case-study-qldtreasury

Situation

A vendor lead, functional design for a business system transformation was not achieving the outcomes as intended for the core system replacement
The gaps in new system functionality needed to be unfolded within a short timeframe
The SPER project team didn’t have a clear vision, common approach and proper tools in place in order to effectively understand and elicit the business requirements
No visibility into end-to-end business processes, hence critical business requirements were missed
The SPER project team worked in a siloed manner, by looking after a certain area of the process scope and having no visibility into interdependent processes and potential impacts

Work Performed By Our Team

Identified gaps in the system functionality that are crucial for successful business operations
Built a solid foundation for continuous process improvement and process management
Defined accountability and helped bring the program back on trackProvided a common language and understanding for business and IT
Provided blue print for IT development and implementation
Built a collaborative working culture in the program including the SPER project team and the vendor

Value For Client

Identified gaps in the system functionality that are crucial for successful business operations
Built a solid foundation for continuous process improvement and process management
Defined accountability and helped bring the program back on trackProvided a common language and understanding for business and IT
Provided blue print for IT development and implementation
Built a collaborative working culture in the program including the SPER project team and the vendor