ERP PM skill building at Belgian construction company

Customer 

Our customer is a Belgian family business group in the construction sector. Its mission is to be a one-stop-shop partner for the customer for delivering high-quality construction projects for the public and private sector. A team of over 200 employees takes care of the end-to-end projects: from the first earthworks to the last finishing touch in the interior. 

Maximum quality, safety and customer satisfaction are its core values. 

Challenge 

The customer had started preparations for a new ERP implementation with the aim to standardize business processes and systems and improve the integration and efficiency of processes at group level. 

The customer had selected a Microsoft Dynamics AX2012 implementation partner who did an excellent job on the application side. On the client’s business side, however, there was a lack of capacity for management and project follow-up. The customer was in need of experience in ERP project management, application architecture and knowledge of how to organize business processes in Microsoft Dynamics AX 2012. 

Added value of Mentor and Men 

For this customer, the emphasis was on the expertise of Mentor and Men in ERP project management, managing and following up on both the customer side and the side of the implementation partner. Mentor and Men also worked on optimizing business processes and translating them into Microsoft Dynamics AX 2012. 

Approach Mentor and Men 

Mentor and Men started off with a workshop with the client’s senior management to clarify the business objectives of the ERP application, and to create awareness of the important organizational impact of this implementation. 

Then a project organization was set up with clear roles and responsibilities, planning, deliverables, milestones and budget follow-up. It also included a simple but clear communication structure between the various internal and external stakeholders. 

Once the project on the customer side was on track work continued on professionalizing the internal project organization. The objective was for Mentor and Men to transfer the project management back to the client soon. A governance model of business-IT-collaboration was developed to better manage this project and future projects. 

End result of the partnership 

In the short term, the customer found again grip on the ERP project and was aware that this investment would have a significant impact on its employees and the entire organization. Governance structure was ready for the customer to take over project management, not just for this specific ERP implementation. Business and IT successfully worked more closely together. 

A great client story of a fruitful partnership.