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Cisco's ERP Implementation: A Smart and Lucky Implemented Scheme

Cisco's ERP implementation was both smart and lucky: - They gained top management support, chose a challenging deadline, formed cross-functional teams, and closely tracked progress. - They were lucky to complete the project on time despite issues like lacking a full data test and overreliance on the team. - After go-live, performance dipped due to hardware and software not handling transaction volumes as expected, revealing Cisco did not sufficiently test for integrated processes and data volumes.

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Harshad Sachani
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106 views1 page

Cisco's ERP Implementation: A Smart and Lucky Implemented Scheme

Cisco's ERP implementation was both smart and lucky: - They gained top management support, chose a challenging deadline, formed cross-functional teams, and closely tracked progress. - They were lucky to complete the project on time despite issues like lacking a full data test and overreliance on the team. - After go-live, performance dipped due to hardware and software not handling transaction volumes as expected, revealing Cisco did not sufficiently test for integrated processes and data volumes.

Uploaded by

Harshad Sachani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Ciscos ERP implementation: A Smart and Lucky implemented scheme.

SMART Moves ERP implementation- an organizational priority and got top management support.
The adhesion to not to allow customization was vital. Forming an internal technical team with trusted business team
from KPMG.
Support of KPMG in identifying the right vendor - Oracle and charting an aggressive implementation plan.
Choosing a challenging end date and overcoming own limitations for companys business benefit. Fast decision making
and training with team coordination and considering changes which are substantial than the required.
Track teams with people of different expert fields- business and technical.
Team commitment and adhering to deadlines sincerely and pilot testing.

LUCKY Moves Able to achieve an over-optimistic goal of project completion. They even shifted an IT team for data-warehouse work by
stalling other projects. If they wouldve faced externalities of under-performance from other clients or worst, a law suit,
they wouldnt have completed the project in time.
Though logical but they did not test the data in a full-proof way. (Sequential-Simultaneous testing)
Completed task configuration in 2 days which takes 6 months. They over-relied on team to perform.
Financial analysis was vague. They did not see the ROI. They were lucky to recover it by ERP solution.
Partners like Oracle and KPMG who worked devotedly. Oracles steal deal was a savior for them.

Reasons for performance dip after initial cut-over to ERP:

1.

Hardware architecture and sizing was lesser than the expected working level and thus the system went down nearly once
every day.
Software was unable to handle the transaction volumes required and system broke on big data volumes. Following were
the reasons for it:
Cisco did not test the system for a big enough integrated database
Cisco had run individual processes sequentially rather than simultaneously
Thus it was inefficiently processing some of the common tasks that the company always expected it to deliver. These
technical glitches decreased the performance and stalled normal business functions significantly.

2.

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