Novo Altum were asked to perform a review of an In-Flight ERP and Shared Services implementation. Within four days we delivered an interim report highlighting significant concerns and risks to the successful delivery of the programme. Four days after that, major issues within the data workstream arose meaning the go-live date would likely be missed. At this point, Novo Altum was asked to take over full delivery.
It became apparent that there were issues other than just the data workstream. There had been four changes of executive sponsor, two changes of programme director and problems with end-to-end solution readiness.
There were concerns over the Shared Services blueprint and delivery, predictive programme management and the business case. Additionally, the Group CFO had committed to delivery by the fourth quarter, just three months away, and there was uncertainty whether this deadline could be met.
Novo Altum’s consultants, experienced in large-scale transformation projects, complemented the existing project team, provided coaching and guidance and used accelerator tools to make a positive impact quickly.
The first wave of the programme not only met the CFO’s go-live deadline without fallout, but also allowed senior executives who had been drawn into the programme to revert to their proper roles within the Governance structure.