I NEED PPT SLIDES BASED ON RESEARCH REPORT WITHOUT REFERENCES , I NEED 8 SLIDES. THE PPT SHOULD CONTAIN WHAT WE HAVE UNDERSTOOD FROM THE CASE STUDY
Nike ERP implementation 1. The project management maturity model of an organization (OPM3) assists and guides the organization to make customized changes in its system in compliance with the objectives and strategies of the organization. This tool is a significant tool for the organization for measuring its utility and returns from the system even at the time of implementation as well as at the time of absorption. There are numerous ways in which the tool OPM3 can implement a demand system and can have a positive effect on the same. First being that with the help of OPM3 Nike can take proactive in determining all the requirements in the supply system before the decision related to the demand system has been taken by the organization. On the other hand, the purchase and sakes segments are interconnected with the other segments and sectors of the organizations and for these there the need for a detailed provisional study is raised to identify the need, timeliness, and relevance of the integrated and harmonized system instead of the single-phase system. The demerit in the following can be the failure of Nike to maintain the coordination in the system of demand with the organizational goals as well as the aims and objectives of the whole system (OPM experts. 2017). At last, the output that was generated from the study and analysis from the demand system cannot be integrated into the rest of the operations taking place in the different parts of the said organization or the company. Organization project management maturity model commonly known as OPM3 clearly and apparently states that all the organizations and entities responsible should make sure of the fact that all the actors must be provided with adequate appropriate knowledge regarding the system either before or at the time of purchase or even the implementation. As per the above discussion, it can be concluded that the company or organization had enough capability to imbibe the planning system of the demand of the organization. Without any clear idea of the planning related to the demand of the whole organization and without having clarity regarding the demand slope of the organization, it was very obvious on the failure of the demand plan. There are numerous reasons for the same, firstly Nike failed to assess the capabilities and skills rationally and in an effective manner for the affected users of the project which ultimately lead to a gap and formed a barrier while using the same. This is a shred of clear evidence to the fact that the company majorly focused on the powerful tools and neglecting the topic of knowledge to the users. Organization project management maturity model commonly known as OPM3 clearly and apparently states that all the organizations and entities responsible should make sure of the fact that all the actors must be provided with adequate appropriate knowledge regarding the system either before or at the time of purchase or even the implementation. As per the above discussion, it can be concluded that the company or organization had enough capability to imbibe the planning system of the demand of the organization. 2. There were 3 reasons due to which Nike was being successful in implementing ERP. The first reason for the success was that the organization realized and agreed to the fact that in big or large size enterprises the requirement is for the phase implementation procedure in the organization. Apart from this, the fact cannot be ignored that the branches located outside Oregon may differ in the process and various decisions taken in the organization. Hence the application of a uniform form of the format will not lead to the integration of the operations of the organization. As analyzing the consequences of the same it was decided by the Nike and the responsible service providers that it is necessary to implement such strategies that would result in various phases implementation in a long-run period. This technique not only helped the organization but also helped the teammates to take proactive action and helped them to detect and monitor several changes taking place at an early stage. Along with all these several effective training sessions can also be taken into account at all or some stages in the organization which must ensure successful adsorption of the knowledge in the given timeline (PENTZMAY, 2016). Therefore, if challenge face by it in Canada was about the skills then Nike is capable enough and in a position to compensate and fix the same at the time of installation of the system in the Oregon branch. The second reason responsible for the successful implementation of ERP by Nike was the global availability of their store or to put the same in other words, the geographical separation of their stores. Initiating the business in Canada before expanding the same to different geographical locations helped the organization in learning early lessons that have prevented and safeguard the company with the erratic discourse that might have taken place in the future for the purpose installation. To give a second thought on this perspective, the chances of errors to occur and the cost related to the same is comparatively high in the procedure of installation when compared with the branches. Therefore, if challenge face by it in Canada was about the skills then Nike is capable enough and in a position to compensate and fix the same at the time of installation of the system in the Oregon branch. Third and the final reason for the successful implementation was the commitment of the firm to teach and train there staff in the stages of their implementation cured the deficiency and gap that was being noticed in the conventional system of the organization. The precursor for the training being successful was dividing the implementation which makes the training possible and convenient. The present cases the responsible service provider was held in the place to counter check and monitors the level of success of the training and also monitor the gauge skills adsorption level in the employees. The success and denomination of the implementation of the ERP system completely depend upon the fact that how users consider the same and are how compatible they are to use the system (Umar, Khan, et.al, 2016). 3. The phased rollout strategy as the best available option for the organization to opt for at the time of installation of such a heavy-duty system which is ERP. Nike decision was absolutely correct with regard to all the available practical factors of the organization as a company having the staff of approximately 26000 across the globe, it’s not easy to train all of them in exercising single based system. A major and substantial percentage of the staff was left with no option but to implement the ERP system to resolve the issue effectively. These staff members are located and employed in different areas and different sectors of the world and hence another significant factor affecting the implementation of the same was that there was no logic in implementing the system on an immediate basis (Richards, 2013). Second, Nike is a big organization and has various branches across the globe. Though completely agreeing to the fact that they are selling homogenous goods but the fact is that after selling the same goods there themes and strategies of selling may differ from one another because of the different locations and cities in which they are situated. In the same case, the system implemented and the service provider will only be able to study only the requirements of the case based on the operation of each station or branch. It is quite obvious to state that the Canadian store people will follow different strategies and approaches when compared to the Australian store people. Therefore the logic is to analyze them properly each at a particular time. Third and the important reason that why the implementation of the system was necessary was because of the factor of evolution. It a very common practice and requirement of the project to promote the follow-up practice in the organization which can show positive results in the favor of the organization and even encounters the challenges that might need to be faced in the implementation procedure. Doing all these in a single shot of the implementation might result on the financial factor and can be catastrophic to the financial stability of the organization and might result in the Nike to lose a great portion of its capital. The provider of the service is held with an ample number of chances at the time of installation in the phases, for informing the user with the requisite changes or the additional requirements as and when needed by the provider for implementing the same. The most important and prominent lesson learned from Nike was that the reflective and proper internal analysis can help the organization in aiding a variety of problems faced at the time of the successful implementation of the project. The organization had a painful experience at the time of implementation of the demand system when the same was by them with all the due diligence with all their requirements and capacity. It is quite obvious to state that the Canadian store people will follow different strategies and approaches when compared to the Australian store people. Therefore the logic is to analyze them properly each at a particular time. Reference Umar, M., Khan, N., Agha, M.H. and Abbas, M., 2016. Exploring the factors affecting ERP implementation quality. Journal of Quality and Technology Management, 12(1), pp.137-155. Richards, j. 2013. Top 5 benefits of global ERP system and processes. Merit solutions. Retrieved 25 January 2018. PENTZMAY, K.2016. The difference between demand planning. Forecasting and S&Op demand planning. Demand planning. Retrieved 25 January 2018. OPM experts. 2017.OPM Experts, LLC. Retrieved 25 January 2018. Schlichter, j. 2016. Organizational project management (OPM )& OPM3.project management.com. retrieved 25 January 2018. MITS6004 Enterprise Resource Planning Assignment 1 Case Study and Presentation March 2020 MITS6004 Assignment 1 and 2 Copyright © 2015-2019 VIT, All Rights Reserved. 2 Objective(s) This assessment item relates to the unit learning outcomes as in the unit descriptor. This assessment is designed to analyze business/ enterprise activities and to identify problems, weaknesses, strengths and threats and entities interacting with the enterprise. This assessment improve presentation skills and give students experience to apply knowledge to identify, make recommendations and devise solutions for an ERP implementation topic and writing a report relevant to the Unit of Study subject matter. INSTRUCTIONS Assignment 1 – Case Study and Presentation - 10% Due Session 5 Case Study: Nike ERP Implementation • BACKGROUND: Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue-Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory. The company employs 26,000 staff