Illustration only, not measured results. Actual priorities depend on your project and organization.
What does a digital transformation manager need from an ERP in a project-based company?
A digital transformation manager changes not only the software the company uses, but also how it works. ProjectVIEW ERP gives one data structure, BoQ ↔ WBS ↔ Cost Codes, together with a workflow engine, analytics and integrations. Processes therefore become measurable first, and AI can then work on governed data. It works in the same way in construction, shipbuilding and repair, marine and offshore, mining and quarrying, and project-based manufacturing.
- Analyze: map current processes and find gaps as well as double entry.
- Redesign: then re-align, right-size and automate processes on one data structure.
- Measure: finally, track the KPIs that show the change works.
How ProjectVIEW ERP supports digital transformation managers
Select your industry
ConstructionFrom spreadsheets and site paper to one project data structure.
Shipbuilding & repairFrom separate yard systems to one structure per hull and job.
Marine & offshoreOne data structure for campaigns, vessels and contracts.
Mining & quarryingOne structure from the mine plan to cost per tonne.
Project-based manufacturingOne structure from BoM and routings to project cost.Your ProjectVIEW stack
AI agents
These specialized AI agents are available with ProjectVIEW v12. They work on governed ERP data, send risk alerts and propose actions. Your team approves every action. ProjectVIEW AI v12
Three ways to start: connect ProjectVIEW ERP to your current ERP, start with the modules you need most, or run the complete ERP + AI system. See integration with SAP, Oracle and other ERPs.
FAQ: Digital Transformation Manager
Talk to our expert
Questions about your role or your industry? Talk to a subject-matter expert who implements ProjectVIEW ERP.
What does a construction ERP implementation roadmap look like?
Start with a representative project and agree what the pilot must prove. Trace one BoQ item from the estimate through a purchase commitment, a progress update and a cost posting. Agree who owns the data and how the team will reconcile the results to existing records.
DANAOS starts with a standard ProjectVIEW ERP pilot on Microsoft Azure. Use onboarding workshops to identify configuration or customization needs and validate agreed workflows through user acceptance testing. Before expanding the rollout, agree how to reconcile opening balances and outstanding commitments, train users and decide when each project is ready to switch.
Can we keep SAP or Oracle?
Yes, ProjectVIEW ERP runs either standalone or integrated with SAP, Oracle and other ERPs through APIs.
What do we need before AI pays off?
In short, one governed data structure. In other words, AI agents need clean, linked project data, and the BoQ ↔ WBS ↔ Cost Codes structure provides it.
Is digital transformation only an IT project?
No. Instead, it is a chance to re-align processes, right-size the organization and capture real costs. The system then makes the new processes measurable.
Which industries does this cover?
Construction, shipbuilding and repair, marine and offshore, mining and quarrying, as well as project-based manufacturing. The same transformation approach also applies in each, whether the scope is a BoQ, a BoM or a work package.
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How do we migrate Excel budgets, BoQs and project data into ERP?
Use simple annotations in the approved Excel workbook to identify the BoQ hierarchy and the fields to import. AI can help prepare and enrich the data before import. Review suggested mappings and missing information before accepting changes. Start with the approved BoQ and identify the source workbook. Map item codes, parent and child lines, descriptions, units, quantities and rates. ProjectVIEW supports Excel BoQ import and nested lines. Trial a representative package, then reconcile its hierarchy, quantities and totals with the approved workbook before loading the full budget.
For active jobs, agree which budget versions, WBS links, open commitments, actual costs and supporting records must carry forward. Decide what to load and what to keep in an archive. Reconcile opening balances and commitments before switching.
How do we roll out ERP without disrupting active construction jobs?
Start each project at its current stage. Clean and categorize existing data for materials, machinery, labour, subcontractors, suppliers and projects before migrating records from Excel or other systems. For a job already in execution, establish the starting control baseline from the latest approved budget. Reconcile it with the current WBS, completed quantities, actual costs and open commitments at cutover. Use that baseline to compare new field records, and retain prior versions for reference. Start with a representative live project or a bounded work package. Agree what the pilot must prove, who owns each record and how results will be reconciled. DANAOS documents a standard ProjectVIEW ERP pilot on Microsoft Azure with onboarding workshops and user acceptance testing.
Move projects in phases once the agreed checks pass. For example, pilot progress reporting and cost control on one job and reconcile the results with current records. Identify the system of record for each transaction. Before each switch, check opening balances, open commitments and user readiness, and agree who can postpone cutover if a critical check fails.
What determines the cost of implementing ProjectVIEW ERP, and how do you evaluate ROI?
Implementation cost depends on the scope of migration, integrations, configuration and rollout. ProjectVIEW ERP uses a company-wide concurrent-user licensing model and provides portals for certified suppliers, subcontractors and clients.
The main source of ROI is connecting project cost control with finance and accounting across all projects. Measure faster tender submissions, more realistic budgets, better documented claims, procurement savings, cost control, labour productivity and machinery utilisation. Align subcontractor certifications with cash-flow planning, and assess the gains against implementation and ongoing costs.
