Gaining confidence in the new accounting software

Client case

Gaining confidence in the new accounting software

Problem

The auditor of a client in the semi-public sector had to do its audit based on manual procedures as it could not rely on automated processes in the accounting system. The work of both the auditor and the organisation therefore was costly and time-consuming.

Partly for this reason, the customer needed new financial accounting software. The organisation had opted for a standard cloud solution. Furthermore, the IT landscape consisted of various systems relevant to its financial transactions and business operations. In order to achieve correct data processing, a lot of attention needed to be paid to the interfaces between the various systems. During these developments, the customer wanted to know whether the system met the requirements and could guarantee reliable data processing.

The client asked for an independent review on the implementation process, the design of the business processes in the ERP system, the way in which the management and IT controls were set up, and the quality of the interfaces between different systems.

Ferry is a specialist in this area. Through his excellent knowledge of various standards relating to financial processes, control measures and project management, Ferry was able to identify the relevant risks and points of attention and to propose concrete improvements.

Approach

During the implementation of a centralised IT solution, stakeholders from different functions and departments are involved. Each of them has knowledge of their own field. In addition, each of them has their own wishes and priorities. In many cases, an objective and risk-aware view is lacking and it remains difficult to oversee the whole.

 

In order to deliver useful advise, we started by understanding the processes within the organisation. Our knowledge of best practice frameworks for IT, project and financial processes combined with our insight into the IT landscape was the basis for our questions during interviews.

 

Asking critical and direct questions to various stakeholders within the organisation contributes to two goals. Not only an integral picture of the current and desired implementation was formed, it also created awareness of risks and mitigating measures and opened the dialogue between the different functions and departments.

 

Ferry therefore paid a lot of attention to involving the relevant people and initiating valuable dialogues about the implementation of the system. Before the report was issued, the organisation already had insights from different standards to take next steps and realise the implementation.

Results

The independent review ensured that the client was aware of the risks within the project, the financial business processes and also the IT management system. Even before the system went into production, measures had been taken and processes improved based on best practice standards. Thanks to these points of reference and controls, the client had more confidence in the reliability of the data processing. In addition, the possibilities for automation were optimally used and the involvement and knowledge of the new system increased significantly.

Decisive factors during this project

Substantive knowledge of project management, financial processes as well as IT management is a necessary factor for a thorough and integrated assessment. However, in addition to substantive expertise, it is just as important to understand the different perspectives and factors within an organisation. Creating awareness and providing guidance during the review ensures that dialogue takes place between different departments so that the right decisions are taken. Involving all relevant stakeholders and carefully considering different perspectives is what made the project a success. At Next Ready Partners we stand for a perfect balance between process, content and people.

A digital platform that is actually used

Client case

A digital platform that is actually used

Problem

Many organisations face this challenge, how to move from a traditional, mainly content-based service provider to a digitally operating service provider that uses the possibilities of contemporary technology. This accountancy and advisory firm communicated with its customers mainly by e-mail. Its recommendations, VAT returns and other important documents were sent by e-mail. This resulted in a fragmented and less secure document storage. Finding and combining information took a manual effort. Drawing the right conclusions and taking the right decisions was therefore very difficult. A digital platform had been created to collect documents in a central, secured environment. However, given the priorities and limited resources of the organisation, there was little or no progress in the further development and adoption of this platform. 

The client’s request was to lead a project with the aim of further developing the platform into a multifunctional portal for both employees and customers, and to increase the adoption of the platform, both internally and externally. The platform had to become the standard for secure communication, information supply, and document storage.

Ferry van der Ende was the project leader for this project. Ferry ensured involvement of stakeholders and progress in developing the platform. With clarity and enthusiasm Ferry was able to get the commitment of his project members and with his decisiveness he was able to coordinate the right steps to a successful project.

Approach

If a clear vision for the development and application of a digital platform is lacking and responsibilities are not properly assigned, a project sometimes lingers on without moving in the right direction and achieving results. The project team had limited resources and insufficient knowledge to take the right steps.

After a short inventory period, Ferry determined which impulses were needed to move the project forward. First of all, team members did not know exactly which responsibilities and mandate they had and some important competences were missing to make the right decisions from a technical and business perspective. Secondly, there was no consistent process for setting priorities in functionality to be developed. In addition, no clear test strategy and release process had been established. Reporting to the sponsor on progress and results was also lacking. Thirdly, there was too little visible commitment on the part of management, as a result of which the organisation made limited use of the platform and user experiences were not shared with the project team. 

 

Ferry therefore paid a lot of attention to expanding and organising the project team, assigning tasks and responsibilities and giving recognition to the actions carried out. A consistent development process was organised, by means of digital tools such as MS DevOps. This made it clear by whom and when the development items were defined, verified, developed and tested before being brought live. In addition, much effort was put into the aspect of adoption by the different departments within the organisation. The users were inspired, trained and supported in the workplace. A pool of key-users was composed and trained in their role as change agent and ambassador, showing good example behaviour. Senior management presented themselves a sponsors of this project and emphasised its importance.

Results

The development process has been made structured and transparent, making the project team’s working method effective. Through increased focus on the project and input from the various departments, the platform has developed into a multifunctional portal with the latest technologies for secure communication between employees and customers. The use of the platform has increased significantly, experiences are shared and feedback is taken up for continuous improvement of the platform.

Decisive factors in this project

Appreciation and recognition of team members’ efforts and achievements have proved essential. For people with different roles and responsibilities, it is necessary to provide clarity in priorities and tasks and to give them the recognition they deserve. The difference that Next Ready Partners makes is that, in addition to process and content, much attention is paid to the team, job satisfaction and the development of the various team members.

When an unstructured way of working no longer suffices

Client case

When an unstructured way of working no longer suffices

Problem

Our customer managed his production department through a mix of legacy software, Excel sheets, Access databases, email and shared network drives. In the past 8 years, several attempts have been made to replace parts of this software landscape. All these efforts were unsuccessful. The assignment was to lead a project with the aim to select and implement one system that supports both the planning and registration processes of the production department. The goal the production department had in mind, was a user-friendly solution for the work floor and one “single source of truth” for the production department and all other departments who are dependent on the results of the production process (e.g., packaging and supply chain).

Maarten was the project leader for this project. Maarten creates trust. With energy and enthusiasm Maarten knows how to inspire project members and with his decisiveness he can turn a failed project into a successful one.

Approach

If several attempts have been made to successfully complete a project and it has not happened still, the system or the implementation partner are often not the cause. Other factors are at play. Think of ineffective leadership, an incomplete overview of all project stakeholders and their visions, lack of involvement of the stakeholders, wrong (financial) incentives, changing project goals, unclear functional requirements, lack of direction, insufficient planning and / or procrastinating decisions.

At the start of this project, we therefore spent a relatively long time thinking about what we had to do differently in order to realize a successful project this time. We have formed a new ‘leading coalition’. This team, consisting of a mix of external parties, new employees and department heads, showed a working solution to the end users in a short time. This prevented project fatigue. In addition, a lot of effort was put into the area of change management before, during and after implementation. The users were trained and supported on the work floor. The new managers were coached in their role as change managers and in demonstrating good example behaviour. Senior management showed themselves as a sponsor of this project and emphasized its importance.

Results

The production process has been standardized, which has radically changed the way of working for many production workers. As a result of this project, all departments dealing with the production process now have real-time insight into the expected and available production quantities by means of interfaces and reports (PowerBI in this case). By using scanners (supported via PowerApps), the system is directly fed with real-time data from the production floor and administration on paper, via Excel, email etc. is unnecessary.

Decisive factors during this project

The customer expressed it as follows in the evaluation: “The preconditions of the project were not ideal. It takes tactics and decisiveness to operate in this environment successfully. The difference that Next Ready Partners makes, is that they also tackle issues that are not directly related to the project but are necessary for results.”

Learning & Development on track

Client case

Learning & Development on track

Problem

The Dutch branch of an international, listed pharmaceutical company was not satisfied with the internal training function. The training function was highly fragmented, insufficiently strategic and the level of the learning interventions was of variable quality. They had no overview, they did not know whether the compliance rules were being met and they had no control over expenditure. They wanted an audit and recommendations.

Juul Mulder carried out this process, supervised the process and (temporarily) led the L&D team. She has the necessary management and business experience. She achieves the set goals in co-production, taking the organization a step further, instead of taking over responsibility. Juul works in a structured way and is able to do what is necessary. Characteristic are her sharp analyzes, high involvement and clarity towards her clients.

Approach

In this project we started with an inventory of the existing situation, through interviews, viewing existing systems, reviewing data and existing documentation. At the same time, efforts were made to create support. Key figures in the organization and all Learning & Development employees were included in the process from the start. After just one week, the first findings were discussed within the MT, so that there were no surprises and all questions and concerns were addressed early. Both the qualities and the points for improvement with regard to the training function were highlighted and different solution directions were examined in collaboration with the customer.

Ultimately, they opted for a change process with Juul Mulder as interim manager Learning & Development. With the existing team of Learning & Development employees and in close consultation with the HR director, training policy and strategy were determined, budgets set and checked, processes and systems improved and the learning interventions matched the demand. In addition, the team was further developed. Finally, a new Learning & Development manager was hired and the work transferred.

Results

A training function that contributes to the achievement of the strategy and the associated objectives. A training function that contributes to the development and retention of employees at a time when employees were drawn on all sides. Development policies and systems that help in making choices with regard to limited resources (time, money, people). And a Learning & Development team that works together with great pleasure and success, is required by the business, makes use of each other’s qualities and continues to develop itself.

Decisive factors during this project

A clear and transparent analysis of the existing situation. A major contribution from the organization in the chosen solution directions. And above all, a Learning & Development team that grows closer to each other, complements each other, continues to connect with the business, remains critical (on itself and on others) and is always ready for each other.

Flexible working arrangements

Client case

Flexible working arrangements

Problem

A new way of working was introduced at a highly innovative company, delivering high-tech machines for agriculture, which had recently grown to over two thousand employees worldwide. This way of working was aimed at more effective and efficient collaboration. People wanted to work in a more flexible way. Less time- and location-dependent and more results-oriented. An important part of this change was the implementation of an employee performance management system. However, the vast majority of employees and managers had never worked with an employee performance management system, or carried out performance interviews, before.

This project was carried out and supervised by Juul. She has the required business knowledge and didactic experience. She achieves the set goals in co-production, helping the organisation to move ahead, instead of taking over and taking away responsibility. Juul works in a structured way and is capable of doing what is needed. She is characterised by her astute analyses, high level of involvement and clear communication towards her clients.

Approach

We started with selecting a pilot group of around 15 managers and 85 employees from different departments of the organisation. Over ten percent of this target group was consulted with, as well as with the most important stakeholders in the organisation, in order to determine the training needs and requirements. Based on this, four short modules were developed, as well as materials for on-the-job training. This was all done in close cooperation with the internal project leader. The modules were carried out over a period of one year. The materials were put into use and each component was extensively evaluated with everyone involved. The modules, supporting materials and software applications were adapted where necessary.

After this, the project was scaled up to a much larger target group. This was enabled by training and supervising a pool of external trainers and a pool of internal co-trainers. Again, everything was evaluated extensively and adjustments were made where necessary. Finally, the rest of the organisation was trained and all knowledge, experience and materials were transferred to the HR function.

Results

The implementation of well-prepared and well-executed performance interviews, with follow-up. Improved cooperation and a more results-oriented and flexible working environment. Objective and consistent assessment and remuneration throughout the entire organisation. Employees at different levels with new didactic skills, which they can also put to use in other situations and projects.

Decisive factors during this project

In a broad program that affects all employees, it is key to immediately build support and to take all feedback seriously. The most enthusiastic employees, as well as the most critical employees, were deployed as co-trainers to help bring about the various improvements. In addition, it was essential to keep the link between the performance management system and the remuneration of employees clear from the start.

Cooperation and thinking small

Client case

Cooperation and thinking small

Problem

An innovative digital transformation project is at risk of failing. The aim of the project is to develop a generic case management system for the government, within a new dedicated cloud environment. The promise is quite substantial: a generic business solution to model primary processes, which makes it easy to implement a case-oriented system for the government. The Dutch Radiocommunications Agency, part of the Ministry of Economic Affairs and Climate Policy, wants to digitalise their operations and is one of the first clients. DICTU, an ICT service provider for the Dutch government, is the supplier. After two years of work, limited progress has been made and the parties are opposed. A breakthrough is necessary.

Arie is the program manager of this project. He exudes an air of calm and confidence. He works together with the stakeholders to achieve results. He wants both client and supplier to be winners. To realise this, everyone in the organisation needs to join in and understand what interests are at play. Only then, a project team can function optimally and achieve results. Arie is also able to coach and guide a management team working on a complex business project.

Approach

Next Ready Partner Arie was hired as a program manager. Together with both the client and the supplier, it was decided that redesigning the project was necessary. This included the replacement of a number of team members on both sides. The project was divided into a program portfolio of small sub-projects, with their own business cases and an overall benefit review plan. Instead of using a waterfall approach, it was decided to introduce Lean thinking in the redesign phase and an Agile Scrum methodology with deliveries every two weeks, and Prince II components in governance. The supplier’s team was relocated to the client on site.

Besides the focus on process redesign and technical realisation, specific attention was given to a change program to meet the objectives of a customer-oriented, result-focused and transparent organisation. After all, a new way of working was introduced, impacting the various departments and reducing the number of employees.

Results

This new method yielded tangible, workable components and an external portal for 60,000 customers going live after seven months. With this as a starting point, more and more functionality has been added for external clients and for internal employees. The number of employees has been reduced and the total cost of ownership has been reduced for the application landscape.

In order to get a grip on all initiatives for new IT projects, the project portfolio approach was set up for the entire organisation. For the majority of the initiatives, business value was deemed insufficient and unnecessary costs were avoided.

Decisive factors during this project

When a project or program runs poorly, it can be helpful to re-evaluate and bring in new people to get back on track. Timely intervention can have a great positive effect. Working together as a team, with both the supplier and the buyer, is necessary for success. During this project, we switched from thinking big in technical requests and demands, to thinking small; working in sub-projects and directly delivering business value by implementing developed software as soon as possible. Next Ready Partners has played a decisive role by taking the lead in the transition from a technical software development IT project to a strategic, business value-creating program for the long term.

Get useful answers from your data

Client case

Get useful answers from your data

Problem

In cooperation with an international knowledge institute from Delft, we carried out a project to see whether it is possible to make predictions regarding budget overruns on projects, by means of data analysis techniques (machine learning). Can we predict at an early stage which project will run on budget and which project will be exceeded by 20% or more? 

Maarten has led this project. He has carefully composed the project team and safeguarded the necessary project preconditions. He made sure that international knowledge was available on time. In a short period of time, he achieved great results with this team and learned a lot about what does and does not work around machine learning.

Approach

The project had an exploratory approach. With a small team, composed on the basis of Belbin profiles, we worked together for six weeks on drawing up a data model. For this model we used the seven steps of machine learning. A step-by-step plan that Google also uses successfully.

Results

After six weeks we had a working algorithm and presented our results to the management. In addition to deeper substantive knowledge on new techniques, such as machine learning, the lessons learned from this project apply to many more projects. For examples: (innovative) projects require trust between team members, select team members who complement each other, make agreements in advance about semantics (language) and make sure you have data in order (structured and well maintained) before you start. Some of our key indicators which help predicting budget overrun are the ‘core team size’,  the department which is responsible for the project, the average hours per day a person is spending on a project and the seniority of the team.

Decisive factors during this project

As we see it, the crucial moment was before the start of the project. Agreeing together that we should stop talking and analyzing, but just free up the time, budget and space to start this kind of exploratory project, without guarantees on the outcome.

Restoring organisational pride

Client case

Restoring organisational pride

Problem

A loss-making business unit of a listed company is on the edge of bankruptcy. This organisation of over 120 employees, with various activities in the IT sector, could not develop and realise a successful strategy for the future by itself.

Peter was responsible for this project as interim director, and has led the complete turnaround from loss-making to profit-making. With leadership and conviction, as well as strong change management skills, Peter motivated and inspired the team. This led to a strong can-do attitude, which paved the way to success.

Approach

After analysing the entire organisation and its business proposition, a new strategy was developed. First of all, confidence in the organisation’s own capabilities was restored. The entire team was provided with the correct and most current relevant business information. This transparency and the opportunity to participate contributed to the right mentality to implement the changes. Core activities were redefined and greatly improved in terms of quality. Activities that did not fit the new strategy were optimised and sold. Running projects were completed and other activities were stopped. In the final stage, this unit was successfully integrated into an existing business unit of the same listed company.

Results

Without a reorganisation budget, positive figures were achieved after nine months. Six months ahead of schedule. At the start, the Supervisory Board regarded this problem as the most critical in the organisation. After integration with an existing business unit, this component expanded rapidly and became one of the company’s most profitable units. The work climate in the organisation was a lot more positive than before, which enabled further professionalisation.

Decisive factors during this project

Crucial to this project’s success were both the analysis of the business proposition and the restoration of organisational pride. At the start there was no focus and no clear vision on what action to take. Developing and implementing the new proposition was very important, as well as restoring confidence. Managing the change was essential. The required focus was obtained by motivating all employees and giving them a clear goal.

Optimizing a service organisation

Client case

Optimizing a service organisation

Problem

The departure of the COO at the UK office (with more than 500 employees) of an ERP software company and quality issues in their service activities.

Peter carried out this project over a period of six months, during which he stayed in the UK from Monday to Friday. The service organisation felt strengthened by Peter’s input and the entire organisation became more stabilised. By providing the sales department with a strong and clear range of services, the account managers were able to operate more successfully in the sales process. Not only did the sales department become much more positive about the range of services, appreciation of services staff and clients also greatly increased.

Peter’s straightforward communication style and leadership led to the desired clarity and calmness. His analytical skills were put to the test in controlling the problematic projects. The intercultural aspect of being a straightforward Dutch national in the UK did not pose a problem to him. In close cooperation with the Country Manager, the entire organisation received a boost. This project was completed early and successfully, due to persuasiveness and perseverance.

Approach

The position of services was greatly improved within the entire organisation. The sales department used to be very dominant, which created an unstable situation. Within six months, a complete turnaround was achieved. The sales proposition of the services was changed and project control regained. Four out of eight problematic projects were solved and completed. One major project was stopped and the parties came to an agreement in regard to termination of the contract. Three remaining projects continued with tighter management. A new standardised approach was implemented and the organisation adjusted to the new way of working. This meant that a number of changes had to be made within the organisation and its management.

Results

The new way of working strengthened the services organisation and made it more stable. This resulted in an increase in the billable percentage by six percentage points. Due to the new sales approach by the services department and the standardised implementation method, there were no more loss-making projects. Poorly running projects were completed or put back on track so they were no longer loss-making. One substantially loss-making project was terminated and a satisfactory solution was found in consultation with the customer. After the project, market position in the UK was further strengthened and ever larger organisations were obtained as clients.

Decisive factors during this project

The key to success was restoring balance within the organisation. The focus was on unity, working together and ensuring client success. Previously, the sales department had some sort of exclusive claim to the feeling of success. After the project, the entire team shared in this feeling of success. Specifically, there was a focus on the standardisation of the sales and implementation approach. To get the eight problematic projects under control, it was of great importance to set up a Project Review Board. This board monitored and discussed these projects weekly. Of course, it was also crucial to prevent the occurrence of new problematic projects. The new, highly structured way of working made goals and agreements more clear for clients and enabled project managers to perform better. This way, the entire organisation was ready to take on the next step in the growth process.

The importance of trust

Client case

The importance of trust

Problem

A new way of working for sales and professional services was introduced at an international software company. The aims were to make customer implementations more consistent, faster and cheaper, as well as improve the quality of the services provided. Sweden, with 900 fte in professional services, was the first country to be tackled. At the start of the project it was unclear to what extent the target group would be willing and able to change. Therefore the likeliness of the project being successful was uncertain.

Arie and Juul carried out this project together. They both have the required knowledge and experience concerning change management, and they complement each other well. While Arie focused on getting and keeping all stakeholders on board, at the different levels of the organisation, Juul was able to focus on practical implementation and data collection. Together they carried out analyses, devised a change plan and presented their findings.

Approach

We started with a proper introduction to the local project team and management team, followed by a series of interviews with employees throughout the organisation. We conducted a survey to gain insight into the pre-existing knowledge regarding the change, support for the change and the ability to implement it. The results of this survey were shared and processed in an interactive workshop on change management for all managers (in small, multidisciplinary groups). Afterwards, we collected all information and wrote a change plan consisting of five sub-projects: leadership, organisational design, communication, workforce transition, and continuous improvement. This was all done in close collaboration with the local project leader, whom we also coached during the project.

Results

In around two months, a workable change plan was drawn up so the local project team could implement the new way of working. Managers were aware of their role and responsibilities in the process. Employees understood the need for change and were assisted in obtaining the required competences. The change strategy and lessons learned served as a blueprint for the other countries that followed after Sweden.

Decisive factors during this project

In this project, it was essential that we first gained the trust of the local project team and the local management team, by means of an extensive introduction and allowing the local teams’ explicit input in every step of the process. In addition, the initial survey provided very useful information about the required knowledge, skills and commitment to make the change.