Introduction To be successful in today's competitive and continuous evolving information technology (IT) market companies must be able to utilise their skills, information and knowledge to the highest efficiency level possible. Utilisation of and control over these factors will aid companies in acquiring and maintaining competitive advantages over others operating in the same competitive IT market. The implementation of an Enterprise Resource Planning (ERP) system would be perfect to suit a Time was a big issue for Cisco and as a result the ERP project implementation needed to be finished within fifteen months, which is a very short time period considering that on average an ERP implementation takes twenty-three months (Wheatley, 2000). The time constraint also resulted in the decision against the development and use of a business case. An ERP system installation will, almost certainly, change the way in which Cisco is performing its daily business, and hence it would have been advisable to perform a business change to see how the ERP system would change to company's processes.
Cisco's new ERP system would have to meet the business needs and this will require heavy involvement from the business community. Cisco created a project selection team consisting of the very best people from the company, pulled away from their current jobs, and employees of KPMG, which was included in the project as a strong integration partner to aid the overall selection and implementation process. Within two days this new team, narrowed the field to five packages from different ERP vendors. The team has successfully looked at experiences of other companies implementing ERP systems and this will usually avoid many of the organisational, cultural and operational challenges that plagues the vast majority of initial ERP implementation projects (Beatty & Williams, 2006). After another week, this choice was narrowed down to only two vendors: Oracle and another strong
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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. Below are reasons Cisco hesitated to take on an ERP project: a) Fear of decentralization b) Fear of “mega-projects” that ERP implementation often becomes c) Disruption to the business d) Need for…
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conflict between old style and new school of thought. We analyze Zara’s information Technology strategies and the diatribe between Salgado, The Head of the Department and Sanchez , his assistant,s concern upgrading the operating system and the implementation of a new IT system to fulfill the needs of a fast growing retail chain. Despite the fact that Zara is over performing in their core business and that they are not showing big problems inside their structure, this shouldn’t be seen as a pretense…
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e) The retail store operations utilize NCR RealPOS 82XRT POS terminals and systems. f) The six administration personnel (at present count per store) all utilize Dell Vostro computers. These administration personnel also share 1 HP Laserjet multifunction, networked printer. g) The communications into and out of the Del Mar/Encinitas stores is ported through 2 Cisco routers and firewalls. There is the inter-store dedicated network and a separate 25Mbps link to the Ethernet…
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developers create applications that support this environment, just like Google which is no more a website but an ecosystem.[4] 3. What are the needs of PaaS, IaaS, SaaS (Cloud Families)? PaaS: What is it?[5] The way of renting hardware, operating systems, storage and network capacity over the Internet is called PaaS(Platform as a Service). It allows the…