Enterprise DBMS Implementing an Enterprise Database Management Essay

Excerpt from Essay :

Enterprise DBMS

Implementing an Enterprise Database Management System

Enterprise Database Management Systems (DBMS) are the catalyst and foundation of many of the enterprise software applications, platforms and enterprise systems in place today. Having progressed from being a relational database in the past to often being used as the foundation for complex process workflow and transaction systems (Casati, Castano, Fugini, 2001) the DBMS architecture has taken on a central role in enterprise computing. The intent of this paper is to analyze the DBMS implementation critical success factors in enterprises, in addition to analyzing the advantages and disadvantages of enterprise DBMS systems and platforms.

Analysis of DBMS Implementation in the Enterprise

In many respects the critical success factors of Enterprise Resource Planning (ERP) systems reflect or mirror those for DBMS systems, as the latter systems are often platforms for ERP applications (Lungu, Velicanu, Botha, 2009). When DBMS systems are implemented, it requires the entire culture of a company or organization to change. As a result, the major forces or catalyst of successful change have little to do with technology and are instead more focused on changing processes and systems to make them more efficient. The critical success factors for the implementation of DBMS systems include endorsement and active support from the CEO of the business, the active participation of those most affected by the change, and a focus on measurable and quantifiable performance gains as a result of the investment in process change and technology (Remus, 2007). All three of these factors, when managed well, can lead to successful DBMS system development and customization to the needs of a given business or enterprise. Not done well, especially the areas of change management and redefining the workflows of how people do their jobs, can lead to significant resistance and even creative resistance in the form of rejecting the new system, refusing to use it and reverting to manual approaches instead (Remus, 2007). The impact of the CEO and executives' buy-in and endorsement of the system is the single biggest catalyst for successful change management occurring over time however (Remus, 2007).

For a DBMS implementation to go well and accomplish the system objectives, all three of these factors need to be continually worked on and fine-tuned to the needs of the company. The process-based integrations must also be completed and tested to ensure the DBMS is delivering the right response to queries and request for information (Casati, Castano, Fugini, 2001). In addition the applications being support must also be tested and a specific change management plan created to ensure support for the various departments using specific applications in key departments. An example of this type of dynamic can be found with…

Sources Used in Document:

References

Fabio Casati, Silvana Castano, MariaGrazia Fugini. (2001). Managing Workflow Authorization Constraints through Active Database Technology. Information Systems Frontiers: Special Issue: Information Systems Frontiers on Workflow, 3(3), 319.

Tim Gouldson. (2001, January). CRM drives need for bigger, better data warehouse. Computing Canada, 27(1), 15.

Lungu, I., Velicanu, M., & Botha, I.. (2009). Database Systems - Present and Future. Informatica Economica, 13(1), 84-99.

Mercioiu, N., & Vladucu, V.. (2010). Improving SQL Server Performance. Informatica Economica, 14(2), 55-60.

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