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Erp related technology
Erp related technology
Erp related technology
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CASE QUESTIONS - CISCO
1a. How did Cisco find itself in trouble with regard to its intended IT prior to Brad Boston's arrival? Prior to his arrival, Cisco had a decentralized approach to IT spending. Independent business groups were making decisions in functional silos. Each group had its own funds for IT, therefore, redundant applications such as CRM systems were created. This was a global issue as well as a localized issue. 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 up with the same information and communicate it differently, then they are going to have difficulties communicating.
b. Why didn't the single ERP System help the situation? The ERP system became somewhat obsolete since each business group created customized software applications that each had different interfaces. Also, business groups were inconsistent with their organizational definitions. Some units defined a shipment as the product moving from the manufacturer to the distributor, while others defined it as the distributor sending the product to the customer. This inconsistency caused the departments to create their software that would pull specific information as they defined it.
c. Why didn't this ensure more consistency? There was no consistency because the process was decentralized. The lack of consistency was inevitable considering the number of functional silos established with Cisco. As stated in the case, there was "no centralized group checking for conflict."
d. What was Brad Boston's solution to the problem? Brad Boston's solution was to create a centralized IT department that would oversee all IT spending. This department would have a standardized process for individual departmental projects. This would allow the company to keep outside contractors without incurring the added expenses of including them in Boston's headcount. It would also allow the departments to initiate projects but would ensure that these projects were not undermining the company's objectives and were not duplicating resources.
e. Does the CIO's amnesty program stand a good chance of uncovering most of Cisco's shadow IT projects? The amnesty program stood a chance of uncovering some of the Shadow IT projects, but not most of them. If departments felt that projects were critical enough to "sneak" around and implement on their own, it is unlikely that they would be willing to voluntarily give them up. The projects that would be turned over in the amnesty program would be petty projects that involve small amounts of time and money.
Cisco Designs, manufactures, and sells Internet Protocol (IP) - based networking and other products related to the communications and information technology (IT) industry and provide services associated with these products and their use. The company provides products for transporting data, voice within buildings, across campuses and globally. The products are utilized at enterprise businesses, public institutions, telecommunications companies and other service providers, commercial businesses, and personal residences. Cisco conducts its business globally and manages its business geographically. Its business is divided into the following three geographic segments: The Americans; Europe, M...
The user requirements were not taken into consideration thus affecting the purchasing orders, poor management of inventory, the manufacturing and finance department were not integrated. This also required a lot of recoding thus costing AMP Canada further investment
One important strategic decision that Besier, the CEO (who believed that his products should be sold heavily on American market that that of Europe), took was to move away from the German model in several aspects. One of the aggressive decision he took was to put the entire sales force team under commission sales plan as a result of which, Chevron, the first multimillion dollar sale of R/3, evidenced to be a turning point for SAP. As an outcome, SAP outperformed all of its competitors by 300-800%, the success opened up other large accounts to company.
Ziff Davis, an American publisher and internet company, wrote a small document on the top 5 reasons ERP systems fail and how to fix those reasons. The document makes an interesting point of “failure is often a perception, rather than a quantifiable measure of outcomes (Ziff Davis 2),” meaning companies may think they have failed by their perception, when in actuality they didn’t proper measure their outcomes or potential outcomes. The first reason the document goes over is “setting unrealistic expectations at the outset. (3)” The document claims that a company is eager and excited to implement the system without fully defining business requirements and goals (3). This ties back with that perception and measurement dilemma. The company perceived everything was going to be well with the implementation, but failed to measure out goals and requirements. Ziff Davis goes into the fact that companies fail to realize “the level of resource commitment the project will take (5)” and that “Done properly ERP can and will transform your business by automating and re-engineering its beating heart: its business processes. (4)” Again these point out to that perception and measurement factor. Another reason the document goes over is “Not involving key stakeholders (6)”. Ziff...
During the 1990s, each company experienced specific difficulties to their market share. Both companies struggled to reestablish themselves in the global consumer electronics world. As the year 2000 came around, new CEOs at both companies came up with even more complicated initiatives and reorganizations.
In modern day business, there can be so many pressures that can cause managers to commit fraud, even though it often starts as just a little bit at first, but will spiral out of control with time. In the case of WorldCom, there were several pressures that led executives and managers to “cook the books.” Much of WorldCom’s initial growth and success was due to acquisitions. Over time, WorldCom discovered that there were no more opportunities for growth through acquisitions when the U.S. Department of Justice disallowed the acquisition of Sprint.
At the moment, Enterprise resources planning (ERP) systems had become important systems in the modern business world. The meaning of ERP itself is an integrated software package composed by a set of standard functional modules (production, sales, human resources, finance, etc.) developed or integrated by the vendor that can be adapted to the specific needs of each customer (Esteves et al. 2000).
A Capstone Integrated Process team is a “multidisciplinary group of people who are collectively responsible for delivering a defined product or process. IPTs are used in complex development programs/projects for review and decision making. The emphasis of the IPT is on involvement of all stakeholders (users, customers, management, developers, contractors) in a collaborative forum” (n.d., 2016). A Capstone integrated process team are also created as part of structured systems engineering methodologies, focusing attention on understanding the needs and desires of each stakeholder. This system was introduced to the U.S. Department of Defense in 1995 as part of the major acquisition reforms to the way goods and services were acquired.
Cisco Systems, Inc. is a leader in networking for the internet, developing hardware, software, and services to help create internet solutions that make internet networks possible. Cisco was founded in 1984 by a small group of computer scientists from Stanford University. They are a worldwide company with headquarters in San Jose, California, Amsterdam Netherlands, and Singapore. Currently, they employ approximately 74,000 people throughout the world. Cisco operates on a set of values which include: change the world, intensely focus on customers, make innovation happen, win together, respect and care for each other, and always do the right thing.
All they needed was someone to use it. To illustrate, Romano identified only 110 installations by August 1990, nearly two years after the procedure was developed, with 77 percent of these in two major firms [13]. Perhaps this phase, in the process of introducing the new procedure, could be called "the period of wild over-promise." However, even by the mid-1990s, ABC has not spread widely throughout the industry and "even in large firms, widespread success of ABC is not obvious" [16].
The ERP system allows a strategic flow of information between all areas within an enterprise in a consistently productive manner.
One main apprehension that they have against Information System is the high investment cost. In addition to this there is the high maintenance and upgrade costs associated with the deployment of new IT systems. In fact they prefer to outsource the heavy IT department expenditures to other companies having IT as their core activities. In return they expected to receive a full solution pack to meet their requirements and they are ready to pay these IT services as an operating cost. At the same time the risks associated with IS are being shifted to the other
and management. This way all parties involved are informed as the project progresses from stage to
Network Solutions, Inc. is a worldwide leader in hardware, software, and services essential to computer networking (Aguinis, 2013, p.31). In the past, this company has used over 50 different systems to measure performance management. Even with the large amounts of different systems to measure performance, only a fraction of employees were receiving performance reviews, and less than 5% of employees received the lowest category of ratings. Also, the organization had no recognition program for employees with a higher category of ratings. In addition to the lack of employees not receiving reviews, it was noticed in the organization that performance problems were not being addressed or resolved.
costs and get tools in the hands of their users faster. Cloud services have enticed