Cisco Erp Essay

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Cisco ERP Implementation Background Pete Slovick, CIO comes to Cisco from Apple in Jan 1993 Cisco is growing like crazy 1995 96 97 98 99 2000 $2B $4B $6.5B $8.5B $12B $19B January 1994 Legacy Systems Fail leaving company shut down for 2 days ERP Project: June 1994-Feb 1995 Leadership Action and Role Played by Senior Management CEO-Morgridge, Made it clear to CISCO that the ERP project was a priority (one of seven goals for the year Board of Directors, Approved project and showed by actions (including final party) their support Redfield, SVP of Manufacturing, initial business sponsor, recognized importance of project being a priority Executive Steering Committee—see role and membership CEO of Hardware vendor post implementation during performance problems—Exec Sponsor IT-Slovik Pond, director in manufacturing—helped sell the project, later promoted to VP (eventual co-leader of the project Mark Lee, KPMG, senior (former IT director) and experienced with ERP Tom Herbert, Program manager Project Approach Tight schedule/definite project end date “Big Bang” implementation, not phased approach Limit customization Put the “best and the brightest” on the implementation team, people that the business units did not want to give up Use of outside experts—KPMG Rapid Prototyping method used CRP—Conference Room Pilots (4 of these phases, each more sophisticated and detailed) Testing process (good and bad—used sequential, not parallel processes and limited database) Use of weekly executive meetings to review project status post implementation (performance problems) Use of SWAT team approach to improve performance and stabilize the system post implementation Project Management Vendor selection process Contracts with key

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