Large programmes fail for predictable reasons: unclear ownership, scope that drifts, users who were never asked, and value nobody measured. Our delivery model is built to remove each of those, with gates, named owners and a value baseline from week one.
01 · Designed against failure
| What usually goes wrong | Early warning sign | Our built-in control |
|---|---|---|
| No single owner | Decisions wait for “the meeting” | Named sponsor and product owner on both sides, documented decision rights |
| Scope drift | Requirements grow every week | Baselined scope, formal change requests with impact on time and cost |
| Built for the boardroom, not the floor | Low usage after go-live | Operators in research, prototype tests and UAT; plant champions |
| Bad master data | Go-live delayed for “cleanup” | Data-quality profiling in assessment; cleansing as a tracked workstream |
| Integration surprises | ERP sync issues found at UAT | Integration contract and test harness in the design phase |
| Big-bang cutover | All plants at once, no fallback | Pilot, template, waves; parallel run and rollback plan per site |
| Value never measured | Success judged by opinion | Value scorecard with baselines, owners and monthly reporting |
02 · Ways to engage
2–4 weeks
Structured study of one plant or business unit: process, data, systems and machines.
You get
Best when: You need a clear, evidence-based case before committing budget.
8–14 weeks
One plant, one department or one value stream taken live with full governance.
You get
Best when: You want proof on your own floor before scaling.
Multi-quarter
Multi-plant rollout across modules and integrations, delivered in waves.
You get
Best when: The case is proven and you are ready to standardise.
Ongoing
We run, support and improve the platform with agreed service levels.
You get
Best when: You want outcomes without growing an internal team.
03 · The programme lifecycle
PHASE 01 · 2–4 weeks
Understand how the business really runs and where value is.
EXIT GATE
Opportunities, scope and value scorecard agreed.
Signed by: Executive sponsor
Activities
Deliverables
From your side
Access to plants, people and data; a sponsor and a product owner.
PHASE 02 · 3–6 weeks
Turn the agreed scope into processes, screens and integrations your users have already tried.
EXIT GATE
Solution design, integration contract and plan signed off.
Signed by: Product owner and IT head
Activities
Deliverables
From your side
Process owners for workshops; IT for integration decisions.
PHASE 03 · 6–12 weeks
Configure and build in two-week sprints, with working software shown at every demo.
EXIT GATE
All scoped features demonstrated on staging.
Signed by: Product owner
Activities
Deliverables
From your side
Process owners at demos; timely decisions on open questions.
PHASE 04 · 2–4 weeks
Prove the system against real scenarios, real data and real users before anything goes live.
EXIT GATE
UAT passed with no open critical defects.
Signed by: Product owner and plant head
Activities
Deliverables
From your side
Key users for UAT; plant champions nominated.
PHASE 05 · 1–2 weeks
Cut over plant by plant with a rehearsed runbook, a parallel run where needed and a rollback plan.
EXIT GATE
System live, data reconciled and go-live checklist closed.
Signed by: Executive sponsor
Activities
Deliverables
From your side
A go / no-go decision; users released for go-live shifts.
PHASE 06 · 4–6 weeks
Stabilise on the floor with the team that built it, then hand over to steady-state support.
EXIT GATE
Stability and adoption targets met for agreed period.
Signed by: Product owner and plant head
Activities
Deliverables
From your side
Champions logging issues; managers reinforcing new routines.
PHASE 07 · Ongoing
Report value against the baseline, roll the template to more sites and keep improving.
EXIT GATE
Value reported against baseline; next wave approved.
Signed by: Steering committee
Activities
Deliverables
From your side
Steering committee time; data owners for each metric.
04 · Multi-plant rollout
Wave 0
Full design, build and go-live at one representative plant. Every lesson is captured.
Template
Processes, masters, roles, reports and integrations packaged as a reusable template.
Waves 1…N
Plants grouped by similarity. Each site does a fit-gap against the template, not a fresh design.
Centre of excellence
A joint team owns the template, governs changes and plans enhancements.
The template carries
Process flowsMaster data standardsRoles & approvalsReports & dashboardsIntegration configsTraining kitsCutover runbook05 · Governance
CXO sponsor, plant heads, CIO, Trikaan leadership
Value scorecard, milestones, top risks, decisions needing leadership, budget.
Product owner, IT head, engagement lead, architect
Plan vs actual, scope changes, dependencies, risk register.
Process owners, users, delivery team
Working software on staging; feedback logged as stories.
Delivery team, client product owner
Progress, blockers, decisions needed today.
R = Responsible · A = Accountable · C = Consulted · I = Informed
| Activity | Your sponsor | Your product owner | Your IT | Plant head | Trikaan lead | Trikaan team |
|---|---|---|---|---|---|---|
| Business case & scope | A | R | C | C | R | I |
| Process design | I | A | C | R | C | R |
| Solution architecture | I | C | A | I | A | R |
| Integration with ERP | I | C | A | I | A | R |
| Master data cleansing | I | A | C | R | C | R |
| Build & configuration | I | C | I | I | A | R |
| UAT | I | A | C | R | C | R |
| Go / no-go decision | A | R | C | R | C | I |
| Training & adoption | I | A | I | R | A | R |
| Value reporting | A | R | I | C | R | C |
06 · Risk management
Mitigation: Profiling in assessment; cleansing workstream with owners and weekly targets.
Mitigation: Plan UAT and go-live around your production calendar; backups named.
Mitigation: Versioned integration contract; contract tests run on every build.
Mitigation: Offline-first apps and buffering edge gateways.
Mitigation: Plant champions, local-language training, early involvement in design.
Mitigation: Survey early, order in design phase, reuse existing PLC data first.
07 · Change control
Anyone can raise a change request with a business reason.
We estimate impact on scope, time, cost and risk within [X] working days.
Product owner approves; large changes go to the steering committee.
Approved changes enter the backlog with a priority.
All changes logged in the change register.
Cumulative impact shown in every programme review.
08 · Adoption & change management
Leadership
Plant
Users
Users
Floor
All
All
IT
09 · Value realisation
A value scorecard is agreed at the end of assessment. Each metric has an owner, a baseline, a target and a data source. The steering committee sees it every month.
| Value lever | Metric | Owner | Baseline | Target | Source |
|---|---|---|---|---|---|
| Yield | Output vs input by product and stage | Plant head | [Measured] | [Agreed] | Production & lab records |
| Downtime | Unplanned stop hours per machine | Maintenance head | [Measured] | [Agreed] | Machine signals |
| Inventory | Days of inventory and dead stock | Supply chain head | [Measured] | [Agreed] | Stock ledger |
| Cost accuracy | Estimated vs actual cost per order | CFO | [Measured] | [Agreed] | Costing & finance |
| Cycle time | Order to dispatch | Operations head | [Measured] | [Agreed] | Orders & dispatch |
| Quality | Rejection and rework rate | Quality head | [Measured] | [Agreed] | Inspection records |
| Reporting effort | Hours spent preparing MIS | CFO | [Measured] | [Agreed] | Time study |
| Field productivity | Verified visits per officer per day | Sales / agri head | [Measured] | [Agreed] | Field app |
Example scorecard. Metrics are chosen per programme; baselines and targets are set with your team.
10 · After go-live
| Severity | Example | First response | Target resolution | Updates |
|---|---|---|---|---|
| P1 · Critical | Production or dispatch stopped, no workaround | [15 min] | [4 hours] | Every [30 min] |
| P2 · High | Major function impaired, workaround exists | [1 hour] | [1 business day] | Every [4 hours] |
| P3 · Medium | Minor function issue, low impact | [4 hours] | [5 business days] | Daily |
| P4 · Low | Question or enhancement request | [1 business day] | Planned release | On release |
[All response and resolution times are placeholders, to be confirmed per support plan and contract.]
A plant assessment takes 2–4 weeks and a pilot 8–14 weeks. Most clients see measured movement on the pilot’s scorecard within the first quarter after go-live.
No. We prove the design at one lighthouse plant, package it as a template and let each site do a fit-gap against it, so standardisation happens wave by wave.
A sponsor for monthly steering, a product owner for a few hours a day, process owners for workshops and demos, and key users during UAT and go-live.
Assessments and pilots are usually fixed price against a baselined scope. Enterprise programmes are phased, with each wave priced once its scope is signed.
Phases close only on your written sign-off. Open points are logged against the exit gate and resolved before we move on, with escalation to the steering committee if needed.
Yes. We agree an integration contract and a RACI with your partner up front, so ownership of each system and interface is clear.
Every role has a named backup, decisions and designs are documented as we go, and the engagement lead owns continuity. Replacements are agreed with you.
