Agile tools combined with traditional PM methodology were used to implement an ERP system and improve internal processes integration.
The rapid growth of the Oil and Gas market and low integration with internal processes, increasing the risk of overwhelming workload and processes that could no longer be integrated into existing ERP. The PMO consultants and the IT department developed a roadmap that included the use of Agile tools.
An Oil and Gas company in Latin America.
The competitive market of Oil and Gas in Latin America needed companies to be supported by systems that integrate with internal processes to guarantee responsiveness to a high volume of sales, daily orders, customer service, and inbound/outbound logistics processes. After the discovery phase, the current ERP system had a low integration with internal processes and could not adhere to future strategies. This resulted in an overwhelming workload, manual processes, and delays.
The company reached out to the PMO consultants to lead the implementation and recommend necessary tools and techniques. Consultants listened to stakeholders, developed business requirements, recommended the use of an Agile toolkit to support a strategy of ERP implementation in a small period, in addition to the low availability of operational internal teams and specialists.
The project was managed on a hybrid approach. The Agile practice helped teams to keep track of every issue, risk, and action plan. Teams were divided by area of expertise, and all weekly meetings were aligned to the main schedule, scope, and project management plans.
After approximately 180 daily stand-up meetings, 24 sprint planning, review, and retrospective, the project had issues and risks address timely, decisions were escalated, lessons learned were documented, and stakeholders were satisfied with the overall quality of deliverables.