Last Name 1 Surname 2 Student’s Name Professor’s Name Course Date RR Case Question One Initially, RR depended on the mainframe legacy system, which was costly, inefficient, and challenging to maintain

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RR Case

Question One

Initially, RR depended on the mainframe legacy system, which was costly, inefficient, and challenging to maintain. However, adopting the ERP implementation system was appropriate, considering their IT department was conversant and experienced with the previous EDS software. In fact, the inclusion of SAP consultants in the implementation phase played a crucial role in change management. The new approach was instrumental in permitting RR to adapt to the new strategy by making sure that the technical team has the knowledge required to deal with functionality issues at a later stage. RR hired much staff to anticipate some of the challenges they would encounter in the later phase of implementation. For RR, the conversion stage was a top agenda and is, in most instances, the vital path of implementation. The company did an exemplary job by ensuring that the change management team offered training that permitted users to develop their skills comprehensively. Finally, the step-by-step approach chosen by RR ensured that they limited the risk and avoided failure.

Question 2

The three primary success drivers of RR revolved around business, cultural, and technical factors. In terms of cultural factors, the team concentrated on the acknowledgment of SAP software and making it known to the employees that it will perform the same function as the old legacy system. In the process, they started training employees and ensuring that the system is in line with the organizational culture. Concerning business factors, the team concentrated on the implementation of vanilla that requires aligning working practice with the functionality demand of the new software. Consequently, the technical team concentrated on process mapping to showcase the way the SAP software will meet business demands.

Technically, the main problem was avoiding the chances of cleaning data and experiencing inaccurate data during data migration since it is crucial in evading data duplication. Thus, after realizing that the 1500 legacy system is expensive and inaccurate, RR opted for an ERP system capable of handling vast volumes of data required for the company’s growth. The company hired a team of specialists along with SAP consultants that offered technical assistance to the system implementation and helped in making the strategy a success. The project team had great ability. It encompassed Subject Matter Experts and employees with crucial knowledge of cross-functional organizational relationships. Importantly, the employees were aware of the shortcomings of the previous legacy system, which made it possible for them to understand the direction the company is taking. On the other hand, the SMEs had crucial knowledge in cross-functional business applications. Furthermore, they had ample experience working with the legacy system hence making them the right choice to collaborate with the change management team in training and implementing working changes. Working with a team aware of the challenges the previous system experienced was an added advantage to the SMEs in rectifying the wrongs in the ERP implementation strategy.

Question 3

One of the critical phases of ERP implementation and data cleansing is conversion. Clean data is primary to the successful implementation of any strategy. For this reason, reducing the number of interfaces should be the primary focus of change management and technical teams. Moreover, RR should engage in training specialist users so that it can increase the migration speed. Finally, RR should also concentrate on simplifying the three-stage framework of ERP Design.