...MORE FREE TERM PAPERS ON SITE: www.BesplatniSeminarskiRadovi.com SOFTWARE PROJECT MANAGEMENT A Term Paper ON ERP Implementation-Procedures, Issues, Challenges & Failures Introduction An Enterprise Resource Planning (ERP) system is an integrated computer-based application used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise-wide system environment. An ERP system can either reside on a centralized server or be distributed across modular hardware and software units that provide "services" and communicate on a local area network. The distributed design allows a business to assemble modules from different vendors without the need for the placement of multiple copies of complex and expensive computer systems in areas which will not use their full capacity. To be considered an ERP system, a software package should have the following traits: ➢ Should be integrated and operate in real time with no periodic batch updates. ➢ All applications should access one...
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...Hewlett Packard (HP) launched a technical innovation, the Kittyhawk, the smallest hard drive in the world at the time. The Kittyhawk development project had leadership support, decentralized project structure, and the financial/technical backing on HP. Despite these strengths the Kittyhawk had marginal success in the market with sales below estimated targets. The challenges the Kittyhawk development team had to overcome included difficulty identifying the correct market and an ambitious project deadline. The accumulation of missed opportunities within the Kittyhawk development project led to a revolutionary product with a much higher price point than many customers were willing to pay. The key strengths in structure of the Kittyhawk development team can be traced to two major elements: senior leadership team support and financial/technical backing of HP in addition to a decentralized project structure. Two very senior and well-respected leaders within HP, Bruce Spenner and Dick Hackborn as well as the CEO, Lew Platt, supported the Kittyhawk project. Their support made Kittyhawk a priority and the project was therefore able to obtain valuable needed resources, including the most exceptional employees from the Disk Memory Division (DMD) as well as other divisions within HP. Throughout the entire development phase of the Kittyhawk project, its importance was reinforced with regular visits from Lew Platt. To complement senior leadership’s support the Kittyhawk project also financial/technical...
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...business (DMD) at the start of the case (1990-1991)? How important is the disc drive business to HP? Is it getting more important or less important? The DMD business is not a successful unit in the eyes of Hewlett Packard, which prides itself on being the market leader for every product it enters. The revenue for this department, at the time of the case had been declining year over year, from a high of $533 million in 1989 to $280 million. The business is not important to HP revenue-wise, as it is a niche player in a very crowded field. On the other hand, the unit does allow for some level of halo effect as the leader in high-capacity, fast access drives which are used for high end engineering workstations and network servers. The unit provided high profits for the division. The division is getting more important, at least from the case readings, as the company wishes to gain traction in the Hard Drive market, where competitors have 10x more revenue. HP was looking at the unit’s profitability and technical expertise that would allow it to compete with Seagate and IBM, wondering why “don’t we have 20% market share.” The organization believed in innovation fueling growth, as it was able to do with RISC based processors in the UNIX market while other companies preferred the status quo. Despite overall rising corporate and DMD revenues, DMD represented a decreasing percentage of HP sales (see linear trend line). [please note that DMD and corporate sales are scaled logarithmically...
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...Organizational Change HP founders put value not only on making creative products but also on creating a friendly corporate culture. These beliefs became the foundation of the "HP Way." The "HP Way" is to earn the trust and loyalty of others; give respect for individuals and their responsibilities; and create an environment that both celebrates individualism and supports teamwork. From the managers, it required sharing corporate objectives and helping the employees to understand their roles and responsibilities. The employees were taught to pursue corporate goals through open communication. The HP Way is an objective-oriented philosophy, in which each constituency can share the same values and work toward same goal. First and foremost, the HP way inspires entrepreneurship among the employees. They are encouraged to challenge themselves and be innovative. Second, the company shares the profit and employees get rewarded according to their performance. Third, communication and teamwork are the core values of the company. Fourth, the management trusts employees and fosters a cooperative organizational culture. In this respect, one of the most important characteristics of the HP Way is the trust in the organization. Even if trust is an intangible asset for company, it would be the strongest competitiveness compared to other company’s which can be differentiated from other company’s since trust is based on personal affection. The HP Way is clearly different from typical western management...
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...Enterprise Resource Planning (ERP) system Implementation-Procedures, Issues, Challenges & Failures An Enterprise Resource Planning (ERP) system is an integrated computer-based application used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise-wide system environment. An ERP system can either reside on a centralized server or be distributed across modular hardware and software units that provide "services" and communicate on a local area network. The distributed design allows a business to assemble modules from different vendors without the need for the placement of multiple copies of complex and expensive computer systems in areas which will not use their full capacity. To be considered an ERP system, a software package should have the following traits: - Should be integrated and operate in real time with no periodic batch updates. - All applications should access one database to prevent redundant data and multiple data definitions. - All modules should have the same look and feel. - Users should be able to access any information in the system without needing...
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...Chapter 14 Case – “Hewitt-Packard Company” Instructor: Professor Pamela McLaughlin Course: Management of Concepts – BUS 302 Date: August 21, 2011 * Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. One of the more serious problems that I have found in this case is under management. When a company is under managed, workers struggle because their management is not sufficiently engaged to provide the direction and support they need. The management is not informed about worker’s needs and, therefore, is unable to help with resources and problem solving. Thus management cannot judge what expectations are reasonable, and cannot set goals and deadlines that are ambitious but still meaningful. Meanwhile, the under-manager gets caught in a vicious downward spiral managing problems after the fact, putting out fires that never should have gotten started in the first place, salvaging wasted resources and turning around employees who have been going in the wrong direction, unnoticed, for days, weeks or months. Secondly, having a bonus system that was so complicated that no one understood it is never good for a company. Bonus systems should be as simple as possible to measure and track. Also a bonus system should be designed to reward good behavior, not necessarily to change or punish poor behavior. Lastly, a complex and confusing matrix structure blurred accountability lines and slowed the decision making...
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...Benefits to Hewlett-Packard Suppliers from Socially and Environmentally Responsible (SER) Practices in China Executive Summary In recent years, the electronics industry has made important improvements in social and environmental responsibility (SER) conformance among first-tier suppliers, due in part to the standardization of SER practices set forth in the Electronics Industry Code of Conduct (EICC). Hewlett-Packard (HP), the first company in the industry to implement a Supplier Code of Conduct, has taken a comprehensive approach Delta Electronics Delta Electronics by educating suppliers on how to achieve compliance, conducting individual audits and third-party joint audits, and emphasizing continuous improvement. This approach is being disseminated now to sub-tier suppliers, which should improve standards throughout HP’s supply chain. What should motivate suppliers to achieve full SER compliance? Are there business benefits to meeting and exceeding minimum standards? This paper explores the business case for SER by looking at the operations of three HP suppliers with significant operations in China — Flextronics, AU Optronics (AUO), and Delta Electronics. We conducted research with suppliers through in-person meetings, phone calls, email, document review, and factory visits. All three suppliers are focused on achieving full SER conformance, and two of them, Flextronics and AUO, have found that certain SER activities have generated business benefits. In particular...
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...new at Hewlett-Packard (HP). (See: HP’s “Six-Pack” for a summary of DfSC.) For more than ten years the company has evaluated the supply chain impacts of design decisions. Indeed, two early examples—DeskJet localization and LaserJet universality—are described in a wellregarded Harvard Business Review article and in widely used academic case studies. 1 What is new is the innovation that has allowed HP to deploy DfSC in a systematic, repeatable, and broad-based way to hundreds of product development teams and thousands of engineers across the company. A unified set of technologies, methods, training, and infrastructure have been implemented to enable rapid and effective DfSC decision-making. “Over the past 3 years DfSC has been broadly adopted by all HP’s Business Groups and Regions. In addition, there have been over 50 individual projects undertaken in collaboration with engineering, marketing, supply chain and finance teams. Savings directly attributable to these programs has exceeded $200 million/year and are expected to reach the $1 billion mark in 2006.” - Dick Conrad, Senior Vice President, HP Global Operations Supply Chain 1 Edward Feitzinger and Hau L. Lee. “Mass Customization at Hewlett-Packard: The Power of Postponement.” Harvard Business Review, January-February 1997: pp. 116-121. Laura Kopczak and Hau L. Lee. “Hewlett-Packard DeskJet Printer Supply Chain (A) and (B).” Stanford Teaching Case, 1996. Hau L. Lee. “Product Universality: The HP Network Printer Case.”...
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...management project: The HP merger with Compaq Table of content: • HP- presentation • Subject of change- Hp’s merger with Compaq • Promoters of the change and their motivation • Resisting forces • Critical mass • Trigger. Reducing resisting forces. Results • Change process-dynamics of the forces that promote change and the inertial forces • Analysis of the result. Residual stress • Conclusions HP In 1938, two Stanford graduates in electrical engineering, William Hewlett and David Packard, started their own business in a garage behind Packard’s Palo Alto home. One year later, Hewlett and Packard formalized their business into a partnership called Hewlett-Packard. HP was incorporated in 1947 and began offering stock for public trading 10 years later. Annual net revenue for the company grew from $5.5 million in 1951 to $3 billion in 1980. By 1997, annual net revenue exceeded $42 billion and HP had become the world’s second largest computer supplier. HP posted net revenue in 2009 was $115 billion, with approximately $40 billion coming from services. In 2006, the intense competition between HP and IBM tipped in HP's favor, with HP posting revenue of US$91.7 billion, compared to US$91.4 billion for IBM; the gap between the companies widened to $21 billion in 2009. In 2007, HP's revenue was $104 billion,] making HP the first IT company in history to report revenues exceeding $100 billion In 2008 HP retained...
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...Case Study 1 Hewlett Packard – Kittyhawk Project Case Study Assignment #1 Read and write an analysis of Case II-9, “Hewlett-Packard: The Flight of the Kittyhawk” from the textbook. Select one partner to work with and prepare an analysis of the case. In your analysis, include answers to the following questions: a. What would you rate as the strengths and weaknesses of the way Hewlett Packard structured and supported the Kittyhawk development team? b. What do you think of the way the team set out to find a market for the Kittyhawk? c. What correct turns and what wrong turns did they make? d. What do you think are the root causes of the failure of the Kittyhawk program? e. Is there any way HP could have avoided its fate by addressing these root causes? In June 1992, Hewlett-Packard (referred to HP hereafter) introduced smallest hard disk drive in the world named as the Kittyhawk. It was the first ever commercially produced hard drive in a 1.3 inch form factor. The idea was conceptualized in early 1991 by HP’s management when it was eagerly trying to explore strategies for transforming their Disk Memory Division (DMD) as a market leader. Kittyhawk project team was led by Rick Seymour under the supervision of Bruce Spenner. From the inception of Kittyhawk, Spenner had been keen that the new technologies that had an enormous potential to cause new-market disruptions. He intended to create a disk drive feasible with any product that had microprocessor. Kittyhawk...
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...Introduction to talent management (IT) Introduction to the 2 companies being considered Findings on company 1 Findings on company 2 Comparative study Critical analysis INTRODUCTION Talent management is a name for a human resources program that applies to more than just computing hours and taking care of legal aspects of employment. Rather, talent management applies to the strategy of recruitment and retention, compensation, assessment and review. In some cases, talent management is a process handled over multiple departments. In other cases, it may be solely handled by human resources. Talent management's first responsibility is to attract and retain qualified employees. Without this primary function, no company can achieve its full potential. Recruiting workers can be a difficult task, especially in times of low unemployment. The further up the ladder the position is, the harder the position will be to fill. Recruitment and retention may depend on adequate or competitive compensation packages. These packages must be carefully scrutinized based on industry standards. Although pay may be the most important of the compensation package, it is not the only part. Traditional benefits such as health insurance and vacation also play a role. However, newer benefits, such as flexible packages and telecommute options can also be very attractive for some positions. Talent management's job is to find out what compensation packages are needed and then see if those, or something...
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...at 1.3” in diameter. The initial product held 20 megabytes of storage and could withstand a three-foot drop without losing any data. For HP, the possibilities of such a product seemed endless. As a result, the company launched the project with a rather ambitious goal; that is; for the project to succeed, it would have to meet the following requirements, as specified by Bruce Spenner, HP’s Disk Memory Division (DMD) General Manager: it would have to be ready for market in 12-months, generate $100-million in revenue within 18-months after launch, and make the break-even point within 36-months. However, by June 1994, after only two years of effort, the project’s sales failed to meet the projected forecast and Rick Seymour, the project leader, was left having to make some big decisions. Why did Kittyhawk fail? By applying course concepts, some of the reasons become clear. The Disk Memory Division was essentially an OEM supplier in high-performance markets and had technical competencies in sustaining technology improvements in disk drives. Under Spenner’s leadership, the Division was to become a major player in the growing disk drive market. Spenner’s “big-business fast” strategy is ultimately what caused the project to fail. Since HP was a company that specialized in sustaining technological enhancements, it managed the Kittyhawk project as though it was a sustaining technology, utilizing the RVP Framework (Resources, Values, Processes) as discussed by Christensen. Under such...
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...Project Scope Project Purpose Organize a golf tournament for HP on 18 December 2015 within a budget of AUD 200,000. The project has been selected due to its feasibility and Golfie’s past success of executing such projects. Background We (Golfie) are a company that has expertise on 360 degree professional golf tournament management services. We provide total solution right from pre-tournament, to tournament to post tournament. Golfie has been hired by HP, a corporate client from the technology sector, to organize an exclusive one-day invitational golf tournament for its clients and potential customers. This project is of great importance to the client as it will help the client build reputation and brand image among its current client base and also help it to meet potential customers and connect with them at the event. Everything needs to be unique and high class in this tournament, may it be invitation style, game format, food & beverage, giveaways, prizes, ceremony arrangement or branding. Objectives The objective of this project is * organize a high level invitational golf tournament for HP * provide a fun filled day to be cherished by the participants * an opportunity for the client to meet potential customers * create high-value perception for HP * project completion within allocated time and budget. Key Stakeholders * HP * Golfie * HP clients * Potential customers * Venue - Golf Club * Vendors Timeframe...
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...at Hewlett-Packard (A) “The HP Way“ was a concept based on the belief and core values of Hewlett and Packard , and, the translation of those values, into a comprehensive set of operating practices ,cultural norms and business strategies.(Jim Collins) The core values of the company indicate its stand, by trusting and respecting its employees. HP followed the “best fit perspective” by ensuring that the people they hire were highly capable, diverse and innovative and that their contributions were recognized. The work culture stimulated innovation and encouraged them to upgrade their skills and capabilities through ongoing training and development processes. The company made them realize that goals could be achieved only by teamwork and cooperation. However, it also ensured that each individual gets proper space to excel in their own areas of operation. For engendering such a culture, HP created a few novel HR policies which were perhaps implemented, for the first time in the industrial world. HP created flexi time, quality cycles, Friday afternoon concept, walk around management, freedom of input and the like. HP emphasized on the way things were done, not only to what was accomplished. The primary values of the company were, trust and respect for individuals, high level of achievement and contribution, achieving common objectives through teamwork, meaningful innovation and uncompromising integrity. Here, we may be intrigued, as to, why a company should initiate a commercial...
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...bottom line. He started his career at Wal-mart and introduced the data ware house concept at Wal-Mart with which they were able to analyze buying trends. Wal-Mart was a pioneer in this as no other company had this capability. He became CIO at Dell where helped he group 100 separate systems into a single data warehouse system. Mott started at HP in order to turn HP from the bloated leviathan it had become into a lean, mean, agile organization. He took several initiatives at HP. We are going to explore the initiatives taken at HP through the questions that we are answering for this case study. Questions we are trying to answer: 1. In what ways is Randy Mott trying to change HP’s structure and the way it works? 2. In what ways has he been trying to change HP’s culture? 3. Go to the internet and find some articles on HP recent performance. How have the changes he made affected HP’s competitive advantage and performance? 1. In what ways is Randy Mott trying to change HP’s structure and the way it works? Ans: HP worked in a decentralized manner, he is trying to centralizing the business. Making sure entire HP is working of a single set of data. He is also working towards cutting costs. Initiatives taken to achieve the same are: i. $ 1 billion 3 year project – to connect 85 loosely connect data centers into 6 centers (2...
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