How to prioritize and where to start changes in the organization of the enterprise?

Question

Project management

Situation:
There is an organization that produces project documentation. ~50-60 designers.
Yes: the organization of teamwork in the design is not ideal, but it exists. There is office work + contracts.
The management wants financial planning, while at the same time claiming that due to the specifics, this is almost impossible. (and there is (there is = purchased) 1c "management of the project organization", which also seems to be not rolling due to the specifics, but in reality this may not be entirely true). How to clarify the situation with financial planning? What to read-watch? Does it make sense to invite a specialist in this regard? (At least consulting and where to get it?)
What I want:
Transparency in terms of management, visibility for the project manager of loading departments and specialists, binding to deadlines, etc. Production control, so to speak. This issue is implemented by refining the current p.o. (Or rather, its complete reworking.)
Smaller flaws, such as blocking the form, adding / deleting fields, but which can lead to structural changes.
Rewrite office work and update design.
Add help / knowledge base on kitty, organize the knowledge base by department.
And here it turned out that I am not a multi-armed Shiva, no, I can try to work simultaneously on all sides, but nothing good comes of it.
How to prioritize and where to start? what deadlines to set and how to discuss issues with management?
What to read-watch? What to read-watch in terms of finalizing someone else's code?

Answer 1

you can from Goldratt

Answer 2

What does your management mean by financial planning?
- Building a model of financial flows?
- Creation of a system for calculating future costs?
Do they want to link it somehow with the organizational structure? There are many options for the approach ... We need to approach this issue in more detail.
For example, I read in your question the need to optimize (even reorganize) the entire enterprise architecture. Here, just the same, the main elements that you described are included. This is:
Not all issues are solved by the implementation or optimization of programs. Sometimes it is worth looking from a different angle, a different scale.
Both options are acceptable (I'm talking about self-education and consulting). The difference is only in time. Well, and in efficiency ... What is there to dissemble. Read - on the net you can find a lot of literature on financial analysis and modeling, a lot of literature on optimizing business processes. I'm afraid that deciding which book to trust is a subjective decision.
I hope my answer will be useful to you. Good luck!