ERP systems in its core fasten the work executed behind the scene. ERP systems infact have nothing to do for continues works. This is why ERP systems are generally considered as non-activity supply services behind the front. When the forefront jobs are entered the ERP systems, something complex which have been never done before in the company takes place by the ERP software behind the scene. The reports generated by the ERP Systems are used to increase the performance of the company. Which means that ERP systems perform unbelievable processes behind the scene for the continuous works executed forefront which results with reports for increasing the efficiency, decreasing the costs which mean higher profits.
Another advantage of ERP Systems is not permitting individual systems to continue in the company. All system can be controlled by the authorized members of all functional units and so related managers can be informed to complete their tasks. That is to say that in ERP systems all processes can be easily controlled and as one units finishing its task doesn't mean the work to be finished, managers inform all other units to finish their task according to the schedule for a proper finishing of the project. That is why with ERP systems the status can be easily seen and related reports can be easily generated and evaluated to not to permit the project to go outside the baselines.
The result of the researches about the extra profit gained by the companies using EPR Systems are very interesting. Companies which ground the ERP Systems perfectly have an incredible increase in their performances.

"Construction management" or in its broadest sense "Project Management" have been gone on for a very long time without any change in the scope. The aim of the project management is to use the time, money, resources with the maximum efficiency to finalize the project with the approved budget, time and the quality. In present days the thing that has changed is not the aim, just the tools. Today with the developing technologies Project management is not a "Know-how" subject, it is a "Do-how" subject.

The first component of the management skill is to be the master of the information and data. Both information and data is very valuable if they are reachable. The accuracy of the decisions of the managers depends on the accuracy of the information and data that are reachable. Unreachable data in a project will cause troubles during the project execution.
In a construction company all of the data from all processes must be collected in one collective database. This collective database must cover all data from quantity survey, analysis, unit price, bid, payment statement, cost accounting, inventory, time keeping, stock, current account, procurement, payment plan, work schedule, (Primavera), budget, cash flow tables, profit/loss calculations, with a proper format and when needed these data can be forwarded the related manager with a proper report. In fact all these data are collected in construction companies but with in different software under different liable.

As an example, data from design software, accounting software, CPM software, quantity survey software, stock software, time keeping software and etc must be gathered to create a basic performance report. Infact all these data are gathered from these software separately and put in to a file on the shelf to wait the day when someone asks for them. If all these data cannot be gathered with an algorithm that combines all data in a proper report suitable for the aim, it becomes impossible to evaluate the overall project. That is to say while looking to trees separately; the view of the forest will be missed.
Whatever the name of the solution or whichever software used for separative data gathering, data are not under control. If all of the data are not collected in a single collective database which will forward the managers to evaluate all possible solutions from easily created simple reports, then the results are also not under control.

utku - 2010
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