Background
Pete Slovick, CIO comes to Cisco from Apple in Jan 1993
Cisco is emergence like crazy
1995969798992000
$2B$4B$6.5B$8.
5B$12B$19B
January 1994 legacy Systems Fail leaving company shut down for 2 days
ERP Project: June 1994-Feb 1995
Leadership
Action and Role Played by ripened Management
chief operating officer-Morgridge, Made it clear to CISCO that the ERP cipher was a precession (one of seven goals for the year
Board of Directors, Approved project and showed by actions (including final exam party) their support
Redfield, SVP of Manufacturing, initial military control sponsor, recognized importance of project being
a priority
Executive Steering Committee—see role and membership
CEO of Hardware vendor position implementation during exertion problems—Exec Sponsor
IT-Slovik
Pond, conductor in manufacturing—helped sell the project, later promoted to VP (eventual co-leader of the project
Mark Lee, KPMG, senior (former IT director) and experienced with ERP
Tom Herbert, Program manager
Project Approach
Tight schedule/ decided project end date
“Big Bang” implementation, not phased approach
enclosure customization
Put the “best and the brightest” on the implementation team up, people that the business units did not want to give up
Use of outside experts—KPMG
quick Prototyping method used
CRP—Conference Room Pilots (4 of these phases, each more modern and detailed)
Testing process (good and bad—used sequential, not replicate processes and limited database)
Use of weekly executive meetings to review project status post implementation (performance problems)
Use of SWAT team approach to improve performance and stabilize the system post implementation
Project Management
Vendor selection process
Contracts with key vendors—promises from Oracle and performance from hardware mfg., not just equipment
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