Contemporary issues.

What we need to look at are those systems referred to as transformational; that are going to give us an even greater capability in the future. But you cannot get the transformation if you try to do everything ... you are going to have to make some choices.

--David Keith (Dave) McCurdy

Effects-Based Performance: Bridging the Gap Between Fighter Operations and Maintenance Effect of Enterprise Resource Planning on Organizational Productivity

Contemporary Issues in this edition presents two articles: "Effects-Based Performance: Bridging the Gap Between Fighter Operations and Maintenance" and "Effect of Enterprise Resource Planning on Organizational Productivity."

In "Effects-Based Performance: Bridging the Gap Between Fighter Operations and Maintenance" Major Shamsher S. Mann, USAF, examines how effects-based operations (EBO) techniques might provide a more correct measure of both operations and maintenance performance. EBO advocates actions based on the desired effects over arbitrary metrics.

Traditionally, both operations and maintenance have focused on a myriad of statistics as a sole means to assess performance. While necessary, these metrics have become the final product in performance assessment and have taken on a life of their own. Drawing on the lessons from effects based operations, Mann believes there is significant room for improvement in how operations and maintenance in fighter squadrons assess themselves.

Major Julie S. Newlin, in "Effect of Enterprise Resource Planning on Organizational Productivity" provides an overview and discusses the effects of implementing enterprise resource planning (ERP) systems within an organization. ERPs are comprehensive packaged software solutions which aim for total integration of all business processes and functions.

According to Newlin, if time is spent on choosing the correct tool and ensuring the data is good, many benefits stand to be realized. However, there are stages to an implementation, and productivity may decline before it begins to improve. Discounting one study's negative findings (Shin) on the impact on productivity, findings are positive. Studies found that productivity improves after an initial decline, at worst returning to pre-implementation levels. Measurable implementation milestones should be set so that organizations can track their progress and quantifiably state productivity levels. Finally, managers need to be careful in defining success and manage each stage of the implementation to ensure overall, long-term improved productivity.