Waipa Networks was locked into a heavily customised ERP module for service delivery. A mandatory ERP upgrade — with a configuration-only rule, no customisations — forced a complete redesign of where critical functions lived and how they connected.
Waipa Networks had solved a practical problem years earlier by customising their finance ERP to handle service delivery. At the time, it worked. Fault recording, dispatch, cost tracking, and invoicing all lived in the one system that staff already used.
But customisation has a cost that compounds over time. The ERP vendor roadmap moved on, and the business was now running functions critical to daily operations on a layer of customisation that the vendor could no longer support.
A configuration-only deployment of the new ERP meant every function that had been customised in needed to be re-examined, re-housed, and reconnected — without halting daily operations.
The challenge was not just technical. It required understanding what the business actually needed from each function, not just what it had been doing, and finding the right long-term home for each one.
The work moved through four structured stages — from understanding the full landscape of what needed to move, through updating journey maps to reflect new workflows, to designing and sequencing the migration itself.
Reviewed the existing customised ERP module in detail — function by function — to identify exactly what needed to move and where it should go. Three clear destination categories emerged:
Built on prior process mapping work by updating customer and service journey maps to reflect new workflows across the replacement systems. Journey maps were updated for both current (as-is) and future (to-be) states — making the interim period legible and manageable for operational teams.
A two-stage migration was designed to ensure operational continuity while progressively moving to the target architecture.
Stage 1 moved core functions out of the ERP into purpose-built platforms — the most critical step, with the highest disruption risk, managed first to de-risk Stage 2.
Stage 2 established the integrations between systems that would automate the costing and charging steps that Stage 1 still required manual handling for.
Positioned service delivery workflows so they could operate continuously during the transition — no service interruption, no gap in regulatory compliance, no unplanned downtime for operational teams.
Defined the full set of integration requirements between Magiq Cloud, the GIS platform, and the billing system — specifying what data needed to flow where, when, and in what format, so the technical implementation had a clear service design specification to work from.
The migration was sequenced so that the business remained fully operational at every point — with each stage delivering a stable, working state before the next began.
The primary objective of Stage 1 was to get critical functions out of the ERP and into platforms designed for them — before the ERP upgrade removed the customised module.
This stage accepted that some manual handling between systems was a necessary interim cost — the priority was stability and continuity.
Stage 2 replaced the manual handoffs that Stage 1 had accepted with automated integrations between the now-stable platforms — eliminating re-keying, reducing error, and improving reporting accuracy.
The costing and charging steps that crossed system boundaries were the primary integration targets — the highest-effort manual steps in the Stage 1 workflows.
A complex, risk-laden ERP migration completed without service disruption — and a system architecture that gave Waipa Networks a foundation built to last, not a new layer of technical debt.