BUSINESS SERVICES
Projects focused on the non-commodity back office expenses incurred by all business. These are the most challenging projects as they require a deep understanding of the current and desired processes and managing the Change Management whilst maintaining the Business as Usual requirements.
PROJECT EXAMPLES
TECHNOLOGY INFRASTRUCTURE REFRESH
PROJECT BRIEF
Company revenue had grown to the point where their ICT systems were no longer capable of delivering the required services.
PROJECT SCOPE
Manage strategic review of the company’s requirements followed by a full rebuild of their Data storage, Servers, Network and Disaster recovery systems. Managing the various service providers and restructuring the ICT team.
DELIVERABLE
The companies revenue grew from $350M to $2.6B and the system architectures delivered the scalability to match this growth.
HUMAN RESOURCES & PAYROLL
PROJECT BRIEF
Due to rapid growth of employees, the companies HR/Payroll systems had approached end of life and needed an urgent upgrade.
PROJECT SCOPE
Manage a service providers market review and selection process. This was a green field project as there was no formal company wide organisational structure prior to system build. In addition, it had to service multiple divisions and projects across various industries and state awards.
DELIVERABLE
The project was initially scoped for 2500 employees but was successfully scaled to manage over 8500 employees at its peak.
TRAVEL MANAGEMENT SYSTEM
PROJECT BRIEF
The Companies people logistics processes could no longer manage and reconcile the volume of Fly in Fly out bookings.
PROJECT SCOPE
Managed the in-house programmers, 3rd party service providers and back office teams, to design and build a travel management system that allowed the travel requestor to easily book and reconcile all travel bookings and associated charges.
DELIVERABLE
The booking platform successfully managed the companies increasing travel demand and peaked at ~$60M p.a.
NON-VALUE ADD PROCESS
BACKGROUND
As companies grow they don’t always review their processes and procedures and whilst some of these made sense at the time they may well be outdated and no longer adding value.
PROJECT 1
The company required multiple approvals for the same transaction (1) requisition,
(2) purchase order, and (3) invoice. This was cumbersome, time consuming and delayed the processing of transactions.
DELIVERABLE
Utilising system approval processes with a clearly defined Delegation of Authority (DOA) the process was approved at the requisition phase with no further interaction (provided the valuation was consistent).
PROJECT 2
The company required all transactions to be approved (including low value) rather than relying on the preapproved budget and measuring against this.
DELIVERABLE
By aligning the DOA to relevant staff the company was able to save ~7.5% of its transactional overhead cost whilst still retaining full audit control.
PROJECT 3
The company held Personal Protective Equipment and Uniforms (PPE) within its warehouse to issue to new starters.
DELIVERABLE
Introduced an eProcurement solution to manage the transaction and appointed a 3rd party service provider to maintain the required PPE at their warehouse. Each transaction was individually packed and delivered direct to employee. This reduced the need for the stores to unpack, sort, storing the goods and the reverse for every issue.
ENTERPRISE RESOURCE PLANNING (ERP) AND
E-PROCUREMENT PROJECTS
PROJECTS
Worked on various Enterprise Resource Planning (ERP) implementation and replacement programs.
OUTCOME
Regardless of the systems selected the single biggest risk is the belief that the new application suite will address the current issues and generate all the benefits outlined in the Business case.
* Without a clear understanding of the current processes, systems, data structure and a clearly defined change management program most projects have failed to meet the expected benefits.