GDPR Compliant User Access
Successful SAP HR implementation, delivered within budget and agreed timeframes
Robust Disaster Recovery Set Up
The Ministry of Housing, Communities and Local Governments’ (MHCLG) SAP system is a shared critical business system for MHCLG, The Planning Inspectorate (PINS) and Valuation Tribunal Service (VTS). The system has over £50bn of transactions processed annually through the production systems and a user base of approximately 2,500. MHCLG’s business-critical SAP system is developed and maintained by an in-house team in the Finance Shared Services Division. The in-house MHCLG SAP team required specialist consultancy to maintain, develop and enhance the existing solution, advise on Disaster Recovery improvements and assist in upgrade readiness planning from ECC6. MHCLG required a government framework approved supplier with the ability to provide a flexible resource model, increasing delivery capacity and capabilities as and when required.
Flexible and cost effective resource delivery model
Smooth system transition managing £50bn of annually processed transactions and 2500 system users
Government Framework approved terms
Albany Beck was requested to support MHCLG's SAP Business Solutions Team to deliver a number of significant IT projects, including IT Modernisation (SAP Migration/Integration) and SAP Cloud discovery work streams. Albany Beck deployed a team of specialist SAP consultants to support each key work stream within the programme and ensured business continuity of MHCLG's SAP ERP System, whilst the department transitions through disruptive technical infrastructure changes. Notable solutions were; a) the creation of Oracle standby databases as the backend database to SAP, resulting in a robust and effective Disaster Recovery set up, and b) installing, configuring and upgrading the new SAP HR system, creating single sign-on ability and a suitable SAP environment for the successful move to a different desktop provider. Throughout delivery, Albany Beck adhered to the national audit office security standards and although delivery followed Prince2 principles, the successful introduction of Agile ways of working in particular areas of the project reduced the timeframe to go-live. The overall result was the successful delivery of the Continuous Improvement Programme in line with the wider MHCLG Digital Transformation Programme.