MUFI Rating & Risk – JD Edwards World
MUFI: Maintainability, Usability, Functionality, Implement ability
Vendor: Oracle (Select For Vendor Profile)
Oracle JD Edwards World is Oracle’s ERP system for the midmarket, also acquired from JD Edwards.
Oracle acquired PeopleSoft and JD Edwards in 2005 (JD Edwards having itself been acquired by Peoplesoft in 2003), which means that as Oracle puts minimal developing into its acquisitions, this application is quite dated. Oracle JD Edwards World has a dated user interface.
Oracle JD Edwards World is a seriously old application. All of the screens appear to have been retrofitted from a green screen system.
Oracle JD Edwards World is our lowest rated application regarding usability, and its functionality is difficult to access.
It’s time to sunset this application. Oracle JD Edwards is not a competitive ERP system, and without the tie to Oracle, it would not survive on its own. The fact that Oracle has allowed the application to continue to be sold in its present state without investing development money is further evidence that being purchased by Oracle is a ticket to being obsolete as an application. Oracle is rated as our most slippery and difficult software vendor to deal with, and Oracle’s support is badly slipping for its applications. Every ERP system on our list will be a better choice over Oracle JD Edwards World, and most of these applications are developed by vendors far easier to deal with than Oracle.
All scores out of a possible 10.
Vendor and Application Risk
Oracle JD Edwards World is a risky implementation, the largest risk being related to the quality of the application itself. World is a much less expensive application than EnterpriseOne, and World accounts do not get the same type of control from Oracle account management as EnterpriseOne, and because the consulting rates are not very high for Oracle World they are not targeted by the major consulting companies, and those are both positives.
Likelihood of Implementation Success
This accounts for both the application and vendor-specific risk. In our formula, the total implementation risk is application + vendor + buyer risk. The buyer specific risk could increase or decrease this overall likelihood and adjust the values that you see below.
Risk Management Approach
Oracle’s refusal to invest in World means that the buyer is implementing an inefficient system that has constant and well-deserved user adoption issues. Because of this buyers must put a very high amount into user training versus other ERP implementations.
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Software Selection Book
Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Sources of Information
What the Book Covers
Essential reading for success in your next software selection and implementation.
Software selection is the most important task in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software—the software that matches the business requirements—is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection. This book can be used for any enterprise software selection, including ERP software selection.
This book is a how-to guide for improving the software selection process and is formulated around the idea that—much like purchasing decisions for consumer products—the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision, and gives the reader an insider’s understanding of the enterprise software market.
By reading this book you will:
- Learn how to apply a scientific approach to the software selection process.
- Interpret vendor-supplied information to your best advantage. This is generally left out of books on software selection. However, consulting companies and IT analysts like Gartner have very specific biases. Gartner is paid directly by software vendors — a fact they make every attempt not to disclose while consulting companies only recommend software for vendors that give them the consulting business. Consulting companies all have an enormous financial bias that prevents them from offering honest advice — and this is part of their business model.
- Understand what motivates a software vendor.
- Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to properly interpret information from consulting companies.
- Make vendor demos work to your benefit.
- Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
- Differentiate what is important to know about software for improved “implement-ability” versus what the vendor thinks is important for improved “sell-ability.”
- Better manage your software selection projects to ensure smoother implementations.
- Chapter 1: Introduction to Software Selection
- Chapter 2: Understanding the Enterprise Software Market
- Chapter 3: Software Sell-ability versus Implement-ability
- Chapter 4: How to Use Consulting Advice on Software Selection
- Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
- Chapter 6: How to Use Information Provided by Vendors
- Chapter 7: How to Manage the Software Selection Process