The following case study has been provided with respect to the ERP life cycle, read carefully and analyze it to fill the provided table with detailed explanation. Rolls Royce (RR) is a global company with several divisions in more than 14 countries. It operates in four global markets: civil aerospace, defense aerospace, marine, and energy. In 1996, Rolls Royce outsourced 90 percent of its IT functions to a contractor called Electronic Data Services (EDS), which meant that EDS was responsible for overseeing the existing IT structure as well as providing adequate IT solutions for the future prosperity of the company. RR used more than 1,500 legacy (mainframe) systems that were inaccurate, expensive to operate, and difficult to maintain. A need for an enterprise resource planning (ERP) system was noted during the late 1990s at RR to handle the volume of data being produced and processed from the new acquisitions and overall growth experienced by the company. In 2001, RR decided that SAP/R3, an ERP platform consisting of 12 functional modules, would be implemented at its aerospace division. There were multitudes of challenges that RR had to overcome in order for a successful implementation to occur. To conquer the challenges presented, RR had to have an excellent IT team in place with a viable implementation strategy. The ERP project consisted of a management team of specialists from EDS who in turn hired SAP consultants to provide specialized technical help with the implementation. Within the project team there were subject matter experts (SMEs) and staff that had vital knowledge of cross-functional business relationships and experience of the old legacy systems. In conjunction with this team there were operational business units (OBUs), each with its own ERP change management team, which was responsible for implementing working changes and training. The ERP team at RR could be classified into three categories: cultural, business, and technical. The cultural teams challenge was to overcome the problems that stemmed from whether or not SAP (1) would be accepted by users throughout the company and (2) would provide similar functionality as the prior legacy systems. The cultural team decided to illustrate the benefits to the company as a whole in order to quell concerns. They did so by training individuals throughout RR. Specialist users were trained, and they, in turn, trained expert users. Along with meetings and presentations, they allowed users fully to understand and utilize functionality. The business team had to overcome the problems that stemmed from the fact that SAP required a rigid business process structure that necessitated a vanilla implementation. This meant that working practices at RR would have to change in order to meet the functional demands of SAP. The business team used process mappings of current procedures and remapped them to show how they would have to be changed organizationally in order to meet the demands of SAP. Overall, expensive modifications to the SAP software were avoided. The technical team had to overcome problems mainly to avoid the possibility of inaccurate data. Their main challenge was cleaning data during the migration. Mr. Uwe Koch, the technical lead at RR, says: We didnt achieve all our targets and still havent finished cleaning the data. We are in a stabilization period. Making enough people available for these tasks has been difficult. Data had to be screened and stored while avoiding duplicationa major concern for RR. RR built interfaces with the old legacy systems for some special circumstances, so some legacy systems werent taken offline immediately. Interfacing required that data be retrieved from the prior legacy systems, which of course meant that it had to be accurate after being run into SAP. This was so because the reports generated from SAP had to be precise. This was accomplished by validating the data before putting it into the SAP data warehouse. The system required multiple weekly runs via a UNIX server, which bridged the data from the legacy systems. The system rollout was another technical challenge. The ERP was designed in three phases, of which the third stage was actually the implementation. The implementation was done in two waves. The first wave was focused around the replacement of the legacy systems. The second wave was done in order to implement such leftover elements as logistics and human resources that were not converted until wave one was completely successful. You are required to provide and to perform Scope and Commitment stage by providing detailed analysis of each scope type from the given RR case study. (6 x 05)The following case study has been provided with respect to the ERP life cycle, read carefully and analyze it to fill the provided table with detailed explanation. Rolls Royce (RR) is a global company with several divisions in more than 14 countries. It operates in four global markets: civil aerospace, defense aerospace, marine, and energy. In 1996, Rolls Royce outsourced 90 percent of its IT functions to a contractor called Electronic Data Services (EDS), which meant that EDS was responsible for overseeing the existing IT structure as well as providing adequate IT solutions for the future prosperity of the company. RR used more than 1,500 legacy (mainframe) systems that were inaccurate, expensive to operate, and difficult to maintain. A need for an enterprise resource planning (ERP) system was noted during the late 1990s at RR to handle the volume of data being produced and processed from the new acquisitions and overall growth experienced by the company. In 2001, RR decided that SAP/R3, an ERP platform consisting of 12 functional modules, would be implemented at its aerospace division. There were multitudes of challenges that RR had to overcome in order for a successful implementation to occur. To conquer the challenges presented, RR had to have an excellent IT team in place with a viable implementation strategy. The ERP project consisted of a management team of specialists from EDS who in turn hired SAP consultants to provide specialized technical help with the implementation. Within the project team there were subject matter experts (SMEs) and staff that had vital knowledge of cross-functional business relationships and experience of the old legacy systems. In conjunction with this team there were operational business units (OBUs), each with its own ERP change management team, which was responsible for implementing working changes and training. The ERP team at RR could be classified into three categories: cultural, business, and technical. The cultural teams challenge was to overcome the problems that stemmed from whether or not SAP (1) would be accepted by users throughout the company and (2) would provide similar functionality as the prior legacy systems. The cultural team decided to illustrate the benefits to the company as a whole in order to quell concerns. They did so by training individuals throughout RR. Specialist users were trained, and they, in turn, trained expert users. Along with meetings and presentations, they allowed users fully to understand and utilize functionality. The business team had to overcome the problems that stemmed from the fact that SAP required a rigid business process structure that necessitated a vanilla implementation. This meant that working practices at RR would have to change in order to meet the functional demands of SAP. The business team used process mappings of current procedures and remapped them to show how they would have to be changed organizationally in order to meet the demands of SAP. Overall, expensive modifications to the SAP software were avoided. The technical team had to overcome problems mainly to avoid the possibility of inaccurate data. Their main challenge was cleaning data during the migration. Mr. Uwe Koch, the technical lead at RR, says: We didnt achieve all our targets and still havent finished cleaning the data. We are in a stabilization period. Making enough people available for these tasks has been difficult. Data had to be screened and stored while avoiding duplicationa major concern for RR. RR built interfaces with the old legacy systems for some special circumstances, so some legacy systems werent taken offline immediately. Interfacing required that data be retrieved from the prior legacy systems, which of course meant that it had to be accurate after being run into SAP. This was so because the reports generated from SAP had to be precise. This was accomplished by validating the data before putting it into the SAP data warehouse. The system required multiple weekly runs via a UNIX server, which bridged the data from the legacy systems. The system rollout was another technical challenge. The ERP was designed in three phases, of which the third stage was actually the implementation. The implementation was done in two waves. The first wave was focused around the replacement of the legacy systems. The second wave was done in order to implement such leftover elements as logistics and human resources that were not converted until wave one was completely successful. You are required to provide and to perform Scope and Commitment stage by providing detailed analysis of each scope type from the given RR case study. (6 x 05)

WISU implemen leftover elements as logistics and human resources that were not converted until wave one was completely successful. You are required to provide and to perform "Scope and Commitment stage" by providing detailed analysis of each scope type frc Analysis Scope Type Gap Analysis Physical Scope BPR Scope Technical Scope Resource Scope Implementation Scope