IS Management Take Home Exam 08T1 Cisco Systems Pioneers E‐Learning The Problem Cisco Systems is one of the fastest‐growing high‐tech companies in the world‚ selling devices that connect computers and networks to the Internet and other networks. Cisco’s products are continuously being upgraded or replaced; so extensive training of employees and customers is needed. Cisco has recognized that its employees‚ business partners‚ and independent students seeking professional certification all require
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start of the case‚ Cisco’s information systems are failing‚ yet no one steps forward to lead the effort to replace them. Why is this? Why were no managers eager to take on this project? Why is this? When Peter Solvik joined Cisco in January 1993 as the company’s CIO‚ Cisco was a $500 million company running a UNIX-based software package to support its core transaction processing‚ including financial‚ manufacturing‚ and order entry systems. At that time‚ Cisco was experiencing significant growth.
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| IS-560 Enterprise SystemsDePaul UniversityRobert W. Starinsky‚ InstructorWinter Quarter‚ 2004 | ERP Implementation Report of Findings and Recommendations CISCO Systems‚ Inc. Table of Contents Table of Contents 1 Background and Scope 2 ERP Implementation scenario 2 Situation Analysis 3 Conclusion and Recommendations 4 Background and Scope Cisco System‚ Inc is a Computer Technologies company that was founded in 1984. The company’s primary product is the “router.” The router is
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ERP Executive Summary Introduction 1.1 Purpose The purpose of this report was to thoroughly research‚ mount and justify an argument as to whether or not CQU should abandon its current in-house supported Enterprise Systems and instead use a SaaS model. 1.2 Discussion These are the brief outline issues or problems found in CQU current ERP system. 1. Implementation. Selecting the right package‚ customizing the package to fit the need of the organization‚ training employees
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Cisco Systems‚ Inc. is a global company that embodies the many characteristics of a company that values its employees as much as its clients. Cisco listens to their employees and responds to their needs. Cisco Systems has long been recognized as being one of the top 25 best places to work in America because of how its high regard for its employees. Cisco ’s Organizational AppealThe appeal of Cisco ’s organizational culture is that it appreciates its employees. It offers flexibility that few other
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Scope – Detail – Schedules‚ milestones TM Slide 5 of 13 Architecture Development Method – Process • Consider assets from: – Previous iterations – Marketplace‚ according to availability‚ competence‚ and value: • Other frameworks • Systems models • Vertical Industry models TM Slide 6 of 13 Copyright (C) 2006‚ The Open Group 3 TOGAF Standard Courseware 8.1.1 Edition Relationship to other Parts
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1. Executive Summary of the Case This case study goes through the evolution of IT governance at Cisco and the related project management. This case is a classic example of the result of a decentralized governance of business units. What happened to CISCO due to the decentralized governance‚ how the business processes were modified to overcome the chaos created by the decentralized governance and how the employees and management reacted to this change in CISCO’s business governance? This case clearly
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the challenges in the implementation of ERP system! Information systems play a vital role in improving the competitiveness of a company. There are many types of enterprise information software packages which are available in the market since the year of 90s till today (Mandal & Gunasekaran‚ 2003). Enterprise Resource Planning (ERP) is one of them. Due to intense competition around the world‚ many of the manufacturing company had decided to implement ERP. It assures one application‚ one database
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Development of an ERP System BSA/400 SR-rm-003 Development of an ERP System Riordan Manufacturing Inc. is a global plastics manufacturer that was founded in 1991 and employs 550 people. They have since expanded to three locations in the U.S. and one in China. Due to these expansions the company is now experiencing communication and processing issues. Each system needs to be connected to the others in order to improve the tracking and productivity as well as communication between systems. We have been
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Enterprise Resource Planning Systems 1 Problems with Non-ERP Systems In-house design limits connectivity outside the company Tendency toward separate IS’s within firm lack of integration limits communication within the company Strategic decision-making not supported Long-term maintenance costs high Limits ability to engage in process reengineering 2 Traditional IS Model: Closed Database Architecture Similar in concept to flat-file approach data remains the property of the application
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