Ibm 's The Erp Implementation Project

They faced challenges from acquiring many companies because during the acquisitions Bombardier inherited the data, processes and systems of each company which created inefficiencies. Systems didn’t communicate with each other resulting in low inventory turns and price inconsistency. This was not productive for Bombardier and was time consuming for the employees. The biggest problem was the low visibility of inventory and the lack of communication between systems. Bombardier had now a global presence but was not organized to maintain growth without changing the vision and processes. Another challenge is resistance to change, this factor can have a huge impact on the new vision and

The case shows the implementation of SAP ERP solution in NIBCO, a manufacturer of pipe and fittings, a mid-size manufacturer with about 3,000 employees and revenue over 460 million USD. The company

The product of the company is not having a broad scope to compete in the market. With companies like CISCO having broader products, its very difficult to compete in the market. So the company needs to create a more viable business model and upgrade the products.The technical solution of the

This case study goes through the evolution of IT governance at Cisco and the related project management. This case is a classic example of the result of a decentralized governance of business units. What happened to CISCO due to the decentralized governance, how the business processes were modified to overcome the chaos created by the decentralized governance and how the employees and management reacted to this change in CISCO’s business governance? This case clearly illustrates the effect of a totally decentralized governance and how changing to a centralized governance leads to unrest and resistance. It also illustrates how the cultural/managerial change effects the business decisions needed to be made

The Cisco philosophy regarding IT was simple: As long as someone was willing to pay for it, the IT department would work on whatever process/project specified. This is not only a waste of money, but it also creates problems when trying to work across teams. If two teams use two different processes to come

They had taken the technology for granted and did not allocate the proper resources for such an integral system. Their technology was outdated and they failed to manage the integration process properly. They failed to control changes made to the network effectively. Their people also lacked the training necessary to maintain the network. Likely as a response to the cost cutting, they also failed to build in enough redundancy into the system and did not have an effective maintenance program to keep the network going.

The IT folks couldn’t communicate properly with the business about their ideas and strategy that confused the business and made them reject the ideas that were actually worth trying.

1. Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project.

Because of the limitations and failures of this process, VPs were frustrated with the fact that everything with IT took longer than promised. On the other side, IT blamed the business for their lack of prioritization and planning about the projects. The lack of coordination in this situation was not sustainable in the future because the stability of the relationship between IT and the business units was in danger.

The role played by the IT in the company to the rest of the organization is reactive to business conditions rather than a proactive approach. IT has been busy establishing several IT processes, policies, and projects in order to catch up with current demand from customers, and has been relying on the “diving catch” approach of finishing things at the very last minute.

Symptoms: A few symptoms mentioned was that specialized knowledge was concentrated in a few individuals, embellishing the scorecards to mask some of the issues, gaps in understanding of priority between project team and actual business, and finally some feedback on wanting SAP to have done more for an individual’s current job.

The budget for the IT projects was set to $60 million; this budget was capped by the parent Volkswagen group in Germany. There clearly is not enough in the budget to accommodate for every project that IT comes across. In that sense they

The business division also felt that IT lacked credibility, and could not be trusted to complete business projects successfully. These feelings were further reinforced by the fact that it took IT a long time to install new, business related technology. To make matters worse, these new applications and systems often did not work as expected right away and the IT staff seemed uninterested in fixing them quickly. Hefty Hardware also had a high CIO turnover due to the many failed projects.

Changing the IT infrastructure however would prove problematic. Cisco had a policy of centralized IT yet the company had several legacy systems that had become siloed, and lack of integration to them was slowing down sourcing, supply chain integration to manufacturing and also drastically slowing down revenue recognition as exemplified with the many problems with general ledger and other core transaction processing applications. Making matters worse, Cisco has deliberately created system workarounds to circumvent their legacy systems that had been causing the slow-down in core manufacturing and accounting system.

To uphold a good relationship with them is the answer to minimise the risk. Thus, offering them the new integrated online system which will ease and simplify their deal, will be very advantageous.