Rolls royce case study PDF

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Dibash Chuke Prof. Wes Rhea IS 3560 1/29/2019 Rol l sRoyceCaseAnal ysi s1

1. What do you think of RR’s ERP implementation project? Did they select the right implementation strategy? An ERP implementation involves installing the software, moving your financial data over to the new system, configuring your users and processes, and training your users on the software.[ CITATION Arg \l 1033 ] As we learned in class, implementing an ERP system into an organization can be quiet challenging and there is very high chances of failure. Similarly, we saw in the case study as well, RR faced many challenges. But given how they were ready and tackled every challenge, RR seemed to have had a very effective implementation strategy. The best part of their strategy was that they hired the professional and knowledgeable people, separated each task and assigned team accordingly, had specialized help on each minor task when needed and divided the process into different phases. Based on the description above, RR managed to mark off all the boxes that makes an ERP implementation successful, hence I think they did select the right strategy. 2. Discuss the key success factors of RR successful implementations strategy and the role of SME’s in the project. As mentioned in the case study, “having a solid and knowledgeable ERP implementation Team that can anticipate problems during an implementation, while putting f] forth a solid implementation strategy,” was the key factor of success for RR. Choosing the right people for the project and separating them into right teams was the first and most important key factor. This led the business team to be able to use their knowledge and analyze the business needs and the scale of operations to choose the correct ERP solution- Vanilla solution. Many ERP implementations fail in choosing between custom or vanilla and then end up going over budget or fail by not being able to choose the correct ERP solution.

Dibash Chuke Prof. Wes Rhea IS 3560 1/29/2019

After choosing a correct ERP solution it is still important to integrate the new system in the organization and train the employees and the users to be able to use the new system. In this case, the cultural team managed to sell the system to the users through various a presentations and training programs. Furthermore, the technical team used phased rollout method to implement the system which was another major key factor. This way the changeover occurred in different waves over an extended period which allowed the company to slowly adapt to the system opposed to having to adapt to the system immediately. The prior legacy system was not taken out immediately which also allowed the technical to analyze the data and make sure the reports were accurate before jumping into the new system immediately. Hence, all these factors combined led to the successful implementation of the new system at RR. 3. What advice can you give to RR’s technical team on their approach of migrating the legacy system to the SAP system? There are many factors that influence the decision on what should be the approach for ERP implementation. In this case, the technical team used the phased rollout method which in terms worked out well for them. The advice I would give to the technical team would be to create a process where the users are required to use the new system much more than the legacy system throughout the rollover process so that they can ensure that users get accustomed to the new system. Most often, people tend to use most that is familiar to them, hence if they are not accustomed to the new system during the rollout process, they will find it difficult when completely implementing the new system. 4. What insights did you gain from reviewing this case? By reviewing this case, I gained great insights on the procedures and steps to a successful ERP implementation. It gave me more insights on how critical and essential each step and each decision can be when implementing a new ERP

Dibash Chuke Prof. Wes Rhea IS 3560 1/29/2019

system. I learned more on the phased rollout method of implementation, how to apply it and the great benefits and faults that follow along with it. I learned the importance of choosing the right people for the job: the right project leader and the right teams. I learned about the vanilla implementation and the fine margin between need and wants with consideration to budget, when choosing how much to customize the ERP application. Lastly but most importantly, it gave me more insight on the various many types of challenges faced during the process and how essential it is to be ready to face each one of them. 5. Among all the ERP components listed in this chapter, which component is most critical in the implementation process and why? Among all the ERP components listed in this chapter, I believe the business process is the most critical. Servers, hardware, softwares and employees are all replaceable components. But if the business process is replaced, then the entire system needs to be changed along with it. The business process determines what softwares are to be used and what hardwares are to be purchased and consequentially the kind of people that needs to be hired. The business also determines the budget for the investment in new softwares and hardwares. It is after analyzing the business process, policies and procedures, that an ERP application is chosen that goes along with it. The business process also defines where and how information must be transferred in the organization. Thus, due to all the factors above, I believe business process is the most important component.

Dibash Chuke Prof. Wes Rhea IS 3560 1/29/2019 References: Arguin, Valerie. “What Is the ERP Implementation Process?” Acumatica Cloud ERP, 23 Mar. 2018, www.acumatica.com/blog/what-is-the-erp-implementation-process/. Before spellcheck:

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