ERP change

How we helped the client

The client was a major government agency that had decided to change its business system. The underlying cause was more stringent requirements on checks and controls deriving from the ministry. As a consequence, a decision was also taken to change the financial model for the internal audit.

As the client has major offices in seven locations in Sweden, as well as numerous cross-departmental activities, the change needed to be firmly rooted throughout, as many employees would be affected by it.

Actea’s role in the feasibility study for a new ERP system was to undertake planning of the potential benefits, as well as being responsible for quality matters relating to the study report.

How we did it

We created a working group within the project where we took a leading role. The client was represented on the group by its finance director, administrative director, head of IT strategy, procurement and purchasing manager, as well as two analysts.

Using interviews and joint workshops, the current situation was analysed and a target outcome determined in order to identify the status quo and the objectives of the client.

The next step was to produce a benefits plan. This allowed us to see the benefits the customer could achieve with the change, the implementation costs required and the risks the change entailed.

What we achieved

The feasibility study report that Actea presented to the agency was adjudged thorough and carefully conceived. A decision was taken to go for implementation. Our approach meant that the change had already taken firm root at the highest level of management in the organisation. Since the relevant managers had participated in a number of workshops, the decision gradually took shape and any ambiguities had already been looked at.

In accomplishing its assignment, Actea had set out clear target outcomes and delivered the strategy needed for the change project to realise the benefits in the coming years. A clear structure had also been created to facilitate measurement and monitoring of the progression of benefits and costs throughout the entirety of the change project.

Actea also delivered a fully documented basis for decision-making, where anticipated revenue, implementation costs arising from suppliers and in-house operations, as well as potential risks were all weighed against each other.