Example Projects

What is our approach like and how do our clients profit from our expertise? The answers are as individual as the challenges in each one of the projects we look after.

Using concrete roll-out management and process analysis examples, we'll show you the priorities that Xenium set in each situation, how we responded to difficulties and the solutions that were successful.

Roll-out management: reach your goal systematically and efficiently

Xenium supported a client in the automotive industry in implementing a global SAP FICO system to standardise financial processes. The challenges here included a tight time frame and only one possible go-live date – New Year’s Eve.



change requests
per roll-out


Dec 31

only possible
go-live date



countries per year
fully rolled out



  • After a pilot phase, the new financial system was to be rolled out as quickly as possible to further markets. However, markets that had already been converted to the new financial system also had to take on new releases and, in addition, test out market-specific special features.
  • After four go-lives in two years, the new financial system was from that point on to be rolled out to an additional two markets per year. It was expected for roll-outs to become more efficient as aspects of the process could be repeated despite local adaptations.
  • In one roll-out, we had to respond to more than 1,000 change requests. How do users find out whether individual change requirements impact on their work?

Our contribution

  • We worked out a concept for staged deployment that guaranteed punctual roll-out to new markets with the change of the year; all other locations received the new release in the middle of February.
  • We create checklists to prepare the system for the roll-out. Using this, the team for the technical roll-out can check the cutover plan with every roll-out.
  • We developed a concept for release notes containing an easily understood overview of significant changes.


  • The go-live for new markets took place punctually on New Year’s Eve. At the same time, we succeeded in gaining six weeks' additional time for existing sites – for regression tests of countries already using the system.
  • In the last two roll-outs, the systems could be provided without delays. Deployment also went smoothly.
  • Thanks to structured release notes, it's easier for users to understand changes.

Process analysis: open to change

We supported a logistics company in harmonising and clearly documenting processes before its introduction of standardised ERP software. Improved system support and process optimisation were planned to lead to more efficient processes. The sticking point: air freight and sea freight often don't speak the same language.





members in the core team



employees trained


  • The stakeholders started with numerous expectations and partially unspecific impressions of the approach and goals for the project.
  • In various areas, they used different documentation methods for modelling. There are many words that have different meanings in air freight and sea freight.
  • Even with comprehensive specifications and practical examples, modellers require a point of contact in cases of doubt and ambiguity.

Our contribution

  • With bold and simple questions such as ‘What do we make money with?’, we focused on the most important, key points. The goal was to maintain a shared understanding of the bigger picture.
  • We developed a modelling method based on the EPC standard. We integrated proven approaches from existing documentation methods. However, we could deviate from the standard if the process model became easier to understand as a result.
  • We were point of contact for the modellers at all times. In addition, we actively approached them if we noticed unclear notations in the review. Through these reviews, we ensured high overall quality and consistency.


  • We created a process structure accepted by all areas to be used as a basis for additional detail.
  • Plausible process depiction is more important than formal correctness in the new modelling method. As a result, it established itself as the new standard.
  • High-quality process models form the basis for introduction of standardised software.

Frank words

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