tektronixassignment0604-110920224620-phpapp02

7/27/2019 tektronixassignment0604-110920224620-phpapp02

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1. Write a 1 page Integrative Framework analysis of the IS implemented at

Tektronix (not the implementation approach/proect!"

#$siness %eeds/&rivers

Simplify' restr$ct$re and increase visiilityinto operations at Tektronix, Inc.

Improve financial performanceat Tektronix

Improve integration of information systems across all divisions of Tektronix

dramatically.

Improve aility of systems to s$pport the )$ickly growing $sinessof the

CPID division

CPID business needed IT capabilities to help grow their business and becompetitive in the market place.

Information System(s" &eployed

*rocess

Changed $siness processes to fit the system implementationof the racle

!"P system.

Cross region selling transactions in #$ dollars went through a #$ based holding

company with branches throughout the world.

Implemented +nglish as the system lang$ageworldwide except for customerfacing documents.

%ll invoicing, collection and cashiering processed changed so that they are

entered through the racle !"P system.

Changed order entry so that only one business division&s product is placed on

any order.

,entrali-ed the Financials across all divisionsand made #$ dollars as the

base currency with orders and invoices being in local currency.

rgani-ation/*eople

nce the !"P system was implemented, the 'obs for the users in theorgani(ation changed. Instead of spending )*+ in data collection, they nowspend more time analy(ing the data.

inancial analysts were able to drill down to several levels of detail and hence

could get sales trends and internal performance.

,o$ntry anagersin !urope were eliminated.

-oved each country from a profit center to a commission basis.

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anagers ecame etter decision makers.

!ntire organi(ation ecame more thinkers than doersdue to the transparency

and availability of data across the integrated organi(ation.

!mployed racle and %ris consulting to help with Pro'ect implementation.

utsourcing the mainframe infrastr$ct$re ca$sed a red$ction to staff in IT.

People across the organi(ation assumed new roles during the implementation of

the pro'ect.

Tektronix built new skills internally and estalished practices for future

implementations.

Technology

#sed racle +0* system

Consolidated to a single data center system

utsourced its mainframe processing

Tektronix used I# and S$n nix machines.

#tili(ed C% #nicenter for systems monitoring.

Tektronix installed multiple lines and several protocol converters around its global

network.

Tektronix standardi(ed the network and used IP Internet Protocol/ for

connecting all machines on the network.

#$siness 0es$lts

Tektronix had visiility into finished goods inventory regardless of where the

inventory was located.

Improved inventory t$rns

Increased capacityto take on additional business

Improved flexiilityto buy new businesses

Same day shipments in some divisions rosefrom 01+ to 21+

Improved data integrations increased more visibility into sales trends and

financial performance.

Tektronix had integrated a new 2erman ac)$isition in less than two months

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3. Then give a 4 page str$ct$red description of their approach to implementing

+0*.

Sponsorship

The C at Tektronix Carl 3eun was the $ponsor4Champion for the pro'ect. The

C! had given unlimited authority to Carl 3eun and he was the final decision maker

on the pro'ect. This helped the pro'ect resolve issues 5uickly.

*roect team str$ct$re

There was one program manager who was responsible for the entire roll out. There

were key players in each functional and geographic area who acted as negotiators

when business change was needed.

#$siness odel and 2$iding principles5

Created business model around what responsibilities and processes are owned by

divisions and what are owned at the corporate level.

The business practices were clearly defined and served as guiding principles

throughout the pro'ect.

The team used standardi(ation and used a 6plain vanilla7 approach wherever

possible and challenged existing business practices. nly in cases of extreme need,

the !"P package had to modify to fit the local division&s re5uirement.

*roect Sched$le5

The program was implemented in waves and each wave delivered a specific set of

functionality for a particular division or geographic region.

The pro'ect was divided into 8 sub9pro'ects : a/ inancials b/ rder -anagement

and %ccounts "eceivables modules in the ; business divisions and c/


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