Cisco Systems Inc.

,
Implementing ERP
Section H | Group 2
C I S C O
Richa Mistry | 2021PGP204
Phani Ramdevu | 2018IPM077
Shamayeta Chowdhury | 2021PGP340
Vipin Rathore | 2021PGP432
Indra Rajak | 2021PGP516
 CISCO & ERP

What is Cisco? What is ERP?

An American multinational technology ERP stands for Enterprise

conglomerate corporation Resource Planning

ERP refers to a type of software that

Founded by two Stanford computer
organizations use to manage day-to-day
scientists in 1984 & became public in 1990
business activities

The ERP includes integrated modules

Featured on the Fortune 500 list by 1997 dedicated to functions like accounting,
inventory management, etc

Ranked among the top 5 companies in An ERP gives companies a single place to
return on revenues & assets store, view, manage and interpret data
 Problems Faced

Constant Repairs No-Integration

Significant Amount Autonomous systems for
of time needed to different departments
keep the system
running

Major Breakdown Very Old System

Cisco shut down for Limited Capability of
two days. the older system
 Selection of Oracle
Better manufacturing
capabilities 01
Promised long term
functionality and development 02

Flexibility and proximity 03

Flexibility and
proximity Good promotion of its
new ERP Product 04
 Building the Team

D
C
B
A
Process Area
Steering Teams
Increased
KPMG Committee
Core Team Each team had a
Consisted of high cisco information
Due to KPMG Capacity level executives leader, business
continued
commitment to Team expanded from Oracle, KPMG leader and IT
staff the project from its core 20 and Cisco consultants
with its most members to about
seasonal personnel 100
 Budget And Timeline
Total Budget Allocation : $ 15 Million Estimated | Timeline : 9 Months
 Implementation of ERP
01 Selection of ERP Product

● Rapid iterative prototyping

● Implementation broken
down into series of phases
called Conference Room
Pilots (CRPs)
STEPS 02 Approval From Board

● Each CRP built on previous

Venus has a nice
work for understanding name, but it’s hot
functionality of software

Implementation of
03 Building Team
 Selection of
Selection of ERP
ERP Product
Product Approval from
Approval from Board
Board

How many partners COST OF

Whom to give to select from the PROJECT
responsibility industry & how?
01 The cost of
Best people the project
KPMG chosen as the
from the team was found to
integration partner,
chosen 02 be $15
who gave best people
for the project Million.
Which software 03
to select? Vendor Selection
Took help from Process TIMELINE OF
corporates & 04 PROJECT
Oracle selected as
guidance from vendor due to strong , The timeline for
research better manufacturing the project was
resources capabilities, flexibility estimated to be
& sustainability around 9
months
 Implementation of Building Team

1 Cisco Information System Leader

Factors considered:
● Team organization 2 Cisco Business Leader

● Team size
● Team
responsibilities 3 Business & IT Consultant (Oracle/KPMG)

Decision taken:
● Picking the
brightest of the firm 4 Additional person from business

5 Project Manager
 Implementing Oracle

CRP 0 CRP 1 CRP 2 CRP 3

● Communication
● Testing whole
● Application was ● Documentation of through “Data
system
set up issues Warehouse”
● Assessing
● Teams began ● Addressing issues ● Testing
readiness to “Go
training & ● Pushing project processing load
Live”
implementation forward of system
 CRP 0

Focus on One team

Training on
implementation specifically Members were Specialists from
oracle was
team and setting working to get locked in an Oracle and KPMG
priority. Two
up technical the application offside meeting joined the team
week training
environment up and running

Result at the end of phase: Some changes are required in the product to fill the gap
CRP 1 Finding the gaps, Create detailed
documentation for each process,
Result at the end of Phase: workaround or issue.

Identify all the modifications

required along with the
feasibility of the product to
Priority was for each track to make
handle those modifications. A
system work within specific area
standard document to track
and understand the process.
The team’s response was to
categorize and evaluate each
gap individually. Business prototype tracking sheets
were developed to ensure all
contingents were accounted for
 CRP 2 AND CRP 3
Testing the full system and its readiness to go
Live. A test conducted to see how system
Step 5 performs at full load

The task was to test the oracle system to see if

Step 4 it could take the processing load

All of cisco’s applications were allowed to

Step 3 access a single source for its information
needs

Step 2
A new approach was employed to
communicate via” data warehouse”

Step 1
Includes major modifications.
Decide on an after sales support package

Result at the end of phase: Changes were made according to product, including renumbering it and changing
Result atEach
BOM structure. the end of phase:
functional Some
lead, changes
presented are
the required
process in theand
results product to fill
later put the gap
system into action.
What factors had made the difference between success
and failure?

Phased
implementation and
issues identification
4
3 “Immersion” training
of employees

Cross-section teams
comprising of best
performers
2
Realization of need

1 for change and

commitment of team
towards it
Where had the ERP team been “smart”?

After a 2 days system failure, they

Quick to respond quickly took actions to launch
new system

Using CRP gave a deeper

Using Conference understanding and real run time
Room Pilots experience

Division of labor and increased

Team structure efficiency
Had they been plain lucky?

01 Despite having incompetent hardware they

did not face any data loss or leak

Capability agreement instead of specific

02 configurations saved them from incurring
extra costs

03 The problems which they faced were

solvable by their IT team
 Could they do it again if they had to?

Learning from past

Experience
mistakes
Gained experience
of implementation Mistakes such as using
incompetent hardwares

YES

Competent team Sufficient funds

Presence of Hard Company’s revenue
and Smart working ($8.45 bn) sufficient to
team individuals fund new IT projects
 Group recommendations

Recognize the imperative nature of

01 championing a large project with a vision.

Understand that employees must learn to

work with the objectives and requirements
of the software, extra training.
02

03 GAP analysis, except volume testing the

analysis was complete.
THANK YOU!
C I S C O
Any Questions?