Jon Wilson
13 days ago by Jon Wilson

The Project

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