Diagnosis and remediation of a failing ERP project in a UK manufacturing company with 6,000 staff.
The Problem
Our client had an ongoing project to replace their core systems that had become obsolete. They ran on a mainframe. The client was 18 months into the project and it was failing due to a range of issues including:
Customisation costs spiralling
Data migration issues
Integration into numerous legacy systems, e.g. shop floor apps
Shortcomings in the IT software development lifecycle
Lack of accountability in the governance process
Vendor management issues
Approach
Our engagement started with a review of the programme approach and plan using a structured, proprietary method.
This diagnostic identified a number of issues, risks, capability gaps and alignment issues with suppliers. Taken together these shortcomings meant timely delivery was very unlikely. The Barton Partnership filled the capability gaps with contract resource and proceeded to turn around the programme.
Outcomes
Stakeholder engagement was addressed by implementing a regular cadence of forums including a fortnightly revised steering group that included representation from Finance, Quality, Operations and Sales functions including both the CEO and CFO
A Design Authority was established to govern all technology and process changes across technology, integration, business processes and reporting capabilities
The programme was subsequently able to deliver to a more realistic and revised plan and budget
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