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The client was dealing with an outdated ERP system, poorly adjusted to the current business situation.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.