Book a Time

Case Study – Turnaround of ERP Roll-out: Integration of Two Parent Company Systems

Initial Situation

Shortly before operational go-live and the ramp-up of development and production, the IT integration of two legacy product and organizational environments was at serious risk.

Previous escalations remained unresolved. Requirements had not been properly captured. Confidence in delivery was low.

The existing project leadership was to be replaced, while the newly appointed project manager faced a growing backlog, unclear scope, and mounting pressure from the organization.

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Company

The client is a newly founded joint venture in mechanical engineering and production, created by two global market leaders in filling and palletizing technologies, with approximately 150 employees and customers around the globe.

Key Pain Points

  • Business processes were insufficiently documented and specified
  • Data migration was behind schedule
  • Adaptation of existing processes stalled due to limited understanding within the business units of their new landscape rotes to much smaller teams as in the mother companies and a
    • lean process design
    • IT systems and their configuration

Mandate & Objective

Role: Interim Project Lead, finally coach of internal PM

Turnaround Objectives:

  • Stabilize the project and stop further escalation
  • Complete the integration of SAP and multiple CAD systems
  • Implement newly designed, lean target processes
  • Enable the organization to take ownership of the solution
  • Migrate master data from both legacy environments

Turnaround Approach

  • Immediate re-planning and reset of timelines with all business units

  • Establishment of clear governance, roles, and communication paths

  • Hands-on coaching and targeted troubleshooting in critical areas

  • Relieving the internal project manager to restore decision-making capacity

  • Pragmatic combination of classical project control and agile methods

Results

Stabilization and sustainable delivery

  • Project control and decision authority were restored within weeks

  • The internal project manager took over full ownership using the new structures

  • Delivery confidence and organizational calm returned

  • Over a one-year period, selective on-site support ensured continuity and momentum

 

The organization and their PM developed the capability to consciously combine classical management methods with modern, agile approaches — applying what works best for each situation.