Erp in Tosco B
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Tosco’s success begin by COMETS
In February 2001 Donna was very pleased with the success of COMETS. It was a warm February day. Sunshine provided some badly needed relief from the winter’s blues. Donna was sitting in her office observing the green lawn bathing in the warm sun. It was a beautiful day for her observing the performance of COMETS.
Estimated costs of COMETS
After four-and-a-half years of implementation and approximately $40 million excluding costs of Tosco’s internal staff and ongoing maintenance costs of COMETS over the initial approved budget, COMETS was a success.
COMETS had allowed Tosco to grow through major acquisitions
Unlike many IT projects that are scrapped after millions have been spent, COMETS worked and had allowed Tosco to grow through major acquisitions, even during the implementation process, without adding many more personnel. However, implementing COMETS was far from smooth or easy. The COMETS project was finished. Donna reflected on the whole experience.
The implementation of the project
Tosco maintained a customized approach
Because of the unique business process Tosco maintained, the company decided on the customized approach. To write the software programs for COMETS, Tosco formed teams comprised of operational and accounting users, systems analysts and programmers, and consultants from Aspen Consulting.
The project people were mostly part-time workers
Most of the Tosco people assigned to the project were assigned part-time. It was for the advantage of part-time workers who are brilliant in terms of working, so that they can work in the firm anytime.
Formation of teams from different functional areas and locations
People, when available, were pulled off their jobs from different functional areas and locations. The teams were made up of 70% Tosco and 30% Aspen Consulting in order to keep costs down, obtain buy-in from upper management, and retain knowledge within Tosco.
Tosco tracked
Tosco’s success begin by COMETS
In February 2001 Donna was very pleased with the success of COMETS. It was a warm February day. Sunshine provided some badly needed relief from the winter’s blues. Donna was sitting in her office observing the green lawn bathing in the warm sun. It was a beautiful day for her observing the performance of COMETS.
Estimated costs of COMETS
After four-and-a-half years of implementation and approximately $40 million excluding costs of Tosco’s internal staff and ongoing maintenance costs of COMETS over the initial approved budget, COMETS was a success.
COMETS had allowed Tosco to grow through major acquisitions
Unlike many IT projects that are scrapped after millions have been spent, COMETS worked and had allowed Tosco to grow through major acquisitions, even during the implementation process, without adding many more personnel. However, implementing COMETS was far from smooth or easy. The COMETS project was finished. Donna reflected on the whole experience.
The implementation of the project
Tosco maintained a customized approach
Because of the unique business process Tosco maintained, the company decided on the customized approach. To write the software programs for COMETS, Tosco formed teams comprised of operational and accounting users, systems analysts and programmers, and consultants from Aspen Consulting.
The project people were mostly part-time workers
Most of the Tosco people assigned to the project were assigned part-time. It was for the advantage of part-time workers who are brilliant in terms of working, so that they can work in the firm anytime.
Formation of teams from different functional areas and locations
People, when available, were pulled off their jobs from different functional areas and locations. The teams were made up of 70% Tosco and 30% Aspen Consulting in order to keep costs down, obtain buy-in from upper management, and retain knowledge within Tosco.
Tosco tracked