Our SAP® RE-FX & LUM operations run — but probably not the ideal way.
For public sector real estate and infrastructure organisations
Does any of that sound familiar?
1. Change requests pile up heavily for month.
Hundreds of small errors every month-end — and nobody has the full picture of the system.
The system has grown beyond what any single person can still hold in view. PSCD interfaces break at every touchpoint with RE-FX (the same holds for SAP UI in infrastructure), a new CAFM project is being added on top without anyone quite saying what it’s meant to contribute, and a GIS that half the processes depend on no longer receives vendor updates. Every month-end, the consequences arrive as hundreds of small errors — some in PSCD, some in ordinary postings, and where IFRS 16 applies (typically infrastructure operators, postal services, large utilities ) some there too. Each is traceable, given time. Most are known to someone, somewhere in the organisation. What no longer exists is an overview — a person, or a document, that holds the whole system in view at once. Finance is waiting, and the investigation starts from scratch every time.
Our In-House RE-FX / LUM Consultant is leaving soon. The new one will figure it out — they always do.
Our In-House RE-FX / LUM Consultant is leaving in six months, but we have a good successor lined up. Three handover sessions, a few weeks of shadowing, and they will be up to speed. Changes are documented in change requests anyway. What those change requests do not contain — the reasoning behind a specific condition type, the posting rule altered for one company code three years ago, the settlement variant tuned for one contract cluster, the way RE-FX talks to FI-AA, PM, IS-U, the external CAFM, the GIS, and now the new DMS — sits in one person’s head. We tell ourselves the successor will figure it out. If we want to be frank – we have told ourselves that before. 🙁
Our new project lead has a plan. The project still isn’t moving — and we’re starting to see why.
We brought in someone capable or we already have. The plan is sound. The team is professional, experienced, and — on paper — aligned. What’s becoming visible, month by month, is that every meaningful step requires a decision nobody is willing to make first. The colleagues who hold the context have reasons, visible and invisible, to let things remain as they are. The junior staff who could move faster take their cue from the room. Escalations come back with “let’s revisit next month” The project doesn’t fail; it drifts. And our new project lead is learning that pushing harder doesn’t accelerate anything — it only identifies who will not move.
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