ERP Strategy Update 2015 – guiding the department to the next level of integrated efficiency.

FourPL’s methodology and enterprise systems expertise has assisted the department to develop an ERP strategy that will serve us well into the future.” Chris Mead, Chief Financial Officer, Queensland Department of Transport and Main Roads

BACKGROUND

The Queensland Department of Transport and Main Roads (the department) plans, manages and delivers Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea. The department has one of the largest procurement spends within the Queensland government and has a complex ICT environment managing major road construction projects through to vehicle registration and licensing.

PROJECT

FourPL has been engaged in projects for the department since the development of the 2011 Enterprise Resource Planning (ERP) Strategy. The 2011 strategy provided the department with the authority to protect and build upon the investment in the ERP for the delivery of corporate services, including the amalgamation of the former businesses of the department, decommissioning redundant services and upgrading the technical base of SAP to a standardised and supported version. FourPL worked with the department to develop and embed the 2011 ERP strategy and the department re-engaged FourPL to refresh the ERP strategy in late 2014.

In early January 2015, the department’s Executive Leadership Team approved the revised ERP strategy to further align the direction and business systems within the department’s corporate services. The strategy outlines the optimal use of the incumbent ERP tool, SAP, and associated systems in the delivery of enterprise services to support the corporate and core business functions. The strategic direction promotes a vision for a single platform to be a basis for investment decisions relating to processes in financial management, integrated procurement and human capital management (including payroll). This marked an important key milestone for the department as it refreshes the 2011 ERP strategy.

OUR APPROACH

FourPL undertook the following steps to develop the ERP strategy:

Step 1 – Where are we now?

  • Firstly, we sought to understand strategic priorities, document processes, map systems, understand drivers and validate scope. We also conducted a peer review and analysed the future directions of software vendors.

Step 2 – Where do we want to be?

  • Based on the information gathered, the next step was to build up a vision of the future for the department and what is possible.

Step 3 – How are we going to get there?

  • With an agreed vision, the next step was to work out how we get there – what are the options and what are they dependent on.

Step 4 – What else do we need to do?

  • Determine what is required to deliver on the agreed vision including costs, skills, time and other factors.

Step 5 – Is it worthy of support?

  • Ensure the benefits to be delivered are clearly defined including a timeline of when they will be realised and how they are linked to any planned projects, changes, initiatives.
  • Finally, pull together all the information to approve the vision, assess  options, justify the costs and assign ownership of benefits.

Step 6 – Communicating the Strategy

  • Communicate the strategy in simple and tangible terms to ensure successful acceptance and support for the start of the change program.

OUTCOMES ACHIEVED

FourPL assisted in the delivery of a robust, high quality, evidence based ERP strategy that gained the approval of the department’s leadership team.

The strategy is currently being executed with a program of works that leverages a strategic approach to process and services renewal – integrated, reliable and efficient systems – and a roadmap for activity linked to current and future business demands on corporate services.

This program of works and roadmap of activity will deliver operating layers that are closer to a unified system, with one way of doing corporate business for both the department internally, and the department’s external customer community.

KEY SUCCESS FACTORS

  • Thorough stakeholder engagement.
  • Detailed roadmaps.
  • Involvement in overall strategy development.

WHY FourPL?

  • Deep knowledge of customer’s business.
  • Practical and pragmatic recommendations on the use of ERP.
  • SAP knowledge and expertise.

FourPL contact for more information:

Anthony HawkinsAnthony Hawkins – CEO, FourPL
anthony.hawkins@fourpl.com.au
+61 411 476 999