One source of truth at Christchurch International Airport.
Nintex Promapp supports Christchurch Airport’s ERP implementation, enhances reporting capability, and simplifies business admin and operations.
Improved visibility of business activity
Enhanced reporting capability
Simplified business admin and operations
Centralized knowledge base, accessible by everyone
Effective channel for staff feedback
Christchurch International Airport Limited (CIAL) is New Zealand’s second largest airport, welcoming over 5.7 million passengers a year.
The team at Christchurch International Airport was faced with the challenge of maintaining the daily operations of New Zealand’s second largest airport while implementing a new ERP system.
ERP implementations can often be disruptive to business and can cause a change management battle that lasts for months afterwards. With Nintex Promapp’s support across all phases of the implementation, CIAL built a clear picture of requirements and identified the gap between current and future-state processes. This empowered the organization with a valuable knowledge base that teams had ownership of.
The key challenges.
“With three major systems for property/retail, asset maintenance and finance - and many ancillary ad-hoc solutions - poor integration was causing operational inefficiencies across the business,” says Todd Cassie, Manager of Knowledge and Information Technology at CIAL.
“As a result, the decision was made to review options to transform our business processes and supporting systems.
There were high expectations set for the project:
•Tighter integration of processes and information across the whole business
• Improved visibility of business activity and reporting capability
• Simplified business administration and operations.
With more than 300 staff it was vital that changes associated with the ERP implementation were managed in an efficient way, minimizing disruption, time and cost spent on the project.
How Nintex Promapp helped.
CIAL needed a consistent and standardized approach to both the ownership and accountability of business process management within the organization.
Nintex Promapp was first used during the key user training phase to document the initial processes, which were further developed in the process platform during the key user testing phase. When end user training was delivered, the processes in Nintex Promapp had been tested several times and were reflective of the new way tasks were to be performed after go-live.
People engagement is critical to change management.
When asked what he considered to be key to the success of the ERP implementation, Todd explains: “It was the commitment of the staff involved with the project to deliver a system they believed would provide significant productivity and reporting/information gains for the organization.
“Promapp played a large role in this as it was a central repository that provided staff with consistent and standardized process information about the processes they would perform in the new ERP system.”
Nintex Promapp was a valuable tool in facilitating change management. “The staff coped with the change well, as the implementation was communicated from both an organizational and business unit perspective. Initially when processes changed they were notified both via the Nintex Promapp dashboard and an email with the minimode link to the process in Nintex Promapp. Now the ERP system has been rolled out, changes are only notified via the dashboard,” says Todd.
1. One central reference point integrated into everyday systems.
Nintex Promapp is seen as a ‘source of truth’ as it is documented for all to see. CIAL integrated Nintex Promapp into their ERP system so staff have the ability to review processes from within the tool. Nintex Promapp is the first point of call for users having an issue before requesting assistance from the business support teams, delivering further efficiencies.
2. Quality documentation available to all.
Without Nintex Promapp the ERP system would still have been implemented, however the quality of CIAL’s documentation would not have been as high. Processes would not have been documented in a consistent manner and the processes that were documented would not have been stored in a central repository that was accessible by all staff and refined ongoing.
3. Ongoing ownership and improvement.
Process owners were identified and assigned when Nintex Promapp was originally implemented into the organization. Process owners are responsible for promoting a culture of continuous improvement within their group. Once the ERP system had gone live, staff could review processes to further streamline them and achieve even greater efficiencies in productivity and reporting/information. Staff value the opportunity to provide feedback if they feel a process in Nintex Promapp does not accurately reflect the way it is currently performed, or that there is an improvement opportunity.