Abstract
This case study can be used to demonstrate the tradeoffs between Big Bang versus slower ERP implementation approaches that allow time for organizational learning. Students can identify the technology and organizational risks associated with ERP projects in general, and Big Bang implementations in particular, and then assess how well NIBCO's leaders manage these risks over the life of the project. Specific examples of communications and training initiatives, including ways to achieve employee buy-in, are detailed in the case so that students can better understand change management practices in the context of a major system implementation. The teaching note includes an epilogue, a framework for analyzing the implementation approach, a teaching guide, and supplementary references.
Recommended Citation
Brown, Carol and Vessey, Iris, "NIBCO's "Big Bang"" (2000). ICIS 2000 Proceedings. 91.
https://aisel.aisnet.org/icis2000/91