Bradnam’s Windows and Doors is one of the largest manufacturers of windows and doors in Australia. The organisation had initiated a project to provide an ERP foundation for the business. The special functional requirements of a Windows and Doors fabricator were missing from the existing Application Systems and needed to be implemented as part of a new overall Business Systems replacement strategy.
Bradnams had conducted a market evaluation and assessment and determined that JD Edwards would be the ‘best fit’ for the business. A project was commenced to implement JD Edwards “One World” ERP (now Oracle’s JD Edwards EnterpriseOne).
The initiation of the project had an urgent requirement to put in place some structure around the project scope and budget. A Steering Committee was formed and required the services of an independent, experienced resource to assist in guiding the delivery of the program and to maximise the potential for success through effective governance and management.
CMC was engaged as a strategic and independent implementation partner for the delivery of an ERP application for the business in South East Queensland.
A series of recommendations presented to the Steering Committee by CMC included the urgent preparation of a Program Charter for the ERP implementation including identification of structure, governance mechanisms, project composition and resource requirements. The creation of such a plan would also give Bradnams a foundation for understanding their financial budgets and timeframes.
The Project Plan was created and budgets established for the remaining delivery for South East Queensland.
CMC provided key personnel to assist in team mentoring and project delivery. Roles included:
- Steering Committee Representation.
- Project Governance and Quality Assurance – A CMC Project Manager was appointed to work with the Bradnam’s team and effectively manage all project activities.
- Change Management and Training – CMC created a Change Management Strategy for the program and mentored in-house resources to prepare the business and workforce for the changed business processes.
- Rollout Planning – CMC conducted a national analysis focusing on the rollout to Brisbane, Melbourne and Sydney to determine budgets and activities necessary to ensure that the National Rollout would be successful and an appropriate budget allocated.
- Training Management – CMC provided a Training Manager to ensure that an effective Training Strategy was produced, materials prepared, staff organised for training sessions and effective support implemented during and post ‘Go Live’.
- Test Management – CMC’s Testing Co-Ordinator provided guidance and training in the use of CMC’s Collaborative Risk Based Testing (CRBT) Methodology. CMC’s Test templates and methods were utilised for deliverables relating to the test functions.