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Cisco Systems, Inc. Implementing ERP. ALSO, INITIATION OF PROJECTS, etc. FROM LAST WEEK. In a commercially disruptive technology, you are better off to find a market that will accept your product "as is" than you are to create a market to accept your product.

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cisco systems inc implementing erp

Cisco Systems, Inc. Implementing ERP

ALSO, INITIATION OF PROJECTS, etc.

from last week
FROM LAST WEEK
  • In a commercially disruptive technology, you are better off to find a market that will accept your product "as is" than you are to create a market to accept your product.
  • Customer input can be very misleading in emerging markets.
from last week1
FROM LAST WEEK
  • Don't ever, even come close to thinking about assuming anything (it’s among the dumbest things you will ever do in your life!!).
  • Avoid allowing your performance (or the performance of your product) to be based on things outside of your control.
from last week2
FROM LAST WEEK
  • If you rely on the success of underlying (or other people), your probability of success is based on the product of their probabilities i.e. if 1 = 0.8, 2 = 0.75, 3 = 0.65 and 4 = 0.85, the probability of your success is 0.8 x 0.75 x 0.65 x 0.85 = 0.33 !! Not so good!!
from last week3
FROM LAST WEEK
  • If/when a new technology actually does foster the development of a new market, an incubation period often exists through which potential customers need to work in order to understand how they might incorporate this new technology into their product base.
project initiation
Project Initiation
  • Absolutely believe in the importance of your project
  • Do all of the groundwork yourself, i.e. do not rely on purchasing to find sources for whatever it is that you want.
prepare an information checklist
Prepare an Information Checklist
  • This checklist is to be certain you have all of the bases covered, such as;
  • Cost
  • Justification
  • Is a disposal required
prepare an information checklist1
Prepare an Information Checklist
  • Are there any ongoing costs associated with the project such as a maintenance contract, manpower, supplies, etc.
  • If a replacement, why (age, obsolete process, etc.)
slide9

ASSET DISPOSAL REQUEST

If this project is for a piece of equipment etc. that replaces something, prepare the asset disposal request accordingly.

hip pocket information for those not as smart as you
Hip-Pocket Information for those not as smart as you!
  • Hard as it is to believe, some workers report to bosses that are not that bright in the area of technology!!
hip pocket information for those not as smart as you1
Hip-Pocket Information for those not as smart as you!
  • It should include, but not be limited to:
  • Background
  • Financial Info
  • Tax info, etc..
finally the grand slam
Finally, The Grand Slam
  • Funds of x$ are requested to purchase asomething. Prior to the purchase of thissomething, (life was rough) because of y.
  • Purchasing this thing will allow your department to function more efficiently(define) . . . Be careful not to even come close to implying a manpower cut unless you really believe it can be because that’s what is being thought!!
finally the grand slam1
Finally, The Grand Slam
  • If we don’t get this thing, the world will end because of something else.
  • Let me repeat that you must actually believe in the importance of this “thing” which ultimately results in spending funds of the company that you may be retiring from some day, so if you don’t really need it, don’t buy it!!
finally the grand slam2
Finally, The Grand Slam
  • The final statement on your request for funds should include information about utility costs, disposal costs, training costs/time, keeping up with the rest of the industry, whether the price is F.O.B. , is it environmentally friendly(er) etc.
one last thing
One Last Thing

Prepare an Executive Summary to Include:

  • Background
  • Purpose
  • Approval Required
  • Funding (how many $ in what years)
  • Any additional information
  • Estimated Presentation Time
another last thing
Another Last Thing:

A lot of people within the organization are competing for these funds. The person that wins will have the most complete package with the greatest amount of credibility . . . the first time the projects are presented!!

cisco erp
Put best people on team?

“Can-do” team attitude?

Well communicated Top Management Commitment

Middle Management Commitment

High priority in Company

Rapid Implementation Schedule

“Big Bang” Implementation (Vs. phased approach)

Rapid, Iterative Prototyping to Build Knowledge

CISCO, ERP
cisco erp1
Initial “No-modification” Strategy

Tight Controls on Proposed Modifications

Strong Vendor Alliances

Select “Hungry” Vendors

Financially Strong Vendors

High-level Vendor Personnel on Steering Committee

CISCO, ERP
cisco erp2
Structure of Hardware Contract (capability- based)

“Seasoned”, Experienced Consulting Support

Well Defined Project End Date

CISCO, ERP
obstacles overcame
OBSTACLES OVERCAME
  • Poor Testing Strategy
  • Immature Software
  • Undersized Technical Architecture
  • BUT: Did they really do it for $15 million?