ERP Implementation Project Essay

Rolls Royce is peerless of those pioneers global companies which they arrive at facilities in the most of the humanness countries, mevery a nonher(prenominal) suppliers, partners and huge initiation of customers in all over the world, moreover as the most pioneers global brass instruments actions to parry the hypercompetitive in the global market, globalization and many challenges Rolls Royce unflinching in 1998 to neuter its placemental strategies to be more limber and more response to the customers demands which that lead to flatten its organizational structure hierarchy and turn to be work out oriented rather than functional oriented so they divided the attach to into two business organization units the first one called customer focused business unit (CFBU) which there all the orders and sales deals comes and where all focused on customers assumes to chance on best sales and second one called outgrowth business unit (OBU) which there is the production of produc ts to fulfill other units demands, administrator group who managed all the units and all decisions come from them to be distributed to whole ships company staff.Rolls Royce has recognized that changes of its organizational strategies, aspiration and plans in growths over all the world will not be supported by the legacy resources intend arrangings which it owned them and the difficulty of theses transcriptions to be fixed and development and because the important of the study technology and the internet to create process oriented business purlieu and how much is effective to transfer the organization from rigid structure to be more flexible, so Rolls Royce decided to sign partnership with electronic data service company (EDS) to find for it modern business dissolving agent outline for the data education prudence and resources planning to be more flexible and modify of its requirements which is in its turn decided to fulfil the SAP opening move resources planning place ment (ERP) on operation business unit (OBU) and in my point of view the step that sign with outsourcing partner to find solution to specific issue like what Rolls Royce did with EDS and outsourcing the IT solutions issue one of one of the steps aim appoint by Rolls Royce to overcome the complications of the ERP execution of instrument and let it just focusing on the its field of engines manu situationuring.Important steps has done by outsourcing the instruction execution go steady to specialized company because Rolls Royce has reliableised the fact that this variety of working classs on huge brass are risky, any fallacy in execution will lead to huge money losing, many practical examples prove that, like the fail in implementation ERP governance cost DELL 10 $ billions just to scrap it, moreover this kind of organizations very expensive to remove it or to mobilise the data from it or even to modify it, the customization for this kind of systems is very expensive, this kind of system postulate high integration surrounded by departments, tidy sums and users because in truth the ERP system need board organisational trans data formation process specially in the organisation management model , organisation structure , management style and culture and oddly to staff so the organisation must be sterilize to implement the ERP system, ready to change which Rose Royce was ready to this transformation and there is integration among department instead the mastery implementation will irritate the company get all the benefits and advantages of this kind of the systems like process self-propelling and the quick access of up to date and sniply management information which give the organisation competitive advantage which the Rolls Royce one of those organisations want to achieve thats advantage so it was critical to the Rolls Royce to achieve supremacy ERP project implementation, so they forming project team to implement the ERP system in success fashi on, this team consist outsourcing specialists from external company EDS , which EDS itself has specialized on SAP system , SAP consultants and internal managers and staff have good experience with cross-functional business relationships and experience on the old systems, all of them will corporate to achieve the project implementation success. As any complicated projects of implementation, the Rolls Royce ERP project implementation faced some problems can be grouped into three area of culture, business and technical.Culture problems we can fold it in sentence of the people are afraid of what they do not understand, as unexpectedly the sunrise(prenominal) system faced resistance from the people in spite of the saucily system do the same functions or better than the legacy one has, so the project team decided to increase the original plan period because they need more judgment of conviction to illustrate them the advantages of the new system and how will do positive cause on the department and the company as whole, moreover they need to make the people integrate and to train them how to use it in effective elan they tried to make the accept it as new work environment practices through educational plan to educate the staff in the new systemwhich the plan consists , presentation , demonstration , information delivery and right training moreover the team trained around 10000 employees in the organization, the project team strategy realised that important to accept the system and turn them to new environment practices which consider significant to foot race the system in success way and to create proper integration surrounded by the departments to achieve the advantages of the new system unless the ERP system will not play value or competitive advantage if the users not integrate between each others, for that the project team take all the time required to overcome this problem .The Technical problems had raised in the implementation project is the data an d how much this data important and valuable to the organization in hand and the high cost of retrieve, transfer and storing these date in new system server in other hand, also the fairs to pull back the valuable data on the old system servers and the difficulty to retrieve the data from the old system which its stored there in sensitive format moreover the possibility of the data duplication all of these problems the team success to solve it with lowest cost to achieve that the project team in some special area of the old system they kept it running until they can phased it out by the new system then they have built interface bridge between the old system and new system, like when they kept the computer aided design (CAD) used by Rolls Royce the same.Rolls Royce ERP implementation project is success practices case study for complicated and dearly-won projects as the ERP implementation project, as we noted from this case study the project implementation require organization willing ness to change on its organisational structure, the pepole integration between different departments is vital factor to achieve success fashion of implementation, ERP system modification and customization are costly and expensive that lead us to verbalise that the ERP implementation projects is term of organisation processes, organisation style, organisation fashion, organisation pepole integration, organisation pepole practices modification not system customization, the organisation realization of complications of implementation the system lead it to form expert project teams to achieve success implementation even by outsourcing service unless will be error in implementation which that disaster as we read in the paper real disaster examples of error ERP implantation and how its cost the organisation billions, in in the long run when the organisation decide to implementthe ERP system it must be ready and able to define the main core businesses requires the ERP system then the orga nisation can deiced which of ERP modules is fit to the organisation need.ReferencesYasuf, Y., Gunasekaran, A. & Abthorpe, M., 2004. Enterprise information systems project implementation A case study of ERP in Rolls-Royce. International Journal of employment Economics, 87 (3), pp.251-266.,