Project Overview

Situation

A leading Mass Media corporation with numerous company entities was struggling with an overly complex and cumbersome Payroll process and Time entry system.  The client wanted to create a more streamlined process and update the aging legacy payroll and time tracking systems to a more comprehensive technology suite with a cloud based component. Due to the nature of  the business, the company had numerous different employee types, all requiring unique access levels and the ability to login to the system and submit time remotely while traveling and working internationally. Also, the payroll system required a comprehensive global solution that met all applicable tax and employment laws across multiple states and countries.

Approach

  • Designed change management strategy that highlighted the need for establishing a clear current state understanding of the payroll and time entry process
  • Performed current state assessment and process map to document as-is business procedures to translate to Workday
  • Led a series of stakeholder interviews to create a comprehensive stakeholder assessment that would allow for the proper scoping of change impacts to each business group
  • Created Change Impact Assessment to outline functions and roles that will be most impacted by Workday implementation
  • Designed a Training Needs Assessment to accurately project the training requirements and timeline
  • Developed change roadmap and detailed training, communications, and engagement activities and milestones for successful Workday deployment and adoption

Solution

Deployed Workday Payroll & Time Tracking cloud based solution to upgrade and streamline the company’s payroll and time entry systems.

  • Created a comprehensive change plan that addressed the People, Process and Technology affects to the current operating procedures
  • Led a detailed gap analysis to map the current state to the desired future state and properly scope for any anticipated gaps
  • Conducted weekly change management status updates with project leadership team, and maintained all decks and change material on internal Box platform
  • Deployed an enhanced change management strategy to encompass a 4 phased build of awareness, engagement, knowledge and conformity to the new payroll and time entry process
  • Designed communications and engagement plan, and created all project communications as well as talking points for engagement activities
  • Served as training lead responsible for determining training needs and delivering ILT for >3K employees across America
  • Implemented a post-deployment change reinforcement and issue remediation/escalation plan in collaboration with Help Desk IT
  • Tracked lessons learned and created an opportunities for improvement outline to assist with future Workday deployments
Close

Project Overview

Situation

A leading Mass Media corporation with numerous company entities was struggling with an overly complex and cumbersome Payroll process and Time entry system.  The client wanted to create a more streamlined process and update the aging legacy payroll and time tracking systems to a more comprehensive technology suite with a cloud based component. Due to the nature of business, the company had numerous different employee types, all requiring unique access levels and the ability to login to the system and submit time remotely while traveling and working internationally. Also, the payroll system required a comprehensive global solution that met all applicable tax and employment lays across multiple states and countries.

Approach

  • Designed change management strategy that highlighted the need for establishing a clear current state understanding of the payroll and time entry process
  • Performed current state assessment and process map to document as-is business procedures to translate to Workday
  • Led a series of stakeholder interviews to create a comprehensive stakeholder assessment that would allow for the proper scoping of change impacts to each business group
  • Created Change Impact Assessment to outline functions and roles that will be most impacted by Workday implementation
  • Designed a Training Needs Assessment to accurately project the training requirements and timeline
  • Developed change roadmap and detailed training, communications, and engagement activities and milestones for successful Workday deployment and adoption

Solution

Deployed Workday Payroll & Time Tracking cloud based solution to upgrade and streamline the company’s payroll and time entry systems.

  • Created a comprehensive change plan that addressed the People, Process and Technology affects to the current operating procedures
  • Led a detailed gap analysis to map the current state to the desired future state and properly scope for any anticipated gaps
  • Conducted weekly change management status updates with project leadership team, and maintained all decks and change material on internal Box platform
  • Deployed an enhanced change management strategy to encompass a 4 phased build of awareness, engagement, knowledge and conformity to the new payroll and time entry process
  • Designed communications and engagement plan, and created all project communications as well as talking points for engagement activities
  • Served as training lead responsible for determining training needs and delivering ILT for >3K employees across America
  • Implemented a post-deployment change reinforcement and issue remediation/escalation plan in collaboration with Help Desk IT
  • Tracked lessons learned and created an opportunities for improvement outline to assist with future Workday deployments
Close

Project Overview

Situation

A higher education institute with an associated hospital component was looking to upgrade their outdated and fragmented Finance and HR systems. In addition to standard financial reporting requirements, the university also had an added complication of specialized regulations surrounding the management and distribution of grant funds and federal monies. The institute required a customized solution that could address an aging workforce with limited technological skillset, inconsistent processes & procedures, and a lack of understanding around cloud based technology solutions.

Approach

  • Designed change management strategy based on an org attribute profile to address specific change readiness
  • Performed current state assessment and process map to document as-is business procedures to translate to Workday
  • Created Change Impact Assessment to outline functions and roles that will be most impacted by Workday implementation
  • Designed a Training Needs Assessment to accurately project the training requirements and timeline
  • Developed change roadmap and detailed training, communications, and engagement activities and milestones for successful Workday deployment and adoption

Project Deliverables

Solution

Deployed Workday HCM & Finance cloud based solution to enhance the Universities’ financial and HR systems, and leveraged a comprehensive PROSCI based change methodology to adapt end users to the new system:

  • Created a targeted phased approach that prioritized the highest impact change stakeholder and business functions first
  • Led a series of adaptation workshops and engagement roadshows to promote change awareness and acceptance
  • Served as training led responsible for
  • Established enhanced vendor onboarding and contracting procedures that reduced spend by ~15%
  • Increased ability to validate and record information in internal ERP system for processing and payment
  • Worked directly with Finance vendor master governance team to design enhanced invoicing controls
  • On-boarded >3K vendors to new invoicing system and created metrics to monitor and track compliance/performance
Close

Project Overview

Situation

A higher education institute with an associated hospital component was looking to upgrade their outdated and fragmented Finance and HR systems. In addition to standard financial reporting requirements, the university also had an added complication of specialized regulations surrounding the management and distribution of grant funds and federal monies. The institute required a customized solution that could address an aging workforce with limited technological skillset, inconsistent processes & procedures, and a lack of understanding around cloud based technology solutions.

Approach

  • Designed change management strategy based on an org attribute profile to address specific change readiness
  • Performed current state assessment and process map to document as-is business procedures to translate to Workday
  • Created Change Impact Assessment to outline functions and roles that will be most impacted by Workday implementation
  • Designed a Training Needs Assessment to accurately project the training requirements and timeline
  • Developed change roadmap and detailed training, communications, and engagement activities and milestones for successful Workday deployment and adoption

Project Deliverables

Solution

Deployed Workday HCM & Finance cloud based solution to enhance the Universities’ financial and HR systems, and leveraged a comprehensive PROSCI based change methodology to adapt end users to the new system:

  • Created a targeted phased approach that prioritized the highest impact change stakeholder and business functions first
  • Led a series of adaptation workshops and engagement roadshows to promote change awareness and acceptance
  • Served as training led responsible for
  • Established enhanced vendor onboarding and contracting procedures that reduced spend by ~15%
  • Increased ability to validate and record information in internal ERP system for processing and payment
  • Worked directly with Finance vendor master governance team to design enhanced invoicing controls
  • On-boarded >3K vendors to new invoicing system and created metrics to monitor and track compliance/performance
Close

Project Overview

Situation

A leading energy retailer had recently acquired a nuclear company and required project management and change readiness guidance for the Day 1 integration. Due to strict industry wide regulatory requirements, special attention had to be paid to maintaining appropriate departmental separation  while still integrating the company’s operating systems.

Approach

  • Analyzed operating models to outline anticipated changes and set baseline project requirements
  • Conducted stakeholder interviews to map the current state process and understand key impacted areas
  • Developed a governance process for the financial accounting data conversion plan
  • Facilitated cross functional business team status meetings
  • Communicated daily with project management regarding progress to work plan, risk management, and issue resolution
  • Supervised data conversion transfer process and testing of integrated system capabilities

Project Deliverable

Solution

Executed the successful integration of target nuclear company into core financial, budgeting & forecasting, financial management, reporting, tax, and treasury capabilities of client’s financial platform:

  • Performed all project management/governance for the analyze, design, build, test, and deploy phases of the acquisition’s integrated financial and business systems
  • Completed a thorough stakeholder analysis that identified key stakeholder groups and aligned each with associated change impacts
  • Designed and delivered cross-company communications and engagement plan to announce, prepare and manage business operations post integration
  • Created a custom data conversion plan for mapping acquired company’s financial and reporting records into existing PeopleSoft operating system
  • Produced Day 1 business readiness checklist outlining critical task and procedures required for immediate continuation of business operations
  • Monitored and supported post integration operations
Close

Project Overview

Situation

A leading energy retailer had recently acquired a nuclear company and required project management and change readiness guidance for the Day 1 integration. Due to strict industry wide regulatory requirements, special attention had to be paid to maintaining appropriate departmental separation  while still integrating the company’s operating systems.

Approach

  • Analyzed operating models to outline anticipated changes and set baseline project requirements
  • Conducted stakeholder interviews to map the current state process and understand key impacted areas
  • Developed a governance process for the financial accounting data conversion plan
  • Facilitated cross functional business team status meetings
  • Communicated daily with project management regarding progress to work plan, risk management, and issue resolution
  • Supervised data conversion transfer process and testing of integrated system capabilities

Project Deliverable

Solution

Executed the successful integration of target nuclear company into core financial, budgeting & forecasting, financial management, reporting, tax, and treasury capabilities of client’s financial platform:

  • Performed all project management/governance for the analyze, design, build, test, and deploy phases of the acquisition’s integrated financial and business systems
  • Completed a thorough stakeholder analysis that identified key stakeholder groups and aligned each with associated change impacts
  • Designed and delivered cross-company communications and engagement plan to announce, prepare and manage business operations post integration
  • Created a custom data conversion plan for mapping acquired company’s financial and reporting records into existing PeopleSoft operating system
  • Produced Day 1 business readiness checklist outlining critical task and procedures required for immediate continuation of business operations
  • Monitored and supported post integration operations
Close

Project Overview

Situation

A major oilfield services company was looking to streamline their manual, time consuming vendor invoicing process in order to reduce processing time, minimize error related risk and increase oversight/control. Client requested assistance with customizing and implementing a global system based solution that would automate their invoicing process and integrate the Finance, Supply Chain and IT departments across 40 countries.

Approach

  • Interviewed key personnel to understand the current vendor management and invoicing processes
  • Created current state process flow to identify impacted functions and critical areas of improvement
  • Collaborated with the Ariba SAP team to customize a system to meet business needs
  • Designed training strategy and internal/external communications & engagement plan to prepare the organization for the change
  • Developed implementation roadmap and detailed cross functional project plan outlining key activities, milestones and recommendations

Solution

Created a customized deployment plan that utilized a phased approach to launch the Ariba invoicing system and enhanced vendor management methodologies across 5 continents:

  • Designed a future state operating model that replaced a large offshore manual processing center with a cloud based solution
  • Led a series of adaptation workshops and engagement roadshows to promote change awareness and acceptance
  • Performed training needs assessment and spearheaded global training strategy
  • Established enhanced vendor onboarding and contracting procedures that reduced spend by ~15%
  • Increased ability to validate and record information in internal ERP system for processing and payment
  • Worked directly with Finance vendor master governance team to design enhanced invoicing controls
  • On-boarded >3K vendors to new invoicing system and created metrics to monitor and track compliance/performance
Close

Project Overview

Situation

A major oilfield services company was looking to streamline their manual, time consuming vendor invoicing process in order to reduce processing time, minimize error related risk and increase oversight/control. Client requested assistance with customizing and implementing a global system based solution that would automate their invoicing process and integrate the Finance, Supply Chain and IT departments across 40 countries.

Approach

  • Interviewed key personnel to understand the current vendor management and invoicing processes
  • Created current state process flow to identify impacted functions and critical areas of improvement
  • Collaborated with the Ariba SAP team to customize a system to meet business needs
  • Designed training strategy and internal/external communications & engagement plan to prepare the organization for the change
  • Developed implementation roadmap and detailed cross functional project plan outlining key activities, milestones and recommendations

Solution

Created a customized deployment plan that utilized a phased approach to launch the Ariba invoicing system and enhanced vendor management methodologies across 5 continents:

  • Designed a future state operating model that replaced a large offshore manual processing center with a cloud based solution
  • Led a series of adaptation workshops and engagement roadshows to promote change awareness and acceptance
  • Performed training needs assessment and spearheaded global training strategy
  • Established enhanced vendor onboarding and contracting procedures that reduced spend by ~15%
  • Increased ability to validate and record information in internal ERP system for processing and payment
  • Worked directly with Finance vendor master governance team to design enhanced invoicing controls
  • On-boarded >3K vendors to new invoicing system and created metrics to monitor and track compliance/performance
Close

Project Overview

Situation

A leading jet engine manufacturer had recently experienced unprecedented growth and was struggling to meet production demands. The company’s current segmented operational structure was not conducive to high volume production with cross functional collaboration. The client required an integrated organizational redesign that would create an modular operating model complete with cross functional work stations.

Approach

  • Collaborated with HR to develop a clearly defined intent and adaptive project management approach
  • Conducted a detailed current state assessment to define existing operating model and business processes
  • Led a series of leadership alignment and stakeholder workshops to define desired change and agree on future state operating model design criteria
  • Created project management framework for organizational redesign and associated workforce transition
  • Led future state RACI design sessions and created structure and process for post-transition war room
  • Outlined and redesigned reporting structure and governance

Project Deliverables

Solution

Implemented a modular operations facility complete with improved facility layouts, production processes and reporting structures designed to increase output and order fulfillment:

  • Developed a detailed transition and change approach that outlined clear project milestones, change impacts and role profiles for new operating model
  • Led weekly leadership alignment meetings to detail project progress and identify/mitigate risks which resulted in strong project backing and increased employee buy-in
  • Re-organized engineering, operations and supply chain functions to operate in product based organization which reduced processing time by 10%
  • Streamlined reporting and governance procedures to reduce redundant layers and emphasize the organization of workforce by product line vs. department
  • Updated KPIs and reporting metrics to align with new operating model and enable real time production feedback
  • Designed a post implementation war room to monitor and remediate go-live issues and identify lessons learned
Close

Project Overview

Situation

A leading jet engine manufacturer had recently experienced unprecedented growth and was struggling to meet production demands. The company’s current segmented operational structure was not conducive to high volume production with cross functional collaboration. The client required an integrated organizational redesign that would create an modular operating model complete with cross functional work stations.

Approach

  • Collaborated with HR to develop a clearly defined intent and adaptive project management approach
  • Conducted a detailed current state assessment to define existing operating model and business processes
  • Led a series of leadership alignment and stakeholder workshops to define desired change and agree on future state operating model design criteria
  • Created project management framework for organizational redesign and associated workforce transition
  • Led future state RACI design sessions and created structure and process for post-transition war room
  • Outlined and redesigned reporting structure and governance

Project Deliverables

Solution

Implemented a modular operations facility complete with improved facility layouts, production processes and reporting structures designed to increase output and order fulfillment:

  • Developed a detailed transition and change approach that outlined clear project milestones, change impacts and role profiles for new operating model
  • Led weekly leadership alignment meetings to detail project progress and identify/mitigate risks which resulted in strong project backing and increased employee buy-in
  • Re-organized engineering, operations and supply chain functions to operate in product based organization which reduced processing time by 10%
  • Streamlined reporting and governance procedures to reduce redundant layers and emphasize the organization of workforce by product line vs. department
  • Updated KPIs and reporting metrics to align with new operating model and enable real time production feedback
  • Designed a post implementation war room to monitor and remediate go-live issues and identify lessons learned
Close

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