Team members from across Cisco were placed onto one of five “tracks” (process area teams).
Each track had a Cisco information systems leader, a Cisco business leader, business and IT
consultants from either KPMG or Oracle, and additional personnel from the business as team
members (see Exhibit 4 for a diagram of Cisco’s ERP team structure). Tracks were managed from a
“Project Management Office” which included Cisco’s Business Project manager, Tom Herbert, and
Mark Lee, the KPMG Project manager.