klimatsmartare planet.Syftet med arbetet är att ta reda på vilka byggnadsmaterial och inventarier som Skanska kan fåmest nytta av att återanvända samt betrakta den lönsamhet dessa byggnadsmaterial skulle geom de selektivt kunde återanvändas.Vidare i studien presenteras rådande utmaningar som föreligger för att material ska kunnaåterbrukas. Några exempel som denna rapport vidrör är garantier och kvalitéer för diversematerial och processförändringar som Skanska står inför. Fortsättningsvis krävs att innovativalösningar och att det finns engagemang från start för att återbruk ska fungera i samtligaprojekt. / The construction sector accounts for approximately 20 percent of Sweden's total greenhousegasses. As the government sets ever higher requirements to reduce emissions, the constructionindustry has a long way to go. The sector needs to adjust and reduce its emissions in order forclimate neutrality to become a reality in 2045.One way in the right direction is for materials to be reused in new projects instead of beingthrown into containers and thus never being used. In this report, designers and constructionmanagers who have made an active choice not to drive away reusable material will behighlighted. Their stories will permeate this report to create an incentive for materialsrecycling's ability to not only create new stories in new places but also to help the sector andfuture generations for a climate friendly planet.The purpose of the work is to find which building materials and fixtures that Skanska canbenefit from reusing as well as consider the profitability these building materials wouldprovide if they could be selectively reused.Furthermore, the study presents current challenges that exist in order for materials to bereused. Some examples that this report touches on are guarantees and qualities for variousmaterials.Reuse can become a reality in the future if the projects come up with more innovativesolutions and involvement from the start of the project for reuse to be efficient.

The aim of this thesis is description of the EU legal process during and after Brexit. The thesis includes description of functioning of European Union institutions. Also, there is a description of the legislative process, a description of the course of the referendum on Brexit and a summary of the impacts, especially the economic ones. One of main themes of the practical part is the analysis of changes that will occur in institutions after the departure of Great Britain - what will be the new composition and what specific changes will happen here. In the practical part, the research question was set: How will the failure of the British mandate influence the course of voting in the EU Council? For finding answer on the research question, was made an analysis of legal acts which was approved by the ordinary legislative procedure 2014-2018. There is a special focus on the UK position during the vote analysis. The analysis is based on data that comes from the EU portal, which allows access to EU law - Eur-lex.europa.com. Data was collected and divided by reference years and by the country's position.

Title: Critical Success Factors for Integration of Enterprise Resource Planning System   Level: Student thesis, final assignment for Master Degree (one year) in Business Administration   Author: Kambiz Kafi   Supervisor: Dr. Maria Fregidou-Malama   Examiner: Dr. Ehsanul Huda Chowdhury   Date: 2018-11-26   Aim: This study examines the Critical Success Factor (CSF) model and its implementation in a case study where ERP Systems are integrated. The model includes Legacy System as a CSF.   Method: Deductive reasoning and case study were applied to support the research theory. Primary and secondary data were collected. Interviews with managers and staffs were performed.   Result & Conclusions: The study shows the factors that are critical in successful implementation of ERP project and how a successful implementation and integration of ERP projects is executed when two companies are being merged. It also shows how the ERP integration project can be implemented. This work studied an implementation of Holland and Light’s theoretical CSF model empirically and validated that the model is general and robust for successful ERP implementation and managing changes.   Contribution of the research: This study of integration of few Legacy Systems when companies are being merged is a contribution to the theory of CSF. The central role that Legacy Systems plays in ERP project implementation is shown empirically. This study presents Software Alignment (Software Configuration) based on two company’s business processes empirically and found it to be essential in success of ERP projects. The research shows how CSF model manages changes, assisting managers in merging two companies successfully. The research presents a modified Holland and Light CSF model to meet the merging situations.      Suggestions for future research: To gain more knowledge about CSFs for integration of ERPs, this study suggests further cross- industrial empirical studies in wholesale and retail industries with varied sizes. Research about identifying CFSs in extended ERP using e_CRM is recommended.