Oranda

The Strategic Alignment model of Venkatraman, Henderson and Oldach helps to coordinate a company’s Business and ICT Strategy. In 1993 Venkatraman and his colleagues argued that the difficulty of realising value through ICT investments is, firstly, caused by the lack of coordination between the business strategy and the ICT strategy of the organisations making investments. Secondly, it is caused by a lack of a dynamic administrative process designed to safeguard continuous coordination between the business and ICT areas.

Oranda Interim BV follows Venkatraman’s model (1993) to arrive at business alignment within companies and institutions. In this, we use the CMC

We are specialised in project management for SAP R/3 implementation projects.

SAP R/3 implementation projects are, in fact, complex change projects with a substantial ICT component. SAP project management is therefore special, because knowledge of SAP R/3 process results and the client’s business processes as well as in-depth project management experience enables a SAP project manager to deliver a project on time and within budget with the desired business processes as envisioned.

The Oranda SAP project manager has the following experience and expertise:

1. a minimum of 4 years as project manager of various SAP projects
2. in addition, a number of years of work experience as a SAP module consultant: logistical and/or financial
3. worked as a SAP R/3 user prior to this
4. training at an academic level or at least the higher professional education (HBO) level in the field of economics/business with an ICT component.

We provide interim management for implementation projects and other change projects. We also supervise the setting up of outsourcing decision procedures and the resulting transition projects.

Just like in the construction world, Oranda can also operate as an ‘ICT contractor’. This means that we work with you to define the project or solution and then, as contractor of the project, we look for a complete realisation and implementation including the hiring of an implementation party or providing professionals. Oranda professionals with business experience use standards in all projects and interim management assignments because, as we see it, there is no need to re-invent the wheel each time.

Oranda Interim BV can also call on a network of independent established interim managers, freelancers and advisors in specific fields, such as positioning & strategy, internal/external corporate communication, sales support information technology, knowledge & document management, project management, purchasing management and executive search & talent management.

Project definition

Theoretically, the proposals for change come from the business end. We say ‘theoretically’ because a change project is still often initiated from the ICT end. In other words, this means that the business requirements are not being channeled properly in some way. There are always requirements from the business end! You, as a client, are therefore theoretically a representative of the business end. If you are coming from the ICT end, we will go to the business end together with you in order to come up with a good project definition. A technical upgrade, too, will always have to be business-driven and supported from the organisation itself.

The project

For this we use generally accepted project management methods, working in clear phases towards an end result. For each phase we make a delivery. If the organisation’s own requirements change so much that the budget will be exceeded in order to achieve them, we institute measures. By means of constantly assigning priorities and scrapping or shifting other functionalities, we are able to stay within the budget. The way in which the priority shift is translated into the organisation is key to acceptance within the organisation. Change management is therefore an essential component of a project. From the beginning, the organisation must know what the changes are and what influence they will have on operations. Because every organisation is different and the influence of a project on that organisation is different, every change project is unique. It is always the case, however, that an important element of the change is that it occurs via the normal line relations within an organisation in order to achieve total acceptance – meaning that top and line management must be responsible for this.

Management

For an organisation it is essential that the experience gained in a project does not leave the organisation along with the external party, thus perpetuating external dependence. Internal employees are therefore part of the project, with the expectation that they will fulfil the roles in the future. The roles of future managers are then clear, and knowledge remains within the organisation. To this end, one of the teams in a project will serve as management team, whose goal is to organise the future Service Level Agreement (SLA) and set up the technical and functional management. The other project teams also contribute a team member for this. As a result, management is not something that just becomes important once the project has been completed and thus does not run the risk of being neglected.

Read more about our interim services here, or contact us directly.