Project Management Oversight (PMO) Services

DCG provides project management services in support of all life cycle phases of application, network infrastructure, and business process improvement projects.  DCG generally provides all aspects of project planning, subject matter expertise, and integration/implementation support, including conversion planning and assiatnce, training, and procedures/process re-engineering under the new systems environment. 

Houston Airport System

SAP/ERP Implementation Project Manager

Derek Consulting Group has served as Project Manager for the implementation of an Enterprise Resource Planning (ERP) System – SAP – for the Houston Airport System since 2003.  The Houston Airport System operates as one of 17 departments of the City of Houston. The ERP implementation was a City-wide initiative encompassing General Accounting and Reporting; Accounts Payable; Funds Accounting and Management; Treasury; Purchasing; Contracts; Inventory/Warehouse; Internal Cost Management; Asset Management; Grants Management; and Project Systems. The City pursued SAP’s “Rapid Deployment” 12-month implementation plan (no customization; limited external applications integration) culminating with Go-Live in July, 2006 for the above 11 modules.

In 2004, prior to the City procurement/selection of an ERP vendor, DCG performed airport-specific requirements confirmation to support the City RFP process defining needs; reviewing/documenting key “As Is” and “To Be” processes; benchmarking successful public sector implementations, and preparing the cost and funding requirements. The City selected SAP in 2005, redefining how HAS and the City execute key financial transactions, impacting finance, capital projects, procurement, and the inventory / warehousing functions, processes, and procedures, requiring re-tooling of staff and extensive training.

Project Systems (Capital Projects) was especially complex, requiring departments to standardize on a project/WBS structure as part of conversion. HAS served as a lead department for the implementation of PS, and successfully completed the most complex WBS re-engineering of any City department.

DCG was responsible for the following accomplishments associated with the ERP implementation:

• Provided strategic guidance for ERP implementation in pre-procurement planning phases with HAS management and City sponsors, including developing the cost model for HAS funding requirements
• Conducted business process review (“As Is”) in HAS operating divisions, documenting 125 key process flows, to identify requirements, process improvements, ordinance/City Charter change requirements, and integration needs with HAS-based applications
• Documented airport-specific requirements for inclusion in City procurement specifications
• Completed business process improvement (“To Be”) in Planning, Design, Construction and Accounts Payable functions
• Served as Business Readiness Lead for the department, responsible as the single point of contact with City/SAP ERP Team for project communications, implementation coordination, conversion, and training
• Established comprehensive department-level implementation plans, by SAP module, based upon approved blueprints provided by the City ERP Team
• Delivered over 30 ERP Informational Sessions to orient airport staff to SAP processes in key areas including service contracts, receiving of goods and services, and requisitioning
• Provided oversight and management of all data cleansing activities
• Designed and developed the asset-based work breakdown structure (WBS) for capital projects, including the migration from legacy project number convention
• Served as team leader to prepare and reconcile key conversion data for fixed assets, capital projects, and warehouse inventory conversions.
• Capital projects conversion included asset definition for WBS mapping; detail line-item management/schedule of values creation; and month-end settlements to the asset level
• Warehouse conversion included migration to new NIGP code structured
• Provided oversight for change management team activities, including material design and review and participation in change management presentations/forums
• Designed and prepared job aides and desktop guides to facilitate the Go-Live process changes
• Prepared scripted scenarios and facilitated comprehensive dress-rehearsals with cross functional groups to prepare/test processes and system for GO-Live operations
• Provided hands-on GoLive support by establishing and staffing “incubators” whereby staff in need of help could go for assistance in completing transactions
• Designed and implemented an ERP Functional Support Center / Help Desk for Go-Live support
• Completed post-implementation review after 60 days operations to assess training, procedural, and other support needs:

Maintenance Management System

DCG served as Project Manager to select and implement a new Computerized Maintenance Management System (MicroMain) for HAS’ three airports (IAH; HOU; EFD).  The system was piloted in an ASP environment and subsequently in-sourced.

• Included web-based front end for tenant status monitoring of work requests
• Designed new business processes and integrated them into the framework of the new application
• Managed custom modifications to the application
• Prepared user and help-desk manuals
• Conducted train-the-trainer sessions covering both system and business process changes.

City of Philadelphia

Internal Controls Assessment and PMO Services

City of Houston - Dept of Public Works

Infrastructure Management System RFP

Goodwill Industries of Houston

Financial Accounting System Implementation

Spring Branch Independent School District

Applications/Platform Replacement