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.

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.

Great team and methodologies lead to success

Client case

Great team and methodologies lead to success

Problem

The client was dealing with an outdated ERP system, poorly adjusted to the current business situation. Maintenance costs to keep the ERP system up and running were increasing, partly caused by international changes in laws and regulations. This led to a migration from AX2009 to Dynamics 365 Finance & Operations. On top of that, the organisation’s growth to a turnover of more than 250 million euros required a redesign of the management warehouse processes.

This project was led by Maarten. Maarten creates trust. With his energy, enthusiasm and experience, he is able to inspire project team members and develop well performing (project) teams, capable of getting a new ERP system up and running a month ahead of schedule.

Approach

From an “old” on-premise ERP system to a new ERP system which is managed in the cloud, is way more than just a technical change. That is why we opted for an approach in which we first put a small, less complex subsidiary on the new system. This allowed us to properly control the technology and the system. One of the important changes in this case, is that organisations have to anticipate for new software versions that suppliers push through (Microsoft in this case). If you don’t implement new versions yourself, it will be done for you. As a result, the organisation has to test more frequently. 

After six months of experience with the new system, we took a big step as a team. We migrated the largest, most complex subsidiary (with the most interfaces, highest volumes and dependencies) to the new platform. As project methodology we opted for a scrum approach and a team that was composed on the basis of Belbin profiles. As a result, the project core team members knew each other’s strengths and weaknesses. By closely following the chosen project methodology and because of this high performing team, we managed to go live a month ahead of schedule, within budget and with the desired quality.

Results

A new ERP system, which was available to the company ahead of schedule, allowing faster and easier processing of future changes in laws and regulations. New, more efficient warehouse processes, with scanning and computer-controlled picking and packing as the standard. An ERP system that uses new technologies for mobile applications and new techniques (machine learning) and provides a number of new functionalities that users were waiting for.

Decisive factors during this project

Every project has setbacks, difficult phases and time and budget constraints. One of the pitfalls in this project was that we wanted to make the system even more beautiful and added more functionality than agreed. After all, the project was running on schedule, so why not? NRP has been able to distinguish itself by bringing in an experienced project manager, who is able to distinguish main and side issues. Who was rigorous when it comes to planning and remained focused on realising business benefits. A project leader who motivated and inspired the team and who acted as a catalyst by introducing best practices.