Alacer Gold Corporation Project ATOM. May 15, 2013 Session 4662: Learn How to Implement SAP Business Suite in Only Four Months

Transcription

1 Alacer Gold Corporation Project ATOM May 15, 2013 Session 4662: Learn How to Implement SAP Business Suite in Only Four Months

2 Alacer Gold Background Alacer Gold Corporation is a 400K oz gold producer with operations in Eastern Turkey and Western Australia. In early 2011, Anatolia Minerals (Turkish Operations) merged with Avoca Resources (Australian Operations) to become Alacer Gold Corporation, which is traded on the Canadian Stock Exchange and headquartered in Denver, CO. Anatolia operations and the Denver Corporate finance team were running their ERP functionality on Microsoft Dynamics AX, while Avoca Resources operates on a Pronto ERP platform. In May of 2012, the Board and Executive Leadership Team made the strategic decision to implement one global ERP system, utilizing best practice for finance plant maintenance and materials management. 2

3 ATOM Project Background The following ERP systems were considered: Microsoft Dynamics AX Pronto Ellipse SAP Oracle Dates June 2012 September 2012 October 23, 2012 November 5, 2012 November 26, 2012 Project Planning Milestone SAP is selected as our global solution platform Illumiti is selected as our implementation partner Alacer Gold Board of Directors approves Project ATOM proposal and funding Alacer purchases SAP All-in-One, Workforce Performance Builder and BOBJ Blueprint Kick-off for Denver and Turkey Implementation 3

4 5-Nov Nov Nov Nov-12 3-Dec Dec Dec Dec Dec-12 7-Jan Jan Jan Jan-13 4-Feb Feb Feb Feb-13 4-Mar Mar Mar Mar-13 1-Apr-13 8-Apr Apr Apr Apr-13 6-May May-13 5-Nov Nov Nov Nov-12 3-Dec Dec Dec Dec Dec-12 7-Jan Jan Jan Jan-13 4-Feb Feb Feb Feb-13 4-Mar Mar Mar Mar-13 1-Apr-13 8-Apr Apr Apr Apr-13 6-May May-13 ATOM Project Status: Timing Original Task Project Preparation Business Blueprint Realization Playback UAT Final Preparation Cutover and Go-Live Data Preparation Support Final TBU/DBU Prep TBU/DBU Blueprint TBU/DBU Realization PB UAT TBU/DBU Data Preparation UAT Final Prep GL TBU/DBU Post Go Live Support Task Project Preparation Business Blueprint Realization Playback UAT Final Preparation Cutover and Go-Live Data Preparation Support TBU/DBU Prep TBU/DBU Blueprint TBU/DBU Realization PB UAT TBU/DBU Data Preparation UAT Final Prep GL TBU/DBU Post Go Live Support 4

5 ATOM Project Keys to Success Pre-project Start Securing our internal Project Team members Insisting on the best resources from operations to be our SME s Project Sponsorship SAP Support Network Scope kept to current functionality (exception was areas where SAP had additional functionality above AX without any configuration changes) Hours for development set for project all prioritizations had to fit those hours 5

6 ATOM Project Keys to Success During Project Implementation of Workforce Performance Builder (more on next slides) Daily Stand-up meetings Putting North American Alacer resources on site in Turkey Not backfilling positions Keep it a short timeline! Communication (talking points for ops mgrs, business readiness checklists, project site, general info s, posters, etc) Keep Steering Committee communications short and to the point 6

7 Workforce Performance Builder Training Introduced to our Project Management Team in early January Trained all SME s that would be creating any training materials Walked the SME s through the WPB again at Playback During Playback and UAT, SME s recorded their processes We had our project coordinator edit and smooth out the rough edges Printable materials used for end-user training, exe s available via website 7

8 Workforce Performance Builder 8

9 Workforce Performance Builder 9

10 Change Management Pre-project Start Inclusion of company influencer s and content experts on the project plan creation and review prior to submission to the board Inclusion of key influencer s on Steering Committee Lots of face to face time to allow for any concerns to be vetted, alleviated and vetted again The 3 Global process leaders for the major areas of FICO, Plant Maintenance and Materials Management were each selected from a different region 10

11 Change Management During Project Lots of fun communication to site level personnel Team building exercises for project participants Communications to naysayers were made face-to-face by either VP sponsors, CIO or General Managers Site presence of project managers and owner Stand-up meetings 11

12 Would do differently Get to the sites faster Get the stand-ups happening earlier in the project Meet with GM s about talking points more frequently and illicit feedback Integration leads meeting earlier 12