Nibco bigbang

They stayed with us for four or five months into the project so that we could get enough learning from them, couple that with our own internal understanding and then tailor these ideas to the specific ERP change issues. After the cutover, many would also serve in "local expert" roles.

The results of these measures would be available for review by the ELT within two months after implementation, and the Board would make the final decision as to whether or not these results collectively met the success criteria.

They would then be redeployed back to business units. One of the major reasons for the significant increase was the inclusion of change management costs including training that had been missing from the summer budget.

This case study can be used to demonstrate the tradeoffs between Big Bang versus slower ERP implementation approaches that allow time for organizational learning. Because few of the IS personnel inherited by Wilson had the appropriate IT-business skill mix for this type of analyst role, Wilson started early in his tenure to use job vacancies to hire people who could fill these anticipated analyst roles.

We had a neat manufacturing package that ran on a Hewlett Packard, an accounting system that ran on an IBM, and a distribution package that was repackaged to run on the IBM. Four overall project "success" criteria were also established, along with specific measures.

Case Study: NIBCO's Big Bang: An SAP Implementation

Final scope included North America only and consolidation of warehouses to a number yet to be determined. One of the exciting things about coming to this company was being a part of an ERP implementation.

An upfront goal of participation by one-third of NIBCO's salaried associates was established to be sure they understood where the project was going, to promote buy-in, and to get the work done.

Because up to Nibco bigbang people could be working in the Den at the same time, phones would have been very distracting. The project was depicted as a growling tiger with a "break away" motto, symbolizing the need to dramatically break away from the old processes and infrastructure Figure 2.

In early Decemberthe final project scope and resource estimates were presented to the ELT and the Board, based on a Go Live date 12 months later. By contracting for a large number of services implementation consulting, change management consulting, technical consulting and infrastructureNIBCO's management hoped it would have enough leverage to get a quick response when problems arose.

Management also knew that if the project ran late, it could really hurt the company. But we were responsible for all the decisions. Six functional consultants would work with the project team throughout the project.

A large open space called the "war room" had whiteboards on every wall. Professionally I would say it was unequivocally the highlight of my career. Four overall project "success" criteria were also established, along with specific measures.

Because the business employees designated to these roles would continue to work in their business areas during the project, several of them would also be the primary user trainers in preparation for Go Live. It also initiated a new cross-functional strategic planning process. May, Gary Wilson hired as new head of IS department.

They would then be redeployed back to business units. Beutler was charged with learning whether a new type of integrated systems package called enterprise resource planning systems ERP would be the best IT investment to move the company forward.

Business Systems Analyst roles were filled by persons with strong technical credentials who were also able to understand the business. Consultants with ABAP development and training development expertise would be added as needed. This meant that the whole organization needed to be committed to the ERP project.

The selection team also did some benchmarking on implementation approaches and success rates. Abstract. NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S.

Case Study: NIBCO's Big Bang: An SAP Implementation

with $ million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December nibco’s “big bang” December 30, was the Go Live date at NIBCO INC., a privately held mid-sized manufacturer of valves and pipe fittings headquartered in Elkhart, Indiana.

In NIBCO had more than 3, employees (called "associates") and annual revenues of $ million.

Nibco's “big Bang”: An Sap Implementation

The same NIBCO team that selected the ERP software vendor was responsible for selecting an implementation partner. It was critical that this third-party consulting firm support NIBCO’s decision to take a Big Bang approach, which was viewed as high risk. A mid-sized company like NIBCO should have more thoughtful consideration before using a “Big Bang” approach for SAP ERP system implementation.

The TIGER Triad at the heart of the project is a more effective management structure. Carol V. Brown Iris Vessey. Kelley School of Business Indiana University. [email protected] ABSTRACT NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S.

with $ million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December nibco’s “big bang” December 30, was the Go Live date at NIBCO INC., a privately held mid-sized manufacturer of valves and pipe fittings headquartered in Elkhart, Indiana.

In NIBCO had more than 3, employees (called "associates") and annual revenues of $ million.

Nibco bigbang
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NIBCO's Big Bang