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This case presents two phases of a large business transformation project involving the implementation of an ERP system with tBombardier Transportation posted revenues of $6.6 billion for the period ending January 31, 2007. This represented 45% of Bomaircraft and one corporate model. Its range of 8 regional aircraft consists of both turbo-prop and regional aircraft. The BraLegacy information systems The group of information technology applications that had been supporting Bombardier Aerospaces mIn 2001, the process of establishing the need for a new integrated manufacturing system was headed by a group of senior managprospective form in an ERP environment and outline the benefits they expected from the BMIS implementation. The output of thiregular meetings with their staff, some forwarded presentations and some made no specific effort to ensure employees were infthe business environment (unrelated to the project) meant that attending workshops was not always possible for some managers.that Mirabel was selected because the CRJ700 is very much a manufactured plane, and this model of plane is expected to driveimplementation of the BMIS, but was completed as a separate initiative. This entailed changes to processes and employee rolesone user had to begin cleaning data on 20 suppliers and 1,200 parts. This involved reorganizing and cleansing data from hundrPower users brought themselves up to speed for their courses by talking to business analysts, looking over process models andDuring the shutdown period preceding the Go Live, the BMIS project team executed the cutover plan and prepared help desk faciUsers from various functions complained that they sometimes experienced significant delays in getting answers to their querieManagers were not using the reporting functionality available in the system. Information was being requested in the same wayusers with data, he agreed that it should be used to provide the data for measurement. He strongly believed that the businessassign it to a supplier to transform the requisition into a purchase order. Once completed, purchase orders were printed andSponsorship The project champion for this second roll-out was the Vice-President at Saint-Laurent. He firmly believed in theUser preparation and training Education and training messages were tailored to the specific needs of the different hierarchicThe Go Live went very well. The business had a contingency plan to keep production running in case of problems. However, therto be supported by the BMIS. Most users wanted all their tasks in the new system as soon as possible so that they would not hThe project personnel had to be managed with caution. While benefits were highly desirable and depended, in part, on the paceSuccessfully Navigating the Turontent Skies of a Large-Scale ERP Implementation Appendix 1 Bombardier Aerospaces History TimAppendix 2 Bombardier Aerospaces Manufacturing Facilities MANUFACTURING FACILITIES Canada Saint-Laurent, Quebec Saint-Lauren

How can we assess whether a project is a success or a failure?

Sponsorship The project champion for this second roll-out was the Vice-President at Saint-Laurent. He firmly believed in the necessity of the BMIS for Bombardier's future growth. He advocated strongly for the system and was the one who brought senior management at Saint-Laurent on board. The change leader was also a strong advocate of the system. He pushed the deployment and change within the plant. In addition, the CEO of Bombardier Aerospace was leading the change from the top level of management. The Vice-President at Saint-Laurent made sure the message was conveyed across the organization by holding senior management meetings, attending and playing an active role in project kick-off and progress meetings, conducting the opening and closing of user education sessions, participating in the management training 'How to Accept Change, etc. The presence of the Vice-President during these activities sent a very strong signal to the employees. The Vice- President explained that the project was essential to ensure the growth of the company, as the legacy systems were unable to support Bombardier's development. At the same time, he insisted that his directors and managers take the lead in the project in order to be clearly responsible for what was happening in the plant. This behaviour induced similar behaviour among the directors and managers. They set aside time for training for their employees and made participation a priority. They helped review mapped processes and they took the lead in the implementation, knowing that their participation would have an influence on the final product Saint-Laurent would receive. Senior management at Saint- Laurent made the project a clear priority and communicated this to their employees. Even power and super users fulfilled change leadership roles among their peers. The vision was communicated through different media to ensu
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Ans: The project went live on the planned date without any significant disruptions to service. The business had a contingency plan to keep the operations running in case of problems. There were no problems and a very hire rate of 97% data accuracy was achieved and the stabilization phase was shorted than expected.

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