Cisco – Discussion Topic 1Cisco’s business model, products, goals and major strategies.

Cisco’s ModelCisco Systems operates under a manufacturing and service model where it manufactures networking equipment and offers services to support the functionality of their products in the communications and IT industry. Or, you may say Cisco adopts a networking equipment product and service provider model. Cisco is the industry leader in communication products and services for both the business and individual customers. From its groundbreaking role in the internet phenomenon to its current diversification, Cisco continues to innovate its way into all corners of the market.

Cisco’s ProductsCisco's current portfolio of products and services is focused upon three market segments:

enterprise and service provision for large businesses, small business use and home use1. Cisco provides a wide variety of product lines mostly network products which are routers, switches, wireless, security, physical security and building systems, optical networking, networking software and interface, and modules. Cisco's routing products are designed to enhance the intelligence, security, reliability, scalability, and level of performance in the transmission of information and media-rich applications. The company's switching products are used within buildings in local-area networks (LANs), across cities in metropolitan-area networks (MANs), and across great distances in wide-area networks (WANs). Their switching products offer many forms of connectivity to end users, workstations, IP phones, access points, and servers, and also function as aggregators on LANs, MANs, and WANs. The company's home networking products connect different devices in the household which allows people to share internet access, printers, storage, video, music, movies, and games throughout the home. Home networking products include routers, adapters, gateways, switches, modems, home network management software, and other products. These products are sold through select retailers, value-added resellers, online retailers, and service providers worldwide.

The product leadership strategy for Cisco involved not only the innovation of Cisco’s engineering teams but also alliances, acquisitions, and minority investments. Through a series of acquisitions and alliances, Cisco entered new markets, extended its product offering and identified new channels of distribution. These products and channels of distribution are high-performance work group solutions, software based routers for remote network sites and Ethernet switches. Different solutions for every single market are segmented into architectures, which form the basis for how Cisco approaches every other market. Cisco tries to increase productivity, improve customer satisfaction and strengthen competitive advantage. In 1997, Cisco made approximately 80% of the large-scale routers that powered the Internet2. The Cisco name has become synonymous with the Internet, as well as with the productivity improvements that Internet business solutions provide.

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1 http://en.wikipedia.org/wiki/Cisco_Systems#Products_and_services2 http://gsbapps.stanford.edu/cases/documents/EC%2015.pdf

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Cisco products are used by top retailers such as Staples who is using Cisco TelePresence technology to help ease the integration of associates and processes following the company's recent acquisition of Corporate Express and to inform associates about products. Cisco is deploying this immersive "in-person" meeting technology within Staples to help the world's largest office products company streamline internal communications across its global business operations. Another example is Cabela's, the world's largest direct marketer and a leading specialty retailer of hunting, fishing, camping and related outdoor merchandise, is working with Cisco and SCOPIX, an industry leader in store operations analytics, to outfit its store with innovative digital video technology designed to continuously improve its in-store customer experience.

A short list of current Cisco products and services of networking covers1. Core - routing, switching, and services2. On-line collaboration 3. Data center virtualization and cloud.4. Video conferencing. 5. Architectures for business transformation.

Source: http://www.cable360.net/ct/strategy/businesscases/Cisco-Adjusts-Its-Business-Model_46248.htmlCisco’s Goals

Cisco Systems, Inc. is the current leader in the data networking equipment market. Their goal is to stay at the forefront of the industry for the foreseeable future which they intend to do by helping their customers increase their competitive advantage and profitability through creating intelligent networks. Their organizational goal or mission statement is “to shape the future of the Internet by creating unprecedented value and opportunities to its customers, employees, investors, and ecosystem partners” and to define the industry-wide networking protocols and become the worldwide leader in networking. The company provides high quality networking equipment to the consumer and as a result, they have “transformed how people connect, communicate, and collaborate” when they use the networking equipment (Cisco Website-Earnings Report 2Q12). Cisco also aims to build a company for the next generation which is capable of forging customer relationships as well as maintaining a passionate customer focus and consistently trying to exceed customer’s expectations.

Another version: Cisco’s business goal is to continue to grow with the adoption of Internet-based infrastructures by other companies. Cisco continues to pioneer in the development and use of the Internet, and provide leadership to most traditional companies. These companies can find the same benefits that Cisco has enjoyed.

Source: Nolan, L. Richard. (2005) Cisco Systems Architecture: ERP and Web-enabled IT. Boston: Harvard Business School Publishing.

Cisco’s Major Strategies

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Cisco’s business strategies aim to focus less on complexity and more on agility as well as on its five foundational priorities: leadership, collaboration, data center virtualization and cloud technology, video, and technology architectures. By adopting an enterprise architecture approach, organizations can align both technology and business priorities to achieve their organizational goals. This strategy can ensure the business has the capability needed for present and future success and provides metrics that help architecture teams align people, processes and systems with the business and technology goals. The practice of using the enterprise architecture approach at Cisco has several benefits which include one group owning critical business functions, being responsible for defining strategies and governance processes that span the IT department as well as being responsible for foundational platforms such as the enterprise data warehouse and business intelligence systems. Furthermore, Cisco will maintain some strategies used over the past years, which includes: cost structure alignment, portfolio optimization, restructuration, and increased value to shareholders.

Case SynopsisCisco Systems had in a place a UNIX-based software package which they were quickly

outgrowing. In 1994, the company decided it was time to shop for a new ERP product. After sending out RFP’s to vendors, and visiting company sites, Cisco decided that Oracle would be the best fit for them. Oracle was selected because it had a better manufacturing capability than the other vendors, there were long term development guarantees, and the close proximity of Oracle offered greater flexibility. Additionally, the consulting company KPMG was selected to assist with the implementation of the new ERP system.

The implementation process was developed using a Conference Room Pilots with a implementation team selected from various IT, management and users. Starting with CRP0 the team focused on demonstration capacity to take a Cisco order all the way through the business process called Quote to Cash. In CRP1 the team worked to make the ERP system work in each individual area. During this process the team identified that the Oracle program would need to be modified to fit their needs. In CRP2 the team went through the major modifications, developed an after sales support package, and additionally it became necessary for a data warehouse. It was under CRP3 in which the implementation team went live and simulated a full day’s work, moving sequentially through each step of the business process. Also, more than one day of testing the system at full capacity was needed before going live. The action plan would detail new timeline for testing.

Cisco – Discussion Topic 2Firm-based value chain application at Cisco

Primary Activities

Inbound LogisticsIt refers to obtaining the parts, managing the receiving and storing of the parts for its major products. Cisco has one of the most complex supply chains of the Information technology industry. The company purchases over 50,000 parts supporting over 200 product families. They have a supplier code of conduct and audit their suppliers.

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Operations/ManufacturingThe company manufactures network products, routers, switches, video and content delivery, storage networking among others. The major services are related to their major products such as networks services, routing services, switching services etc.Outbound LogisticsCisco handles the shipping of completed products to distributors and end users to several locations around the world.Sales and MarketingThe company markets its products through different channels. Cisco markets to enterprises, service providers, small business and individual consumers. Customer ServiceCisco provides customer service and after sales support.

References:

http://www.cisco.com/web/about/ac227/csr2010/our-value-chain/index.htmlhttp://www.cisco.com/web/about/ac227/ac333/the-environment/supply-chain.html

Here is another more developed version:

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Firm-based value chain and its application at Cisco

Firm-based value chain model

Michael Porter introduced the concept of the value chain in his book Competitive Advantage: Creating and Sustaining Superior Performance (Porter, 1985). The value chain analysis provides a basis by which to analyze activities in an organization. The model allows one to examine how the firm’s activities are connected and the value created by these associations. The value chain, the full sequence of activities required to design, produce, sell and deliver the product and how these activities work together to give the company sustainable competitive advantage (Gobble, Petrick, & Wright, 2012).

Activities in the firm-based value chain are classified as primary or support activities. Primary activities are business functions that relate directly to the production of the organization’s products or service while support activities assist and facilitate the primary activities (Kroenke, 2012). Primary activities are Inbound Logistics, Operations/Manufacturing, Outbound Logistics, Sales and Marketing and Customer Service (Kroenke, 2012). Support activities include Procurement, Technology Development, Human Resource Management, and Infrastructure (Dagmar Recklies, 2001)

Figure 1.1 Illustrates Porter’s Value Chain Model

IntroductionCisco realizes the importance of maximizing profit by ensuring value is added from each

activity within the value chain. In an effort to not only maximize profit within the value chain Cisco has demonstrated corporate responsibility by reducing carbon emissions, waste production, and natural resource demand in processes. Cisco realized more than 12 million in annual cost savings by applying sustainable practices and manufacturing efficiencies through the structure of their value chain in Fiscal 2009.

Cisco takes a holistic approach to value chain management, focusing on all nine nodes of activity associated with meeting their customers’ expectations for quality solutions.

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Total Margin, Primary Activities

Total Margin, Support Activities

Total Margin

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Margin=Value-Cost

Firm infrastructure

HRTechnology

Procurement

Customer Service

Sale Marketing

OutboundLogistics

Manufacturing

InboundLogistics

Primary Activities

Cisco’s value chain focuses on every stage in the lifecycle of their products. This means managing the whole value chain, including issues such as ethics, product security, environmental impact, and labor relations. About 95 percent of manufacturing, testing, delivery, return, reuse, and recycling of Cisco products are outsourced to partners in Asia, Europe, and North and Central America.

Design and Planning of ProductsCisco integrates supply chain and sustainability considerations from the beginning of the

products lifecycle. Cisco works to drive sustainable product design by utilizing energy efficiency, material, and end-of-life management that complies with environmental laws and reduces negative environmental impacts. All the while, Cisco still works to maintain their promise in providing high standards of product quality and reliability within their product design activity.

Inbound Logistics

This activity is related with the order part from suppliers. Cisco has 95% outsourced value chain. They have already 750 suppliers from North and Central America, Europe and Asia (Cisco.com). The alliances formed through the joint ventures and partnerships with Cisco are a source of their competitive advantage.

Cisco also utilizes reverse logistics, recovering products from customer, to redeploy them in ways that bring value to Cisco (Argawal, 2010). Over 30,000 units are recovered weekly resulting in $100,000 net contribution annually (Argawal, 2010).

Operations and ManufacturingCisco’s operation is divided in two types: products and services. The products are

categorized in five types: Routing, switching, advanced technologies, and others products, and services.

The routing products (IP) are designed for transmission of information for enterprises to consumers at home. The switching products are LANs and MANs (local and metropolitan area network), and WANs (wide area network). Cisco utilizes technology such as Ethernet, Power over Ethernet, Fiber Channel, among others to facilitate providing routing services. Cisco uses advanced technologies if or applications networking services, storage, home networking services, etc. They offer services secure, high performance, reliable delivery of applications across of the WANS, or WASS (Wide area application services). (Datamonitor, 2011)

The bulk of Cisco’s production, 90%, is conducted by independent, globally diffused contract manufacturers (Shister, 2007). Cisco employs approximately 2,000 people directly in manufacturing while their contract manufacturers employ nearly seven times that number (Shister, 2007).

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Outbound logisticsMost of Cisco products are configured to order. In this part of the chain, they delivery

and distribute the products of the buyers. Cisco manages the shipment of new and refurbished products to its customers utilizing vast supplier network (Argawal, 2010). Cisco uses a number of transportation suppliers to ship and track outbound products.

Marketing & SalesCisco has an enormous marketing and sales force. The company has approximately

12,000 employees in more than 300 offices worldwide, as well as numerous headquarters and corporate personnel (Cisco.com). At one point in the firm’s history sales teams spent 25% of time selling and the remaining 75% on ancillary responsibilities such as tracking orders, resolving credit issues, prospecting, and researching competitor information. The executives have developed web based portals to help the sales force to manage customers more effectively (Cisco.com). Utilizing these portals to facilitate that presentation of real-time business critical info to customers directly has freed up more time for sales to manage accounts effectively. Customer Services:

Cisco often invites customers to an executive briefing center for individualized presentations and discussions with executives and tech support. Cisco has devised a virtual customer support solution to minimize meetings required, which reduces travel expenditures as well as provides real time solutions for customers. Cisco’s TelePresence Meeting facilitates meetings between customer, reduces travel, accelerates sales cycles and supports more efficient internal communications (Cisco.com). Support Activities

Procurement

Monitoring and improving performance follows six-step process:1. Share the Code of Conduct with suppliers and communicate the expectation on how it

should be applied.2. Evaluate suppliers to identify facilities at risk of noncompliance3. Evaluate those facilities through self-assessments4. If warranted, commission an audit of facilities, either via the EICC-validated audit

process, or using Cisco-sponsored third-party auditors 5. Work with suppliers on corrective action plans to resolve any findings6. Validate that issues are resolved and continue to monitor and talk with suppliers

Promoting a diverse supplier Base through a range of initiatives designed to build business skills and capabilities across

the globe. Working with certified diverse suppliers and partners ensures Cisco's access to a wide range of skills and innovation. Cisco executives sit on the boards of 15 diverse supplier organizations in seven countries, including Canada, China, the United Kingdom, and the United States.

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InfrastructureHR

Procurement

Technology

Building capabilityCisco’s mentoring programs continue to enhance the capabilities of diverse suppliers. In

FY10 , diverse suppliers participated in:- Basic skills building: The UCLA Management Development for Entrepreneurs

Academy is a four-day skills development program through the University of California at Los Angeles. In FY10, Cisco funded scholarships for two diverse suppliers to participate in this program.

- Executive mentoring: Nine suppliers participated in FY10. The program teams Cisco executives with supplier CEOs.

- Advanced mentoring: Cisco engages diverse suppliers with revenues of over $50 million and with whom we have a long-term relationship (more than three years). The focus is on a specific business solution to bring benefits to customers.

Increasing Supplier DiversityCisco expands their base of diverse suppliers through relationship-building, including:

-Global Diversity Partner Forums: These help create a network of diverse suppliers that encourage closer and more effective partnerships.

-Global Business Missions: U.S.-based partners and suppliers joined Cisco on business trips to Australia, China, South Africa, and the UK with the National Minority Supplier Development Council, We Connect International, and the America-China Business Women's Alliance. This helps to expand networks and expertise.

Technology

Cisco regularly seeks to introduce new products and features to address the requirements of their markets. They allocate their research and development budget among routers, switches, new products, and other product technologies for this purpose. Our research and development expenditures were $5.8 billion, $5.3 billion, and$5.2 billion in fiscal 2011, 2010, and 2009, respectively. The research expenditures are applied generally to all product areas, with specific areas of focus being identified from time to time.

Recent areas of focus are tied to our foundational priorities and include, but are not limited to, our core routing and switching products, CiscoTelePresence systems products, and the Cisco Unified Computing System. Our expenditures for research and development costs were expensed as incurred.

The industry in which we compete is subject to rapid technological developments, evolving standards, changes in customer requirements, and new product introductions and enhancements. So it is important that they use their ability to improve the performance and reduce the cost of their products.

They do this by implementing specific customer needs that are inquired by their management and engineering personnel while also working with other innovators in the industry including universities, laboratories and other corporations. They also continuously make acquisitions and investments that provide them with access to new technologies that will assist in the R&D sector. Human Resources

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The Cisco Human Resources function includes approximately 700 HR professionals who support the company’s 66,000 employees around the world. To maintain and optimize such a large HR function, the company employs a team of HR professionals whose task is to carry out a training and development strategy specifically for human resources personnel at Cisco.

Cisco use WebEx technology throughout their entire recruiting strategy. WebEx enables training sessions and large-scale events that connect more team members from more locations at a far lower total cost, changing both the visibility and the impact that Cisco can have on college campuses. By using WebEx Meeting Center to conduct online orientation sessions for incoming interns, the Cisco HR function accelerated interns’ time to productivity. Infrastructure:

Cisco was incorporated in California in December 1984, and the headquarters are in San Jose, California. Cisco designs, manufactures, and sells Internet Protocol (IP)-based networking and other products related to the communications and information technology (IT) industry and provide services associated with these products and their use. The company conducts their business globally and is managed geographically in four segments: United States and Canada, European Markets, Emerging Markets, and Asia Pacific Markets. The Emerging Markets segment consists of Eastern Europe, Latin America, the Middle East and Africa, and Russia and the Commonwealth of Independent States (Cisco Annual Report, 2011).

General Management Minimizing the environmental impacts of Cisco products is a key focus of their value

chain program. Cisco looks for ways to reduce environmental impacts throughout the product lifecycle by:

Integrating environmental considerations into product design, from minimizing use of potentially hazardous materials to improving product energy efficiency

Working with partners in the supply chain to reduce impacts from manufacturing, product packaging and transport in five key areas: energy use, greenhouse gas emissions, water availability and quality management, and materials management

Managing waste at end-of-life through product take-back and recycling programs

Addressing CSR issues in their value chain through:

Aligning work around four key sustainability pillars, and embedding these into routine business practices.

a) Labor and worker rights b) Security and integrity, including ethics and intellectual property protection c) Health and safety d) Effective use and preservation of natural resources

By embed these pillars in routine business practices at Cisco and their suppliers will

further improve the management of the supply chain and ensure business continuity by reducing risk.

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Supplier self-assessments, supported by joint audits and Cisco-initiated reviews against their Supplier Code of Conduct.

Open collaboration with industry partners to develop a common approach.

Cisco promotes responsible practices in the wider ICT value chain through industry collaboration. Their participation in the Electronic Industry Citizenship Coalition (EICC) enables Cisco to exchange ideas and pool resources with industry peers, respond to stakeholder concerns, and influence the development of industry standards.

Finance and Accounting

Cisco has strong finances in its annual report from 2011 they report revenues from sales more than $43 billion and increases of 8 % compared to the year before. The sales in 2011 were $34.5 billion with increases of 6%. In the services activities, the revenue was $8.7 million and represents the 20% of the total revenue. The routing revenue was $334 million and new product revenue $13 billion. The strong balance sheet is a competitive advantage for the investors.

Legal Issues

As stated in Cisco’s annual report (2011), it is currently subject to legal proceedings, claims, and litigation arising in the ordinary course of business, including intellectual property litigation. While the outcome of these matters is currently not determinable, the company does not expect that the ultimate costs to resolve these matters will have a material adverse effect on the consolidated financial position, results of operations, or cash flows if Cisco.Summary

Cisco, as well as many other companies, uses the firm value base model in the case analysis because this model is typically used to analyze internal operations of an organization. Because companies have different functions, processes and tasks, it can be difficult to analyze and describe the different procedures to an outside party. Fortunately, the firm based value chain model provides a simple, clear and complete format that can easily be used as the framework to explain the business processes of their organizations in a manner that can easily be understood.

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Cisco – Discussion Topic 3Problems/Needs identification for ERP implementation

The needs for ERP implementation at Cisco included

1. Company’s current systems were not catching up with their growth and they were not

able to make changes to the application to meet their business needs.

2. Even though their software vendor offered an upgraded version with time, it would not

meet their future business needs.

3. Deciding to implement different systems for the different departments or deciding to run

all the functional areas together under a common architectural database.

4. Concerns about the size, cost, and time to implement the ERP system.

Here is another version:

Problems and needs that drove implementation of an ERP system

Cisco Systems was experiencing a growth rate of 80% per year. The software used was old and designed for companies that were smaller, and Cisco outgrew the optimal size. They were the largest customer of their software vendor, which was currently in the process of being purchased. Concern of future support made upgrading important regardless of whether Cisco wanted an ERP solution or not. The company had strict standards making ERP ideal over individual business units implementing their own; departments were not taking the initiative to purchase new software for their own groups anyway. Finally, a major outage shut down the company for 2 days; this was unacceptable, and could not happen again.

Cisco – Discussion Topic 4Evaluation of ERP Implementation at Cisco

Problems and needs that arose before and during implementation

For the system to be configured properly, the best employees had to dedicate time to this project; it was difficult to spare them from their actual jobs causing either company performance to suffer, the overworked employees, or both. The project timeline was extremely tight to the end of the fiscal year either forcing the project to be longer or shorter than optimal. Major software modifications were required, since business processes varied from the standards in Oracle that were beyond the ability of configuration. Lastly, the hardware itself required upgrading to handle the transaction volume and capacity of the new software. This would not have been as big of a deal if it was discovered at the start of the project; however, the system was tested by modules and not at the same time, and the issue was not discovered until the system went live and caused

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disruption to the workflows. On the plus side, their contract required the vendor to pay for the necessary upgrades.

Evaluate ERP implementation at Cisco Systems. Integrate tangible/intangible topics using a cost-benefit analysis.

Although the notion of implementing Enterprise Resource Planning (ERP) at Cisco Systems was crucial in supporting their 80% annual growth rate (since incremental modifications were just not enough) it did not come free of drawbacks and benefits.

At Cisco Systems, one of the major constraints of implementing the organization wide ERP system was the maximum cost of $15 million that could be budgeted and time frame of nine months, with 14% allocated towards headcount 16% towards software, 32% towards hardware and 38% towards systems integration (Austin, Nolan & Cotteleer, 2002, p.14, Exhibit 3). Apart from these tangible costs associated with the implementation, it also had to be considered that personnel within the organization that were recruited to be on board for the ERP system were only being able to devote their time and expertise on working in collaboration with Oracle and KPMG, especially the IT department. ‘“We are needing to divert more and more energy, and more and more resources towards the project.” IT did nothing else that year (Austin, Nolan & Cotteleer, 2002, p.9).’

In the long run, however, the benefits associated with the system far outweighed the costs. For one, with the implementation of ERP at Cisco, integration demonstrated the system’s ability “to take a Cisco order all the way through the company’s business processes (Quote-to-Cash) (Austin, Nolan & Cotteleer, 2002, p.8).” This streamlined operations and decreased inefficiency in communications amongst various business functions, leading to increase in overall productivity for the organization. Furthermore, as kinks were sorted through in the stabilization phase of the implementation, as “technical problems associated with Oracle implementation proved to be short-lived…new information systems would fulfill the promise of supporting the rapid growth that the company was experiencing (Austin, Nolan & Cotteleer, 2002, p.11).” This was indicative of the fact that the potential costs that would have been associated with “constantly band-aiding” existing systems would be reduced and systems outages or the corruption of the database could be avoided.

Also, the implementation of the system allowed for the company to maintain the 80% growth rate sufficiently. Just six months from when the process was implemented, July 1995, the company was achieving net sales of approximately $2.2 billion. Three years later, this number increased by nearly 286% to net sales of about $8.5 billion (Austin, Nolan & Cotteleer, 2002, p.12, Exhibit 1). With consistent system outages that were prevalent before Oracle and KPMG joined forces with Cisco, this substantial growth would likely not be in that zone.

Not only will Cisco have significant cost-savings and increased sales, with the implementation of this ERP system, but additionally, as mentioned, the flow of communication amongst the various cross-functional teams in the organization, including the order entry, manufacturing, finance, sales and reporting and finally technology, will become more timely and relevant and

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consequently lead to an improvement in resource control, organizational planning, operations and decision making for Cisco Systems (Austin, Nolan & Cotteleer, 2002, p.15, Exhibit 4).Although the implementation of ERP at Cisco was completed in a timely and mostly efficient manner, some of the decisions made during the actual implementation process could have been adjusted for maximum benefits and to avoid some of the kinks that were present early on after it went live in the organization. Nevertheless, overall, the implementation was a wise decision on Cisco’s part that led to quite an accelerated growth for the organization and efficiency for users within the organization and for Cisco’s customers.

We’ve found five reference sources providing relevant information:

How Cisco IT Migrated to an ERP Technical Support Module. Retrieved April 5, 2012, from http://www.cisco.com/web/about/ciscoitatwork/downloads/ciscoitatwork/pdf/Cisco_IT_Case_Study_Oracle_11i_Tech_Support.pdf

Sarah Jane Johnson (October 14, 2010). ERP Payoffs and Pitfalls. Retrieved April 5, 2012, from http://hbswk.hbs.edu/archive/3141.html

Data Monitor (2011), Cisco System, Inc. - Company Profile. Retrieved April 5, 2012, from http://www2.uhv.edu/luj/MGT6352/Cisco%20Company%20Profile.pdf

Suen, J., Sangari, S., Sun, J., Varanasi, S. Cisco ERP Implementation Case [Power Point Slides]. Retrieved April 6, 2012, from University of California, Davis Website: ucd-mba.wikispaces.com/file/view/Cisco_ERP_v12.ppt

Bindas, B,. Cisco Systems. Retrieved April 6, 2012, from Penn State University Website: http://www.personal.psu.edu/users/b/j/bjb261/ist110_bjb/In%201994-2.html

ConclusionThe implementation was a success in that the completion deadline was met and the project came in on budget. It could have been a better implementation as when all the users were live; the system went down at least once a day. This was a result of the hardware architecture was not robust enough and not sized properly. Secondly the implementation team did not test the system with a large enough database at the same time. As a result the system was overwhelmed with the size of data when all the users were live. We would recommend testing the system at full capacity with the largest possible database before going live with all the users.

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