A leading North American (Canada, U.S., Mexico) organization specializing in energy infrastructure
| $3B | 100% |
| opportunity achieved | compliance was achieved, with no audit findings. |
| Challenge | This organization discovered a $3B opportunity that also enabled them to focus capital on specific lines-of-business (LOB) that resulted in higher returns to the portfolio. The challenge was that to take advantage of this opportunity, they had to undertake activity (assets divestment plus company spin-up) that was new to them, with short shareholder driven timelines. PSS Ltd. senior leader was brought in to enable sharing (by two companies), in a compliant way, of their Enterprise Resource Planning (ERP) system (plus 56 integrations) and all organization data. In addition, where other consulting firms failed to deliver, we stepped-up to fill the resulting gaps, for vendor contract negotiation, business readiness cutover and cutback planning and execution; separation mangagement office (SMO) – transaction issue resolution, representative for audits, decommissioning planning and communication, and in-field applications usability continuity; enterprise and solutions architecture analysis; advising on new organizations general ledger structure and data requirements. |
| Discovery | Working closely with the client, we aligned on the most effective approach, strategy, fit-for-purpose methodology, design, plan, validation, and change management to address the need for compliant ERP and integrations, and data sharing . Our team lead several initiatives as a program, leveraging existing competencies and capabilities to increase efficiencies. Some of the projects involved: |
| Designed and validated a first-ever methodology to logically separate the eight applications that made up ERP proper, using security. | |
| Twenty-four third-party integrations were successfully logically separated, using the most effective solutions. | |
| Negotiated, drafted contractual terms and conditions, designed (standards operating procedures between two vendor support desks and this new team), set-up, trained all parties and operated a new “shared systems” support operations team for ten months. | |
| Reporting warehouse portfolio management included analyzing 106K objects to identify which company (or both) should have access, and if object should be retired or be logically separated. | |
| Advised spun-up organization on their general ledger structure design, systems infrastructure and configuration. | |
| Designed and set-up a compliant Cloud-based data transfer process. | |
| Advised spun-up organization on their data requirements (approximately 6,480) and transferred records to them. | |
| Business and System Readiness cutover to new divested “sharing” business state and later cutback to new “not sharing” business state. | |
| Analyzed all of the organization’s in-progress and planned projects and overlayed strategy plans (affecting 58 applications) to identify which project phases collided with the SMO TSA Application Exits and strategically identified delay/avoid/accept impact resolution recommendations for the ISLT/ELT for acceptance. |
| Value created | As a result of this engagement, our client experienced significant benefits: |
| Core team of four, with 164 indirect team members, successfully completed logical separation in four months while continually being audited, working with a “Support desk” vendor that was onboarded during this time, designing the promotion and deployment process, completing 1,000 UAT cases, leveraging 1,800 security roles plus combinations, met the due date with no user downtime other than planned cutovers and cutbacks. | |
| Spun-up organization received 18M records, from eight data sources, by their due date. | |
| New operations support team successfully managed shared systems (including reporting) state for 873 accounts and 854 users, for ten months. | |
| No collisions with in-progress/planned projects, nor strategy occurred. | |
| 100% compliance was achieved, with no audit findings. |