ERP and BI Project Leadership
Project or interim · 3 to 18 months
- The situation
- Schedule, budget, and scope have drifted apart. The implementation partner works to the contract, the organization works to its expectations, and the gap shows up as change requests.
- What I deliver
- I take over leadership on the client side: re-cutting the scope, writing acceptance criteria, setting up test cases with the business departments, steering the partner. If needed, in an interim role through to go-live.
- How you measure success
- Schedule adherence from the point of takeover, volume of change requests, number of open items at acceptance.
Process first
Standard software exists for a reason. I adapt the processes first and only then the system. A customization has to earn its place; it is not the default.
The most common mistake I see in projects that have gone off track: the scope was described through feature lists instead of processes. The partner then delivers every feature, and the result still does not fit how the business runs.
Advise and implement
I do not hand over a report and leave. I remain accountable through implementation: project management, functional and technical oversight, change management. I also build Power BI and Azure solutions hands-on.
One example is the engagement at an aviation group: ERP for the maintenance organization, CRM for the group, and BI for sales, all three in parallel.
What I work with
I am not tied to any software vendor and receive no commission from any of them.
- ERP: SAP (R/3, S/4HANA, FI/CO), Microsoft Dynamics (AX 2012, D365, NAV), AMOS, DATEV
- BI: Power BI, Azure SQL, Azure Data Factory, ATLAS BI, Qlikview
- CRM: Microsoft CRM, Salesforce, Creatio, HubSpot
For me, PMP and PRINCE2 are tools of the trade, not a seal of approval. What counts is that, at the end, someone in the organization runs the system without me.