PHASE 1: SELLING July 2001 to February 2002Complexity: LowWork: Convincing the Celanese board and independent business unit heads that rolling 13 (later, seven) ERP systems into one makes sense.Team: 70 IT staffers and other project members involved, along with a small team of consultants. SUBSCRIBE TO OUR NEWSLETTER From our editors straight to your inbox Get started by entering your email address below. Please enter a valid email address Subscribe Milestone: Board approval to move forward with a scoping project. Result: In February 2002, Celanese board approves a scoping project to determine what the rollup will require in money, time, people and technology.PHASE 2: SCOPING March to May 2002Complexity: Low Work: Canvass 120 business managers to determine project cost and complexity. Team: 10 full-time employees, more than a dozen part-time, plus consultants. Milestone: Board approval to create a OneSAP blueprint.Result: Board commits 20 percent of the total budget needed for OneSAP with the option to cancel the rest if the blueprint doesn’t pan out.PHASE 3: BLUEPRINTING June to December 2002Complexity: High Work: Design and validation of the templates that make up the system.Team: 70 employees working full-time along with 30 consultants.Milestone: In December, the business process owners sign a document saying they stand behind the blueprint and OneSAP’s viability. Result: Board commits budget to the rest of OneSAP project. PHASE 4: TEMPLATE Design January to August 2003Complexity: MediumWork: Detailed design and construction of system; technically arduous but low-risk.Team: The same team of 100 employees and consultants. Milestone: System templates ready for production and deployment.Result: OneSAP deployment begins.PHASE 5: ROLLOUT September 2003 to March 2004Complexity: HighWork: All-consuming but staggered: Different groups switch over to new system at different times.Team: All 12,000 Celanese employees, plus some consultants.Milestone: When the first user logs on successfully.Result: Celanese is an integrated operating company. At press time, final rollout schedule was to be determined.Source: Celanese Related content feature 10 digital transformation questions every CIO must answer Impactful DX requires a business-centric approach supported by the right skills, culture, and strategy. Here’s how to assess whether your digital journey is on the path to success. By Mary K. Pratt Sep 25, 2023 12 mins Digital Transformation IT Strategy IT Leadership feature Rockwell Automation makes shift to ‘as-a-service’ model Facing increasing competition from cloud hypervisors that see manufacturing as prime for disruption, the industrial automation giant has undertaken a major transformation to add subscription software services to its core business. By Paula Rooney Sep 25, 2023 6 mins Manufacturing Industry Digital Transformation IT Strategy brandpost Fireside Chat between Tata Communications and Tata Realty: 5 ways how Technology bridges the CX perception gap By Tata Communications Sep 24, 2023 9 mins Emerging Technology brandpost From telco to ‘TechCo’: how NTT Comware reinvented itself By Sourced Group Sep 24, 2023 4 mins Digital Transformation Telecommunications Podcasts Videos Resources Events SUBSCRIBE TO OUR NEWSLETTER From our editors straight to your inbox Get started by entering your email address below. Please enter a valid email address Subscribe