Streamlining Project Management and ERP Implementation for a Leading Middle Eastern Engineering Firm

Case Study:Reimagining Project Management & ERP System Overhaul for an Elite Engineering Firm in UAE

Context and Challenge

A distinguished multi-disciplinary engineering firm in the Middle East was grappling with considerable challenges in project management, intra-business communication, and the deployment of an Enterprise Resource Planning (ERP) system. Seeking a transformation, the firm reached out to Oclas Consulting through a trusted Oclas partner, with the ambition to optimise their processes and align them with the industry's best practices. The primary objectives for Oclas were to bolster project management competencies, improve interdepartmental communication, and facilitate the launch of a pending ERP system that was initially scheduled to go live but was not yet ready.

Oclas Consulting's Strategy and Execution

In response to these objectives, Oclas deployed an all-encompassing strategy. They instituted regular ERP Continuous Improvement (CI) meetings on a weekly and fortnightly basis. These meetings were formalised and structured with detailed agendas, and Oclas consultants actively steered these discussions, implementing the necessary modifications.

To address potential risks and current issues, Oclas created a risk register and performed an in-depth review of the issue log. They introduced colour-coded status reports to facilitate an easy understanding of the status of different tasks and projects across the board. Crucial processes that required updates were identified, and ongoing improvements were recommended for the ERP system as its implementation advanced.

Outcomes and Impact

Oclas Consulting's involvement resulted in significant improvements to the client's business operations:

1. Enhanced Project Management: The introduction of formalised, structured meetings improved communication around project management, leading to more efficient project execution. The firm realised the need for additional project managers to support their strategic growth plans, thereby enhancing operational efficiency and project margin improvement.

2. Successful ERP Implementation: Thanks to the continuous improvement meetings and proposed enhancements, the ERP system was finally prepared to go live. The ERP rollout has set a precedent for all future projects, bolstering accountability and enabling better evaluation of operational performance.

3. Improved Communication: The structured and regular meetings led to improved communication across the organisation, enabling projects to be executed more efficiently.

Recommendations for Future Action

Building on these achievements, Oclas recommended the following next steps:

1. A detailed analysis and reduction of risks identified in this phase, the development of Standard Operating Procedures for each process area, and thorough training sessions for project managers.

2. Identification of touchpoints within the processes and the ERP system, facilitation of ERP integration meetings, and the fostering of system knowledge, re-procurement, supply chain, and resource acquisition.

3. Extensive training for all stakeholders involved in project management to further improve operational efficiency and project success rates.

Conclusion

This case study demonstrates Oclas Consulting's capabilities in delivering efficient project management, facilitating effective communication, and ensuring successful ERP system implementation in a complex organisational environment.