Project B$.$ Case $2$: Company B Company B provides demanding sheet metal work, welding, and heavy metal works, specialising in steel, paper, chemistry, and ship manufacturing$-$related machinery and equipment. In addition, the company manufactures offshore equipment and ship propellers. The company, founded in $1974,$ currently employs $150$ people. Company B is in the selection phase of the ERP project. The company has interviewed several ERP suppliers. The company has already gone through more detailed discussions with two potential suppliers. The company has made a preliminary requirement specification and a type of demand list to limit its ERP suppliers to two options. Also, some consultants have worked for the company. Company B is aware that the existing ICT systems are already at the end of their life cycle, and they had to invest in a new ERP system. The risk list was filled out with company personnel, and the effect and probability of risks were assessed. In the ERP selection phase, the most critical risks which may be realised in company B are the system is a poor compromise for all parties, choosing a poor project manager or project group, misunderstandings between buyer and customer, and choosing an improper ERP system. In the ERP installation phase, the most critical risks are regular business disturbing ERP project activities, ERP project disturbing regular business, timetable falling behind schedule, Software configuration and testing not functioning swiftly, and disciplined use of the system $($data entry is not achieved$).$ In the ERP usage phase, the most critical risks are the ERP system not being used disciplined, and only part of the system used and benefits realised. Company B is in the selection phase of the ERP project. In the RAM results, the crucial factors mostly depend on the behaviour of the personnel $($including the project manager$/$team and top management level$),$ skills, and experience. Company B is also worried about how the new ERP system will affect the companys normal business and, in contrast, how the normal business hinders the ERP project's progress. The results analysed by CAM are presented in Figure $2.$ MAAVERAGECRITICAL Figure $2.$ CAM diagram of Company B According to RAM, Communications Management is the management$/$leadership field that clearly exceeds the critical level. Company B should focus on people skills, knowledge and expertise. In $0,01,02,03,04,05,0$ Management of the ERP project as a whole Integration Management Project Scope Management Time Management Cost Management Quality Management Human Resource Management Communication Management Risk Management Purchase Management. Management of the ERP project as an entire Integration Management Project Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Communication Management, Risk Management, Purchase Management, Human Resource Management, and Quality Management are critical. The company should consider these three management$/$leadership factors to manage the ERP project successfully.

Draw a WBS structure with the following information in an academic answer.