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| Case Studies
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Camco/IRIS Project Solutions – exclusive interview (June 2010)
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Camco is an international company involved in identifying and implementing solutions that help businesses address their
climate change risks and opportunities.
With a 20-year track record in advisory services and a diverse portfolio of carbon credits, Camco has established itself as a
leading global climate change and sustainable development company. It provides strategic, technical and financial solutions
for carbon-related issues, helping organisations to define and implement their carbon strategy.
Camco helps manage the main aspects of carbon risk and the key stages of the carbon management process, for both
public and private sector organisations in both the developing and developed world. Camco was acquired by a publicly listed company, becoming
part of the Camco Group. This was a time of significant change and it was obvious that its existing IT systems would no
longer cope with the forecasted growth plans. Camco looked at a number of systems but IRIS PROJECTminder was the only one that came close to meeting all of its
requirements.
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Pollard Thomas Edwards/IRIS Project Solutions (May 2010)
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Award-winning architectural practice Pollard Thomas
Edwards is benefiting from new functionality within IRIS
PROJECTminder to manage holiday entitlement for staff
who work flexible hours or part-time.
Pollard Thomas Edwards has more than 30 years’
experience in both the private and public sectors. At any
time it can be running over 50 live projects, ranging from
designing a bespoke building such as a sports hall to
creating a new town for 10,000 people. Its commitment
to quality and innovation has been rewarded with more
than 45 major design awards.
The practice headquarters are a converted canal-side wharf in Islington, London and it also has offices in Liverpool and
Brighton. The practice employs close to 100 staff, nearly a fifth of whom work part-time.
The extended absence request functionality was introduced into IRIS PROJECTminder to support employers like
Pollard Thomas Edwards in complying with holiday entitlement regulations for part-time workers and those working
irregular working patterns.
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Tornado Integrated Project Team/Risk Decisions (August 2009)
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The Tornado Integrated Project Team
(Tornado IPT) is part of the UK
Ministry of Defence’s Defence
Equipment and Support (DE&S)
organisation. It is responsible for the
provision of logistical support and
capability development for the RAF
Tornado F3 (Air Defence Variant) and
the GR4 (Ground Reconnaissance)
fleet until 2025, when it is due to be
replaced by the Eurofighter Typhoon. The management of safety-related risk has always been paramount within the Tornado IPT and it was recognised that a
similar rigour needed to be introduced to manage the risks and issues potentially impacting on all areas of IPT
business. In partnership with the MoD’s Risk Process Owner (Through Life Procurement Management Support Group), a
formalised project risk management process was developed for the Tornado IPT. Key to the successful implementation
of this programme would be the selection and deployment of a powerful risk management and analysis tool. After a comprehensive evaluation and assessment phase, Tornado IPT selected Predict! Risk Controller as best
meeting its requirement.
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The Red Brick Road/Maconomy – exclusive interview (June 2009)
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The Red Brick Road Advertising agency was launched in March 2006, founded by six partners who are experienced and
respected members of the advertising industry. They include Sir Frank Lowe, one of the best-known figures in UK
advertising who was knighted in 2002 for services to advertising and charity.
In just over three years, The Red Brick Road has seen rapid growth and now employs over 70 people. It has become a top
20 marketing services agency working with a number of leading brands. Its client list includes Tesco (for whom the team
originally conceived the ‘Every Little Helps’ campaign), Gala Coral Group, Olympus Cameras, Thinkbox and Brewin Dolphin. The company's finance system was no longer fit-for-purpose and there was no
integration between the job costing and financial systems. It needed to move to a fully integrated solution that would streamline internal processes and allow it to manage the
business more effectively, so it chose Maconomy.
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Defence Estates/IRIS Project Solutions (June 2009)
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The Ministry of Defence (MoD) is one of the largest landowners in the UK and currently
spends over £1 billion a year on its estate. The MoD is responsible for more heritage
buildings than any other government department, and Defence Estates is the agency that
manages the MoD’s built and rural estate.
Until recently, only a few areas within the agency maintained a detailed account of how staff allocated their time
between projects. However, in 1998 a strategy review highlighted a need to adopt time recording across the board. The agency visited IT trade shows to see what systems were on offer. The choice was narrowed down by
the requirement for modularity. The agency also wanted its time recording package to be capable of interfacing with the
MoD-based accounting system. The agency evaluated product presentations from three suppliers. From the technical, user and financial
perspectives, SharpOWL from IRIS emerged as the strongest offering.
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RAMBØLL/Maconomy (January 2009)
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The RAMBØLL Group is a knowledge-based group that provides consulting services and delivers system development
within the consulting engineering disciplines, information technology and management.
The acquisition of the Swedish company Scandiaconsult in 2003 made the RAMBØLL Group the largest and leading
Nordic knowledge-based company and number 10 in Europe within its field. The company is headquartered in Denmark
and employs more than 4,200 people across 70 offices. In the winter of 1998/1999, RAMBØLL decided to implement Maconomy for project and finance management. The
corporate parent organisation went live later in the year.
The desire to decentralise the financial responsibility for projects to project managers, and to improve the standard
financial tools available to manage the corporation, led to the decision to implement a new business management
system.
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New York City Housing Authority/Oracle (July 2008)
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The New York City Housing Authority (NYCHA) oversees North America’s largest public housing programme. In addition to
managing more than 2,700 residential buildings, NYCHA administers a city-wide Section 8 rent subsidy programme and a
broad range of educational, recreational and job-training initiatives. The authority’s funding comes from a combination of
government subsidies and grants, rent from tenants and other sources. About 420,000 people – 5.2% of the city’s population –
live in NYCHA housing developments in five boroughs.
In 2002, NYCHA launched a broad-based initiative to upgrade its business systems to support cost-saving improvements such
as more sophisticated budgeting and financial management, a more efficient procurement programme, and a streamlined
materials management system, among other capabilities. Called Project BEST (for Business Enterprise Systems
Transformation), the investment replaced NYCHA’s ageing IT infrastructure – a fragmented and expensive-to-maintain mix of
software applications and vendors – with a consolidated platform running a single-instance of Oracle E-Business Suite.
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Buro Four/Deltek – exclusive interview (May 2008)
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Buro Four is an independent project management and consultancy company with over 140 people. It provides project
direction and management, plus a range of consultancy services for business, property and construction clients.
Over the past 22 years, the projects it has managed include the Young Vic Theatre, new headquarters for the National Trust
and Vodafone, private houses, a centre of excellence for the Lawn Tennis Association, a new arts and media facility for
Goldsmiths College and 15 new city academy schools. Buro Four was using a 1990s accounting system supported by an ever-increasing number of spreadsheets, rather than a
specific project management system, to run the business. It needed a system that would grow with its needs and deal with the whole business, not just the accounts aspect or the
resource management side. An evaluation team was put together that represented the whole business. It looked at a significant number of products and eventually came across Deltek Vision at a trade show.
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HOK/Deltek – exclusive interview (May 2007)
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Founded in 1955 in St Louis, Missouri, HOK (Hellmuth, Obata + Kassabaum) has grown significantly on the basis of its aim
to be ‘the world leader in innovation for the built environment’. In its first year, the company grossed fees of $750,000. It
passed the $1 million mark seven years later and topped $15 million in 1976. Its latest results show fees of more than
$400 million. Today, HOK has over 2,100 employees worldwide and is a global provider of design and project delivery
services. Its expertise includes architecture, engineering, interiors, planning, lighting, graphics, facilities planning and
assessment, and construction services. HOK has developed its international presence over the years and now has 25 offices, some formed through mergers with
other architectural and engineering firms, across four continents. HOK needed a new accounting system and
wanted it to integrate with marketing and project management software in a single system so that project, client and contact
information could be shared among employees. Deltek had what HOK needed in terms of a single
package incorporating accounting, marketing and project management.
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Carole Nash Insurance/Asta Development – exclusive interview (May 2006)
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Carole Nash Insurance Consultants Ltd is the UK and Ireland’s biggest motorcycle insurance specialist, and one of the UK’s
top 30 insurance brokers, with a portfolio of insurance products covering modern, classic and vintage motorcycles, classic
cars, travel and mainstream motors. It employs nearly 400 staff and generates an annual income
of over £70 million. Carole Nash is headquartered in Altrincham, with offices in Dublin which were opened in 1999 by bike-loving pop star
Ronan Keating. Since 1996 the company’s policyholder base has grown from 30,000 to over 250,000. With the company changing and expanding, Carole Nash’s IT department led by Les Boggia can run up to 90 projects
simultaneously, often linked to business process improvement. The department has adopted Asta Teamplan project
management software to help in this, used by 25 IT managers and staff. The company is considering extending its use of
Teamplan to the wider business.
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Tanzania Accountant General's Department/Epicor (October 2005)
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Tanzania has a population of 38 million, and so is amongst East Africa’s most populated countries. The World Bank, the
International Monetary Fund and other bilateral development partners have provided funds to help rehabilitate
Tanzania’s economic infrastructure and to alleviate poverty. The Government of Tanzania is made up of 43 ministries
with the majority based in the capital, Dar es Salaam. These in turn support governmental structures in 21 regions and
150 local authorities, as well as working closely with non-governmental agencies and external development partners. An external review of government finances in 1993 identified serious shortcomings, which
included an adverse business culture with insufficient accountability at all levels of the organisation, with over-spending
running at the equivalent of 10% of GDP, further contributing to an accumulated debt burden of nearly $10 billion. The
key challenge was to put the country’s accounting and financial management on a firmer footing by introducing control
on commitments and expenditures through an appropriate approval hierarchy and a control system specific to the public
sector. Epicor Enterprise Financials as a customisable and scalable solution was chosen as the universal
framework across all Tanzanian governmental ministries, departments and agencies.
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Cavotec/Epicor (October 2005)
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As a multinational company, Cavotec Group relied on various different local solutions across its offices to meet
business management needs. However, as the company went through further global expansion, adopting a single
solution across all offices became imperative. The platform needed to be versatile enough to meet the local
requirements of each office, as well as easy to roll out and implement across the various Cavotec sites.
The chosen solution was Epicor iScala, offering simplified business functionality alongside rapid implementation time.
With the release of Epicor Scala 2.2, Cavotec has embarked on a project to create a regional database structure that
will allow for more timely consolidated reports. With 80% of the organisation now running the same core applications
and more business divisions upgrading on a weekly basis, Cavotec is reaping benefits in both technical support and
financial reporting.
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