Delivering a Public-Sector Enterprise Resource Planning (ERP) Implementation
In response to increased demand for its services, a government agency transformed its organization, resulting in better operational performance and higher levels of efficiencies that help deliver an enterprise portfolio system.
A New York state quasi-governmental organization had seen its performance lag. Its overhead costs were significantly higher than average, driven by a complex, oversized organization with a large regional staff. Its objective was to integrate Oracle with the financials of JD Edwards, Contract Manager, and Primavera P6 for contractor pay requisitions. This process would eliminate double entry of information used by both systems and create a user-friendly interface for project managers. The organization’s objective was to replace its legacy architecture with a standard enterprise system for more than three-thousand projects and to support overall project management to ensure a timely implementation.
In the first phase of the project management implementation, we supported the client in defining the scope, creating a comprehensive budget estimate, and securing approval for the project. After contract closure, we helped establish project governance processes, ensuring that all the stakeholders were closely aligned—a challenge with a public sector client. We facilitated development of a rollout strategy that minimized risk while ensuring the organization met its strict governance of having one leading system at all times.
We worked on a continuous basis with strategic project management processes, including running budget control, managing risk, and preparing training manuals. A new central scheduling organization was designed level by level, new core processes were developed, detailed job descriptions were defined across the business units, ninety employees were appointed to new duties through a carefully managed application process, and new performance metrics were created.
The project controls group defined and drove a detailed master plan for the implementation and developed a comprehensive communication effort that included a detailed transition handbook for project managers. In addition to being used for setting strategy, the plans developed for each project became the basis for defining targets and measuring performance throughout the organization.
A comprehensive central critical path method scheduling group was designed and successfully implemented in just twelve months. During this time, the organization was significantly simplified and streamlined, personnel numbers were reduced by twelve percent, two divisions were demerged from the organization to increase focus on their core business, and a performance system was put in place.