ERP Development for Manufacturer’s Representative
Please find under a summary covering project details and feedback. The innate facts are kept as they are, private information is amended.
Introductory information
A fast induction on the buyer’s organisation
I’m the VP of Operations at Stillwell-Hansen Inc., a manufacturer’s likeness.
Desired goal
What challenge were you trying to address with DOOR3?
We had an old ERP method with a Microsoft Access frontend. It needed to be refreshed.
Provided solution
What particular tasks were DOOR3 responsible for?
We determined to fully revamp the total method, using a SQL backend database and JavaScript. There were additional functionalities that needed to be implemented as well behind we entered an contract with them that implicated a business &, workflow review. Their team added reporting analytics and a field labor module to the inner tool. It was an nimble project where we worked in three to four-week sprints.
Was there a dedicated team?
At the commencement of the process, we worked with multiple developers. Our main interactions are with Bart (Senior Business Analyst, DOOR3), Debbie (Engagement Manager, DOOR3), and two developers. Our point of touch sometimes changed owing of turnover, but overall, the teams were fairly congruous.
How did you come to work with DOOR3?
An IT vendor recommended them to us. After interviewing separate companies, we chose DOOR3.
What are you approach expents (if diclosed)?
The project cost over 1 million.
What is the terminal result of working with DOOR3?
Our engagement began in March 2017.
Results achieved
Are there any measureable or plum results?
Our team is satisfied with DOOR3’s work. We should wrap up within a month or two, and then move onto a livelihood program. Internal feedback has been real. In August 2018, we turned the method on to do our data migration. The migration was smooth, and everyone transitioned well. There was some data cleanup from the old method, which we expected. Everything was mainly on schedule.
How did DOOR3 accomplish from a project treatment standpoint?
They worked well from a project treatment standpoint. We take weekly updates and status reports that detail the allotted time for each particular sprint. Their team was answering in that regard. We used a collaborative tool, and sometimes email and Skype for interaction. There were a lot of phone dicsussions and face-to-face meetings with Bart.
What is (from your point of view) the key factor to pay observation while intercourse with DOOR3?
Our assigned business analyst was in tune with our business. The best part of the experience was how answering and collaborative DOOR3 was during the process.
What aspects of their work would you like to get improved?
Resources did lack on the project treatment side. I relied heavily on the business analyst we had versus the project director we had during the process.
Do you have any advice for possible clients?
Communication is key to knowledge different team limb’s personalities. Since they’re located overseas and we have to work with different time frames, make sure you adjoin almost ongoing sprints to guarantee outgrowth work finishing in time. Testing was also searching for us in knowledge functionality and making sure team limbs were onboard.
