To achieve a successful ERP Project implementation, you must begin with the end in mind. The end in mind should be that the new ERP system supports your business processes and is aligned to meet your organizational objectives/goals. This is nearly an impossible undertaking without creating the proper Project Teams up front. Regardless of project size, it is highly recommended that three distinct Project Teams be created:
|
ERP Project Team Matrix |
1. Steering Council Team (SCT) |
2.Project Management Team (PMT) |
3. Core Functional Team (CFT) |
|
Membership |
·
Executive Project Sponsor ·
Senior Management from various departments that are invested in a
successful ERP Project, especially Operations, Finance, Engineering, Customer
Service, Purchasing, Quality, etc. ·
Senior Member from Consulting Partner (Godlan) |
·
ERP Project Manager (highly recommended that this person NOT be from
the IT Department; an ERP Project is part of a Business System and should not
be confused as being an IT Project) ·
IT Project Manager (optional, but recommended) ·
“Site Manager” from each Site
(If ERP Project is multi-site, highly recommended) ·
Project Manager from Consulting Partner (Godlan) |
·
Business/Functional subject matter experts (SME’s) that represent the
core business areas impacted by the ERP Project, e.g., Operations, Finance,
Engineering, Customer Service, Purchasing, Quality, Shipping, Receiving, etc. ·
“Site Manager” ·
Lead Business Consultant (Godlan) ·
Additional Business Consultants as necessary (Godlan, 3rd
party) ·
Lead Development Consultant (Godlan) ·
Additional Development Consultants as necessary (Godlan, 3rd
party) |
|
Roles &
Responsibilities |
·
Define Project charter/scope, budget, resources, timing, etc. ·
Charters and vests with authority the Project Manager and Project
Core Team ·
Provides clear goals and business requirements ·
Meets routinely with Client and Project Managers to evaluate progress
and risks ·
Evaluates, approves, rejects or modifies significant project changes ·
Demonstrates and requires strong project support throughout the
Company ·
Resolves conflicts and constraints presented by Project Managers
(“Issue Busters”) ·
Final sign-off and acceptance of project deliverables and milestones
(Go Live) ·
Approve any major changes to the defined project scope and plan |
·
Reports directly to Steering Council Team ·
Voice of CFT to SCT ·
Manage Project deliverables within scope, budget and timeframe ·
“Issue Busters” – resolve issues that bubble up from Core Functional
Team ·
Provides internal progress reporting in conjunction with Consulting
Partner Project Manager to all company levels ·
Monitors project progress and status and coordinates issue management
with Consulting Partner Project Manager ·
Verifies deliverables meet objectives ·
Sets up and monitors internal communication ·
Liaisons between Consulting Partner and the business environment when
needed ·
Approves training plan ·
Coordinates project team members’ calendars ·
Serves as facilitator between team members ·
Assures goal, objectives, and approaches are consistent with
corporate goals ·
Approves project organization, staffing, timing, and budget in
conjunction with Steering Committee ·
Oversees the project budget ·
Proposes potential approaches and solutions to business issues ·
Resolve areas of conflict between functional areas |
·
Reports directly to Project Management Team ·
Actual execution of the Project, including business analysis, design,
gap analysis, consulting, testing, development, cut-over planning, end user
training, implementation, etc. ·
Learns product and processes for their respective business function ·
Actively participates in developing and documenting new business
practices ·
Simulates performance of their duties in the Production environment ·
Becomes the “expert” in their business area ·
Provides new procedures and training materials ·
Creates scripts for Pilot sessions ·
Assists with company Pilot creation ·
Becomes trained Trainer for end users ·
Provides ongoing “expert” support ·
Identifies and resolves issues (follows internal escalation process
when needed including the logging of support calls for specific functional
areas) ·
Identifies and then documents cost saving opportunities ·
Supports cultural changes resulting from the Project ·
Support functional changes to support Company-wide objectives |
|
Principles
in Choosing Membership |
·
Respected in the Organization ·
Positive people; avoid “nay-sayers” ·
No hidden agenda |
·
Respected in the Organization ·
Organized and attentive to detail ·
Must be able to give large percentage of time to this Project;
ideally this is their only project assignment ·
Empathetic to Core Functional Team’s work load ·
No hidden agenda |
·
Choose people based on their competencies, not on their job title. ·
First of all, companies usually choose individuals at the managerial
level because they assume that managers are more knowledgeable about the
project. This can be the case; but, these people are usually very busy, which
could result in the Project taking longer than intended. ·
Second, choosing non-management employees who understand the business
processes/procedures could be used as a motivational tool. They are likely to
be more dedicated to the project because they see that you recognize their
abilities/skills. |
Make sure the size of your teams is appropriate to your project. Be sure that the people you select truly add value to your project. If you start the project and realize that the wrong person or people have been selected, make the change as soon as possible and work hard to bring the new team members up-to-speed.
I once had an ERP Project where there were 14 Core Functional Team members. These members were selected because they were all managers in the company. It was rare to get over six in any meeting. Communication was poor and many were just too busy to stay engaged. Project task dates were continually missed. The Project Sponsor did not want to change the team and the result was the project schedule changed numerous times because of a lack of participation. That company finally took our recommendation and created a new smaller (seven) core team that had members that could actually get something done. The company immediately started hitting task dates and milestones. The project was ultimately finished on time (hit the new schedule) and on budget.
When selecting your Project Manager, select a person with a good "big-picture" understanding of your business. This goes to the above comment “(highly recommended that this person NOT be from the IT Department; an ERP Project is part of a Business System and should not be confused as being an IT Project)”. Your PM needs to be process focused, not software and technology focused to ensure success. If your Project Manager is from your IT staff - but is a process-focused, big picture leader, then that is fine.
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