# data[].attributes.body
STakeholders:
- KPMG -> integration partner(mark lee their PM)
- Morgridge CEO
- Solvik CIO
Oracle
- Executive Steering committee
- Cisco business people
- Cisco IT people

# data[].attributes.body
Cisco case list of stakeholders:

- Don Valentine: major investor. High power and high interest

- KPMG: integration partner. High power and high interest
- Software vendors: (during negotiations) Low power and high interest.
- Oracle: (once hired) high interest and high power (managers of Oracle were even part of the committee).
- Board members: high power and high interest.
- Team members: high interest and low power (of decision)
- Executive Steering Committee: composed of the project managers, VPs of manufacturing and consumer advocacy, representatives of KPMG and Oracle. High interest and high power.
- Hardware vendor: high interest and low power.

# data[].attributes.body
Main Problems:
- Deciding which system to use
- The major change of scope
And once the system was running, there was the problem that it fell once a day (capability problem)
There also was the failure of the system to adequately process the huge amount of data that cisco daily required.

# data[].attributes.body
Project management cisco stakeholders

Project management structure

Executive  Steering Committee : VP of manufacturing, VP of customer advocacy, corporate controller, Solvik, Oracle’s seniorVP of Application, and the partener-in-charge of West Coast Consulting for KPMG → their role was to provide high level of sponsorship for the project, to ensure visibility, and to motivate the team

Project management office (include Tom Herbert and Mark Lee) ; manage the team and make sure that everything is going on the right way

Cisco :

Pete Solvic : Cisco’s CIO since 1993

John Morgridge : CEO since 1988

Randy Pond : a director in manufacturing and a co-leader of the project

Tom Herbert : Program manager

The board of chairman : approved the budget and the time

Cisco information systems leaders : manager of the IT team and reaserch

Cisco business leaders : responsible for the proper functioning of the project and the company's objectives

Elizabeth Fee : Implementation team recruit

Carl Redfiels : SVP of manifacturing → he gave sponsorship

KPMG : integration partner (about 20 people involved in the project)

Mark Lee (program manager at KPMG) : responsible for the definition, coordination and management of the project

Business and IT consultant from KPMG : specialists that help developing the software

Oracle : vendor

Business and IT consultant from Oracle

Users : final users of the software

# data[].attributes.body
Main problem regarding project management:

- Budget and time: this project is one of the biggest projects of the company with a budget of 15 million, it put a lot of pressure to the team. In addition 9 months was a very ambitious goal

- People: There was a selecting process to see what company could accompany Cisco in the process. In the end the selected staff came from 3 different entities (Cisco, KPMG and Oracle) and have never worked together. In addition the IT team had to stop all the other works and had to focus on the project, wish deleyed their other projects

- Scope: the system broke it was created for a smaller amount of data and not the amount thay had to process

# data[].attributes.body
- The current process of Cisco was too customized to keep up to date with innovations.
- The project had to change the scope, needing to spend more resources and time.
- Implementation time was longer than planned.
- It was needed to develop a "problem spotting system" in order to address the unforeseen events during the implementation of the new systems (Oracle and Service support package)

# data[].attributes.body
Internal: Employees, Manager, Owners

External: Suppliers, Society, Government, Creditors, Shareholders, Customers.

- Pete Solvik(CIO)

- team members

- Don Valentine(investor)

- Mordrige(CEO)

- Randy Pond(manufacturing director)

- Carl Redfield (sponsor)

- KPMG (integration partner)

- Gartnet Group (resources)

- Oracle vendor

- Tom Herbert (program manager)

- Mark Lee

- Key user and second/backup key user.

(Geraldine, Emmanuel, Guillaume, Florencia)

# data[].attributes.body
The main problems regarding project management:

1. The selection of staff was a complicated task
2. The IT department had to spend their time working on the core systems because they were changing all the time
3. The system broke. It did not load the data base because it was too big process

# data[].attributes.body
Cisco problems related to PM
- IT sector is developing every day and it is hard to catch latest innovations
- System has too much data to process it successfully
- Selection of the best programs to automate processes
- The main development costs are related to SoftwareDev and as we know it is extremely expensive

# data[].attributes.attachment_link.title
CISCO INVITED ME TO TOUR THEIR CUSTOMER EXPERIENCE CENTRE

# data[].attributes.body
Main problems regarding project Management :
- Need to take more time
- Tap into more ressources
- There is no coordination between the different chosen staff (Cisco, Oracle, KPMG) and so no fluidity or transparency
- The process was overestimated and the system has broke (too much data)