Our client, an engineering, building and construction company, was in the process of rolling out a new ERP system and had encountered many challenges with the project. The business roll-out included nineteen reporting legal entities, covering a very diverse range of businesses and required functionality across end to end building and construction. The internal PM had struggled with the process, burning through fifty percent of the budget on two minor entities. The system decisions made to date did not consider the requirements of all the entities and overall reporting, meaning that any further roll-out tasks would be problematic and force serious functional compromises in the larger operational entities.
We were engaged to firstly, get the project back on track and realign all the implemented functionality to allow for further roll-out. After this, our task was to assist with implementation of systems to the three largest entities, setting up the system blueprint and up-skilling staff, thereby allowing the business to self-manage the remaining implementations.
- After a brief two day immersion at Head Office, we completed process mapping sessions for all nineteen entities over thirteen days, including the businesses already on the new ERP. Although it had been recommended to them previously, the business had not completed this task prior to the roll-out. This had added to the haphazard approach to date. The aim of the process mapping was to identify key processes within and across the entities, ensured the new ERP setup covered these requirements, as well as to develop a roll-out blueprint that could be used for the remaining roll-out.
- The roll-out blueprint identified coding defects in the new ERP setup, which meant it would be problematic to continue implementing and obtain consistent reporting across the group. A coding conversion mini-project occurred, to realign the ERP and provide the future structures for the remaining entities.
- A roll-out plan was developed, loosely grouping entities into “Divisions”. Four “stages” were envisioned, each containing multiple entities. We would assist with stages 1 and 2, for the larger operational businesses, leaving the business to internally manage the implementation of stages 3 and 4.
- Once Stage 1 commenced, it was clear there was a lot of process re-engineering and change management to occur in each of the Stage 1 entities. These requirements were incorporated into the roll-out plan.
- Stage 2 required further input from the vendor, regarding configuration of the system to meet the business needs. We ensured the vendor did this within the existing blueprint.
- The coding review and changes allowed the business to transform their general ledger and business unit references to incorporate a multi-entity environment, providing accurate and consistent financial and operational reporting/analysis.
- We rectified defects in the system processes for entities previously implemented, adding business and system process to fix functional gaps.
- A roll-out blueprint was developed, allowing a consistent implementation method to be used across all entities.
- We assisted with data conversions and the system cutover processes, ensuring that all take-on data met both multi-entity and audit-standard requirements
- All entities in Stages 1 and 2 were successfully implemented, despite significant management turnover and upheaval during the business at this time.
- In order to ensure ongoing support of systems within the business, we assisted with up-skilling head office staff and key IT resources, as well as encouraging the implementation of a Help Desk system and a company-wide intranet.
- The business was left in a position where they could complete the roll-out of Stages 3 and 4 without external assistance.
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