Process and Change Management


Customer: Well Intervention Company

The company’s aim was to retain its leading position by providing leading edge technology, customer service and a commitment to competitive pricing. This based on exploiting opportunities to reduce internal costs and improve delivery quality from the workshop and on customer site.

A major factor to improved quality and profitability was to improve existing assets logistics and reliability. However, the current process of tracking the company’s assets was less efficient than desired and the management concluded that a more efficient delivery process with necessary integrated system support was required.


The project included the following elements:

  1. Business process and workflow mapping

  2. RFQ development and evaluation

  3. System acquisition

  4. Contract management

  5. Systems implementation

  • Project planning

  • Functionality testing

  • Training

  • Go live planning / cut over planning

Phase 1 included a comprehensive ERP solution, an operations management middleware in addition to 40 handheld computers (PDA), running on a wireless industrial network and being fully integrated with the middleware and the ERP-system.

Phase 2 focused on refining workflows and functionality in addition to the development of a common web based operations workspace for planning, execution and reporting of operations. The reach of the solution was extended to also include offshore personnel.

In Phase 3 of the program emphasis was put on processes, organisation and functionality catering for the increased complexity in equipment maintenance planning as the volume of work in the workshop had doubled over a 2-year period.

In addition to the Company’s internal resources, five system vendors and the Company’s IT services provider took part in the project.


The project delivered an end-to-end integrated systems solution covering all phases of a well intervention operation from planning, equipment sourcing, logistics, operation reporting, invoicing and equipment maintenance planning and execution. The following benefits are acknowledged:

  • 100% revenue increase without a corresponding increase in administrative staff (< 40%)

  • Increased billing accuracy and improved financial controlling.

  • Improved insight into equipment and operational status has increased efficiency and reduced operational risk.

  • Decreased lead times due to increased efficiency in overall process.

  • Improved planning support has led to increased capacity in workshops and thus shorter equipment turn-around times.

  • In-house supervisors and operation planners spend more time on supporting operational issues rather than on administrative tasks.

Lessons Learned
  • The importance of project portfolio management – too much scope was put into one single project, thus rendering it never ending

  • Put more emphasis on vendors’ ability to understand each other’s systems before embarking on a complex integration process

  • Organisational change management – train the end users more and not only on the new systems, but also with regards to the end-to end process itself, helping them to better understand their role and why they have to enter “all this data”.