This first case relates the experience of replacing Cisco’s “back office” legacy applications with an Enterprise Resource Planning (ERP) system. Read the case and then answer the following questions.
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.
2) Discuss the pros and cons of implementing “software off the shelf” or implementing software that has been changed to “mimic the current business processes.” How did Cisco handle this problem?
3) Generate a list of at least five “Best Practices” that Cisco demonstrated in managing their ERP implementation. Describe each, and explain how each best practice contributed to the implementation.
4) Discuss the tradeoffs between doing extensive planning /analysis up-front and relying on “speed and action over analysis.” Cisco chose the latter approach. How did they allow for the “unexpected” in their implementation strategy? Explain.
5) What is the “performance dip?” Do you agree that it is an inevitable outcome? Why or why not?
6) Do some external research on the current Oracle ERP System software and discuss the related products and new capabilities discussed in the Cisco case. Remember to cite your references.
Sample Solution
