Power Engineering Consulting Joint Stock Company 3 (PECC3) is one of the leading power design consulting firms under Vietnam Electricity (EVN). With a history of over 40 years, PECC3 has contributed to a wide range of national energy infrastructure projects, including hydropower, thermal power, solar, and wind energy.
- Industry: Consulting and design in energy, industry, and infrastructure
- Company size: 1 parent company & 2 branches
- Employees: 500+ employees
Key Figures
+400+ users
across all departments active using the system daily
+80% workforce digitized
participating directly in ERP-based operations
1,173 projects
managed with full visibility over progress, cost, and quality control
17,224 tasks
coordinated across departments, continuously updated
No operational disruptions
throughout the ERP implementation
PECC3 Challenges
Operating with a structure of 1 Holding Company and 2 branches, and a team of over 500 engineers, specialists, and managers, PECC3 faced the typical challenges of large-scale enterprises;
- Multi-layered organizational hierarchy with independent operational units
- Complex, parallel project management workflows across hundreds of live projects
- Scattered and siloed data and documentation, difficult to unify and standardize
- Strict requirements for cost, schedule, and quality control in line with power-sector standards
No off-the-shelf ERP system could solve all of these issues without a customized, context-specific digital transformation strategy.
Viindoo Solutions
Strategic Phasing – Controlled Rollout – Uninterrupted Operations
Understanding the high stakes and organizational complexity, Project team has agreed with 2-phase deployment strategy, starting with the operational core of the business:
Phase 1: Focus on Project and Task Management
The goal was not just task tracking, but building a fully integrated digital operating model: From role-based assignment – cost control – progress tracking (S-curve, Milestones, Checkpoints) – to technical document management and reporting.
Viindoo launched the digital backbone of PECC3’s operations:
- 1,173 real projects
- 17,224 technical and coordination tasks
- 300 primary users from operations, engineering, QA/QC, and supervision
Beyond standard ERP features, Viindoo custom-developed a wide range of industry-specific functionalities tailored to PECC3’s internal workflows and documentation requirements.
Phase 2: Expand to Organizational Operations
Building on the stable project system foundation, Viindoo expanded into:
- HR, recruitment, training, competency frameworks, KPI/BSC
- Asset & equipment management, maintenance
- IFRS-compliant accounting, contract management
- Fleet, 360° evaluations
With 400+ users integrated, the system connects departments, branches, and central leadership under a unified digital framework.
A Implementation Method Designed for Large-Scale Enterprises
Rolling out ERP for an organization of 500+ people—particularly in a technically specialized environment—is not a matter of simply deploying technology. It involves deep risks in operations, organizational culture, and change management.
Anticipate major risks
- Disruption to ongoing critical national projects: Any system errors, data issues, or workflow delays could directly impact PECC3’s live power projects—many of them nationally strategic.
- Organizational resistance to operational model shifts; Layered approval structures and entrenched habits meant that a full-scope rollout could lead to resistance, confusion, or loss of transparency.
- Training and knowledge alignment across 500 individuals: Each department and user group had different understandings and workflows. Without tailored onboarding and support, ERP usage could be misunderstood, misused, or dropped.
- Complex multi-level permissions and data integration: A layered structure of company–branch–department–project teams required a robust design for permissions, data flow, and real-time oversight.
Risk-Controlled & Change Management Approach
Instead of a one-size-fits-all rollout, Viindoo chose a tightly controlled, phased approach:
- No simultaneous activation of all features
- No bulk onboarding of all users
- No replacement of current workflows before testing and training were complete
Each phase was engineered with:
- Minimal disruption to ongoing operations
- Just-in-time user onboarding and training: Segmented user onboarding, prioritizing key departments first to stabilize operations before scaling
- Verified data migration with full traceability: Pre-migration testing and staging test, allowing PECC3 to verify data integrity and process alignment
- Seamless transition from legacy workflows to digital ones
- Modular rollout, ensuring that each new function goes live only after validation in a controlled setting
- Process mapping to ensure the system fits actual workflows instead of forcing change prematurely
Thanks to strict adherence to risk management, change management, and internal communications best practices, Phase 1 was successfully go-live. This was not just a technical milestone, but an organizational success, laying a solid foundation for the Phase 2 expansion.
Phase 2 is now halfway through—and the approach remains steady
Phase 2 of the project is now at the halfway mark, and Viindoo continues to apply the same disciplined, phased implementation strategy. Each expansion—whether in HR, finance, or asset management—is still being implemented with tight control over risks, user adoption, and workflow stability.
The guiding principle remains unchanged: prioritize operational continuity while building towards long-term digital transformation.
Key impact and Business Transformation
- Successful go live of core Project Management system
- A solid digital foundation for future modular expansion: HR, finance, and assets, etc
- High adoption rate across departments
- ERP aligned to business —not the other way around
