Distribution & logistics
Multi-entity ERP transformation
Centralise data and harmonise finance and operations processes across several entities on a shared ERP foundation.
- ERP transformation
- Data migration
- System integration
IT Strategy & Advisory
PMO & programme steering
Set up and hold the steering of a programme: milestones, dependencies, risks, budget and decision bodies, across multiple workstreams and multiple suppliers.
EN UNE PHRASE
Steering means making decisions possible in time.
THE PROBLEM
The situations that bring us in
- 01
Committees meet, but the structuring decisions keep being deferred.
- 02
Dependencies between workstreams are discovered at the moment they block.
- 03
Reporting describes task progress without shedding light on the real risks.
- 04
Several suppliers are involved with no shared planning baseline.
- 01THE PROBLEM
A programme made of interdependent workstreams, with no consolidated view and no body able to decide.
- 02WHAT AXENEO DOES
We install the steering set-up: master plan, milestones and prerequisites, risk register, decision circuits, indicators and reporting rhythm.
- 03THE RESULT
A consolidated view of what remains to be done, risks assessed before they materialise, and decisions taken at the right level.
What we do
Steering set-up
- Master plan, milestones, critical path and prerequisites
- Risk register and mitigation plans
- Budget tracking and management of scope changes
- Bodies, committee structure and escalation circuits
- Programme indicators and management reporting
Coordination
- Coordination of the business, technical and quality workstreams
- Steering of suppliers and of contractual commitments
- Preparation and facilitation of the steering committees
- Management of quality gates and phase-passage conditions
The IT Strategy & Advisory method
This domain sits within the pillar’s overall method.
- 01
Understand
Interviews with the business and with IT, review of the application estate, analysis of processes and of what actually irritates people. We start from what happens, not from what is documented.
- 02
Make it objective
Gaps, dependencies, costs, risks. Scenarios are worked through with their organisational implications, not only the technical ones.
- 03
Decide
Options are put to decision-makers with what they really imply. A decision that has not been taken is identified as such and raised to the level where it can be.
- 04
Sequence
A trajectory in waves, with verifiable milestones, explicit prerequisites and a workload compatible with what the teams can actually absorb.
- 05
Steer
Governance, bodies and indicators put in place. The setup is designed to be sustainable by the teams once we have gone.
USE CASES
Where we step in
Multi-entity programme
Successive rollout across several entities or countries: sequencing, learning carried between waves, and management of local specifics.
Taking back control of a programme
Establish a factual picture of what remains, rebuild the plan and put governance back in a position to decide.
Related case studies
Public sector
Information system interoperability programme
Secure the requirements, the functional governance and the quality of deliverables on an interoperability programme.
- Interoperability
- Governance
- Requirements
Food & beverage
Multi-subsidiary SAP rollout
Roll out a shared SAP core across several subsidiaries of a group, harmonising processes without erasing what is specific to each.
- SAP rollout
- Process harmonisation
- Change management
Public sector
Harmonising project management practices
Give a public institution a shared project management framework, so that projects become comparable and trade-offs possible.
- PMO
- Project management
- Governance
Contact
PMO & programme steering: let’s talk about your context
A first conversation is usually enough to tell whether the subject calls for scoping, a portfolio decision, or putting the steering back in order. We will tell you plainly.