A City Council

About This Project

A local government organisation was merging with two other LGAs and needed to implement a merged enterprise systems solution.

 

 

The Situation

The Council was subject to a merger of three Councils into one.  It was taking responsibility for the establishment of a single enterprise solution for the merged organisation. A project had commenced but was behind schedule to meet the required Go Live dates that needed to align to Council merger timetable.  The chosen enterprise systems implementation was TechnologyOne.

 

The Approach

Information Professionals were engaged in Project Managing the turn around of the implementation of a single instance ERP of Technology One to support council amalgamations between three councils. The key focus areas were:

  • Review of project status including project scope and Go Live Readiness (Technical, Application, Business, Operational and Data).
  • Addressing scope gaps and facilitating resolution of key outstanding technology and process decisions required by IT and Business areas to support Go Live Readiness.
  • Implementing improved Governance processes.
  • Review of User Acceptance Testing and implementing improved Testing Approach and Processes including drafting of Test Plan for UAT
  • User Profile and Role Mapping to support security role design.
  • Development of draft System Cutover Plan and Schedule (System, Non-System and Business Cutover).
  • Development of Communications and Training Plan.
  • Development of Post Go Live Support Model.

 

The Impact

Through the above work completed, the project was brought back on track to Go Live.  In parallel, a high-court challenge was underway, which resulted in a reversal of the merger policy by NSW Government.  As a result, the project was in good state with minimal loose ends allowing for a  handover of all work for leverage or archive as required by Council staff.

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CONTACT
Client

Undisclosed

Industry

Local Government

Capabilities Delivered
  • PRINCE2 Project Management standards
  • Risk Management
  • Triage and judgement to prioritise tasks and bring the project back on track.
  • Stakeholder management.
Client Wins
  • The project required a recovery from its current late delivery.
  • The work was brought back into schedule prior to go-live
  • The Council merger was called to a late halt, and the project was able to be handed over and packaged in an orderly manner.
Category
IMPLEMENTATION, Local Government