Tektronix implemented the ERP in many waves. Each wave delivered a specific functionality for a particular division or geographic region.
The concept of waves was important:
* implementing in waves allowed to obtain regular feedback * flexibility in scheduling – e.g development at MBD took much longer than anticipated – but due to the wave concept there were no major delays in the whole project * easier to gain overall acceptance – it is able to show already first benefits * implement together what is similar allows a more smooth process * frequent victories kept the team moral high and ensured that the Board continued to support the high cost and long timeline of implementation * start with an area that effects all divisions or the division with the lowest complexity a continues learning process. * Roll out started with one country (US) after that was successful with key region in Europe and than in larger waves that were implemented more or less together
Big bang implantation only for smaller companies with lower complexity or in strongly centralized organization. With a big bang implementation the company looses some of the flexibility of the wave approach and faces higher risks.
2. How did Tektronix manage the risks of ERP implementation?
Project steering committee
In order to make sure that the overall goals were achieved, a steering committee was created that refined the company’s vision to develop a global business mode. The steering committee set out the overarching guidelines to which the system needed to adhere in order to be successful. In addition, they defined “Business Pratice Changes and Guiding Principles” to provide more concrete directions for the implementation.
Project organization and management
To implement these major changes, each of the three...