Project Management
Revitalize Business Operation Oversight through SAP Implementation and Migration
Business Driver: When the United Kingdom division of Day & Zimmermann (D&Z) Engineering Field Services (EFS) was acquired, Executive Management decided to keep the local business systems and software to reduce the operational impact of the acquisition. In 2005, the United Kingdom division faced support issues with legacy systems and needed better integration and reporting with the D&Z EFS corporate office. Executive Management decided to implement SAP, which was the corporation’s primary and centralized financial reporting system.
Action: Facilitated process definition workshops with EFS UK and US-based teams. Directed 12 person team that configured core business functions (finance, accounting, HR, payroll, project controls) and migrated legacy data to SAP ERP R/3. Coordinated and monitored customer participation with requirements
definition and configuration testing.
Result: Implemented SAP ERP R/3 and migrated all business critical data in 4 months. Improved integration and reporting of D&Z EFS combined UK and US operations. Implemented improved project control functionality and reporting that resulted in improved customer service and satisfaction.
Mediate and Resolve Project Delivery Issues to Deliver as Promised
Business Driver: A $2.5 million 5,000 seat technology refresh and relocation project was on the breach of contractual non-performance. 5 ½ months into a 7 month project, CompuCom needed to complete the project per contractual agreement without ensuring any legal action and to regain the trust of the customer.
Action: Conducted a financial review and reconciled outstanding billable expenditures with the customer. Clarified and renegotiated project deliverables with the customer and CompuCom Senior Management. Established and implemented comprehensive project status reporting for the customer and CompuCom Senior Management. Reset team expectations and realigned team assignments to match the larger project initiative.
Result: Reorganized project communications and regained the customer’s trust in CompuCom’s ability to deliver. Transitioned agreed-upon deliverables for ongoing customer support by the original contractual dates. Obtained payment for all contractual services, including extra services rendered that
were outside the original scope and were authorized by the customer.