One of the largest public sector entities in the U.S. was modernizing its 20 year old financial system, and the participating departments had to figure out how they were going to migrate from their current independent systems into the new single state-wide system.
Leadership from key stakeholder departments turned to M Corp to help ensure that their requirements and business objectives were successfully met in implementation of the new ERP system.
To accomplish this, the State formed a new department that would own this new system and would independently hire a systems integrator to implement the new solution. Leadership from key stakeholder departments turned to M Corp to help ensure that their requirements and business objectives were successfully met in implementation of the new ERP system.
These core stakeholder departments were active participants in the leadership, decision making, and strategic direction of the new ERP system. The focus was to modernize the statewide business operations, directing impacting the constitutional functions of these core stakeholders.
Consequently, it was imperative that the stakeholder departments ensured that their business objectives, needs and requirements were fully and sufficiently captured, communicated and achieved through the execution of the ERP system.
To ensure that the needs of these constitutional stakeholder departments were me, M Corp and the client teams focused on addressing the following items:
- Best Practices and Standards: the teams focused on running an analysis on the configuration approach of the project team against public sector configuration best practices for ERP to provide recommendations
- Implementation Strategies: utilizing other successful implementations as a baseline, M Corp and the client team provided feedback on sequencing and configuration of the system to meet each key stakeholders needs
- Sequencing Expertise: We worked with the client team to optimize business and technical decisions regarding the configuration of the ERP tool
- Transition Management: building a transition roadmap to guide the technical, operational, and cultural migration of the key stakeholder departments
Our focus was to ensure that while the State was migrating a new single ERP centralized model from a distributed financial model, that the key constitutional and operational departments needs were met with minimal disruption to operations and continuity.
Our focus was to ensure that department needs were met with minimal disruption to operations and continuity.
The teams developed tailored recommendations for the key stakeholders specific needs on each dimension of the effort:
- Technical: ERP specialists analyzed design documents and worked with our implementation specialists to determine the best configuration options against the SI’s base design model.
- Testing: building test plans and structures against industry best practices combined with business rules and processes extracted from the key stakeholder environments created a test driven implementation model that directly supported our customers needs.
- Communications: providing open and quick feedback based on our customers needs back to the centralized project team to mitigate risks quickly and creating a collaborative environment
- Planning: establishing best practice sequencing of configuration that connected the constitutional functions to ERP configuration practices to optimize the new systems capabilities
The work also included a comprehensive review of the necessary tasks associated with implementing each module in the ERP system, including the review of business and technical talent capabilities that would allow these key stakeholders to transition smoothly.
M Corp’s work with these key stakeholder departments has resulted in a number of significant improvements and risk mitigation steps providing our clients a proactive position in addressing their needs in this complex and centralized system.
The effort vastly improved our clients planning and execution functions, optimized configuration options and structured adequate readiness for the overall effort:
- Identified and communicated critical defects in configurations of the system
- Supported testing of all functions by phase
- Developed key feedback provided to client for reporting back to the legislature
- Applied best practices in sequence and financial modeling to optimize configuration
- Saved clients in excess of $1MM in potential change orders from the SI based on optimization of configuration
- Built transition planning documentation for the entire life cycle of the project
- Developed full inventories of existing legacy systems
- Facilitated sessions with key leadership for critical path decision making
- Supported clients deferral of go-live dates to ensure that the system met critical functional needs