Each of these covers what the business was actually struggling with, what we changed, how long it took, and what happened afterwards. Including the parts that did not go to plan, because those are usually the most useful bit to read.
50+ ERP and software projects. Zero failed projects since 2021.
Figures shown here are illustrative summaries. Each full write-up sets out how its numbers were measured.
Job cards were handwritten and material issue was reconciled weekly, so nobody knew true job cost until long after delivery. Phase one covered production, stock and costing.
Ledgers carried parties, cost centres and reporting groups all at once. The migration was mostly restructuring, with a full parallel run before anyone stopped using the old system.
Each channel held its own stock allocation, so every channel was either short or oversold. Moving to a single pool with buffers changed the cancellation rate within a month.
Billable time was collected monthly and disputed often. Timesheets, project stages and invoicing moved into one flow, which shortened the gap between work done and work billed.
No support, no documentation and pricing rules that existed only in code. Most of the project was recovering those rules by testing the old system before anything was rebuilt.
Orders arrived by call and message and were typed in later, often wrongly. Dealer ordering moved to a messaging flow that prices from each dealer list and raises the order for approval.
What was costing time or money, described the way the business described it to us.
The options considered and rejected, which is usually more instructive than the one chosen.
Configuration, customization and integration, with the reasoning behind each choice.
How long each phase took, and where the estimate turned out to be wrong.
What changed, how it was measured, and over what period.
The parts that did not go to plan, and what we would do differently next time.
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