Case study · Health & Aged Care
Recovering a stalled ERP programme
Australian not-for-profit aged care provider
A reset of governance, scope, capability and delivery controls for an ERP programme that had consumed its planned duration and most of its budget.
Challenge
A TechnologyOne programme had consumed 100% of its planned duration and 90% of budget, yet only 34% of promised functionality had been assessed as effective and fully implemented.
The original programme was meant to improve finance, human resources, payroll and procurement, but had not delivered notable benefits or return on investment.
The assessment found that the technology, business processes and organisational practices were not aligned. Governance, monitoring, resource planning and executive reporting were not giving leaders a reliable view of progress or the remaining work.
The organisation needed an urgent assessment, a realistic re-plan and experienced delivery capability that could work with internal subject-matter experts and a new implementation partner.
Approach
Review the programme. Assessed governance, management, delivery and adherence to the original business case. The review traced the gap between the technology platform, required processes, organisational practice and the functionality still needed to realise benefits.
Re-plan the remaining scope. Reworked scope, work packages, resourcing, costs and partner arrangements. A revised business case set out the remaining investment, anticipated benefits and a delivery path the board could approve with confidence.
Restore control. Established formal governance, transparent executive reporting, key performance indicators, checkpoints and active risk management so deviation from plan could be identified and corrected early.
Fill critical delivery roles. Assembled ERP project management, business analysis, solution architecture, data migration, process and change capability around internal resources. The blended team combined implementation depth with the client’s operating knowledge.
Recovery method
Review. Plan. Implement.
The recovery moved from evidence to a board-backed delivery plan, then into controlled implementation with the right capability around the client team.- 01
Review
Test governance, execution, solution completeness and alignment with the original business case.
- 02
Plan
Re-baseline scope, work packages, controls, costs, resources, partners and benefits.
- 03
Implement
Mobilise the blended team, manage risk and deliver the remaining functionality in controlled phases.
Outcomes
The relaunch addressed shortcomings in solution completeness and fitness through three reinforcing disciplines: capable people in critical roles, controls that made delivery transparent, and governance that gave leaders clear decisions and oversight.
Three successive phases of the original ERP scope were implemented on time and under budget. The recovery restored momentum, rebuilt stakeholder confidence and put the remaining programme on a credible footing.
- Governance and executive reporting reset
- Revised investment case approved
- Three relaunch phases delivered on time and under budget