Symantec Erp's Turmoil an Analysis and Evaluation of Implementation of Its Erp Sysytems
SYMANTEC ERP’s TURMOIL
AN ANALYSIS AND EVALUATION OF IMPLEMENTATION OF ITS ERP
SYSYTEMS
MANAGEMENT INFORMATION COURSE WORK ASSIGNMENT
BY
OLUSADE PAUL-ROTUA (0714480)
April 21, 2010
Symantec Corporation was established in 1980 and is a leading software vendor specializing in security and information management with operations in 40 countries and 17,500 employees. Since inception Symantec has grown by acquiring companies like Norton, Brightmail, Altris and other smaller software developers. The company made its largest acquisition to date in 2005, when it acquired Veritas Software for approximately $13.5 billion. Though both organisations were of similar sizes Symantec’s focus was security and information management for consumers, while Veritas specialised in storage management software geared toward large-scale licensing. Prior to the merger, the two companies had each used highly customized versions of Oracle E-Business Suite 11d, which was difficult to integrate.
As a result of the difficulty in integrating the information systems being used by both companies, an Enterprise Resource Process (ERP) Project, named “Project Oasis” was rolled out by Symantec to create a single ERP system that would be used by their partners and customers to place orders for their over 250,000 different products, reduce the cost of maintaining Symantec’s IT infrastructure and licensing fees for the enterprise software and improve customer service delivery. However Symantec had overlooked the needs of many customers while designing a technically sound but user-unfriendly ERP system, the company then set about undoing mistakes with a follow-up project, named Project Nero. The goal of Project Nero was to recapture the loyalty of customers who were disenchanted by the changes brought about by Oasis and to assure those customers that Symantec still had their best interests in mind.
Slooten and Yap(1992, p226) define ERP as an integrated multi-dimensional system for
AN ANALYSIS AND EVALUATION OF IMPLEMENTATION OF ITS ERP
SYSYTEMS
MANAGEMENT INFORMATION COURSE WORK ASSIGNMENT
BY
OLUSADE PAUL-ROTUA (0714480)
April 21, 2010
Symantec Corporation was established in 1980 and is a leading software vendor specializing in security and information management with operations in 40 countries and 17,500 employees. Since inception Symantec has grown by acquiring companies like Norton, Brightmail, Altris and other smaller software developers. The company made its largest acquisition to date in 2005, when it acquired Veritas Software for approximately $13.5 billion. Though both organisations were of similar sizes Symantec’s focus was security and information management for consumers, while Veritas specialised in storage management software geared toward large-scale licensing. Prior to the merger, the two companies had each used highly customized versions of Oracle E-Business Suite 11d, which was difficult to integrate.
As a result of the difficulty in integrating the information systems being used by both companies, an Enterprise Resource Process (ERP) Project, named “Project Oasis” was rolled out by Symantec to create a single ERP system that would be used by their partners and customers to place orders for their over 250,000 different products, reduce the cost of maintaining Symantec’s IT infrastructure and licensing fees for the enterprise software and improve customer service delivery. However Symantec had overlooked the needs of many customers while designing a technically sound but user-unfriendly ERP system, the company then set about undoing mistakes with a follow-up project, named Project Nero. The goal of Project Nero was to recapture the loyalty of customers who were disenchanted by the changes brought about by Oasis and to assure those customers that Symantec still had their best interests in mind.
Slooten and Yap(1992, p226) define ERP as an integrated multi-dimensional system for
References: -MASHARI, M., 2001. Process orientation through enterprise resource planning (ERP): a review of critical issues. Knowledge and Process Management, 8(3), pp. 175-185 Davenport, T., “Putting the Enterprise into the ELLIOTT, G. (2004) Global business Information Technology: An integrated systems Approach. Boston, MA: Addison Wesley. KANELLIS, P., LYCETT, M. and PAUL, R.J., 1999. Evaluating business information systems fit: from concept to practical application. European Journal of Information Systems 8, pp. 65–76 LIVARI, J., 1992 MARKUS, M.L. and ROBEY, D., 1983. The organizational validity of management information systems. Human Relations 36 (3), pp. 203–226 WEILL, P