Godlan Blog

Manufacturing Performance Specialists
  • Home
  • ERP Manufacturing Software
  • SyteLine ERP Modules
  • ERP Services
  • Industry Focus
  • About Us
  • Home
  • ERP Manufacturing Software
  • SyteLine ERP Modules
  • ERP Services
  • Industry Focus
  • About Us
banner1.png

Godlan Blog - Insights for the Manufacturing Enterprise

Godlan, Manufacturing Performance Specialists, bring you Updates, Events and Articles of Interest in Manufacturing, ERP Software, and Enterprise related thought leadership.

  • All
  • 3D Printing
  • Accounting Process
  • Accounting Software
  • Additive Manufacturing
  • Aerospace & Defense
  • analytics
  • Application Lifecycle Man
  • Apprentice Program
  • Asset Management
  • Attracting Talent
  • Automotive
  • Automotive & OEM
  • Barcoding
  • BI
  • big data
  • Boat & Shipbuilding
  • Boat Building
  • Business Consulting
  • Business Intelligence
  • Business Process
  • Business Software ROI
  • Channel Sales
  • Cloud
  • CloudSuite Industrial
  • Compliance Risk
  • Configuration
  • Configurator
  • Configure Price Quote
  • CPQ
  • CPQ Software
  • CRM
  • Customer Portals
  • Customer Service
  • Decision Making
  • Defense Contractors
  • Distribution Software
  • EAM
  • Equipment & Machinery
  • ERP
  • ERP Implementation
  • ERP Project Management
  • ERP Selection
  • Financial Software
  • Food & Beverage
  • Furniture
  • Furniture & Fixtures
  • High Tech & Electronics
  • How To Implement ERP
  • How to Select ERP
  • How To Series
  • How To Upgrade ERP
  • How To Use ERP
  • iiot
  • Implement ERP
  • Increase ROI
  • Industrial & Equipment
  • Industry 4.0
  • Infor Gold Channel Partne
  • Infor Gold Partner
  • Infor ION
  • Inforce
  • Inventory
  • IoT
  • ISM (Service Management)
  • Lean Manufacturing
  • Lean Processes
  • Manufacturing Consulting
  • Manufacturing ERP
  • Manufacturing Industry Tr
  • Manufacturing Innovation
  • Manufacturing Insights
  • Manufacturing Onshoring
  • Manufacturing Software
  • Manufacturing Talent
  • Manufacturing Trends
  • Material Planner
  • Medical Device
  • Metal Fabrication
  • metal fabrication
  • Military & Government
  • Military & Government Con
  • mobile
  • One
  • PCM
  • Planning Workbench
  • PLM
  • Process Improvement
  • Process Improvements
  • Product Configuration Man
  • Product Lifecycle Managem
  • Project Management
  • Prophecy IoT
  • QCS
  • Quality Control
  • Quoting & Ordering
  • Remote Implementation
  • Risks of Aging Software
  • Rubber & Plastics
  • SaaS
  • Sales Proposals
  • Salesforce.com
  • section 179
  • Ship Building
  • Specialty Vehicle
  • Specialty Vehicle & RV
  • SyteLine ERP
  • SyteLine ERP Training
  • tax code
  • tax compliance
  • tax savings
  • The Infor 10x Advantage
  • Training
  • Veterans Day
  • Warehouse
  • Why ERP?
  • Window & Door
How To Select An ERP Project Team - Project Matrix Included

How To Select An ERP Project Team - Project Matrix Included

Chris Wilson April 18, 2016

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.

To learn more visit www.Godlan.com

 

###
InAccounting Software, Business Consulting, CloudSuite Industrial, Decision Making, ERP, ERP Selection, Financial Software, How to Select ERP, How To Series, Implement ERP, Manufacturing Consulting, Manufacturing ERP, Manufacturing Insights, Manufacturing Software, SyteLine ERP TagsSelecting Your ERP Project Team, ERP Project Team, ERP Project, ERP Project implementation, ERP system, Steering Council Team, ERP How To, ERP Evaluation, ERP Selection, ERP Software Evaluation
  • Godlan Blog - Insights for the Manufacturing Enterprise
  • Older
  • Newer
contact us >
request info >
586.464.4400
  • December 2018 (1)
  • November 2018 (1)
  • July 2018 (1)
  • April 2018 (2)
  • February 2018 (1)
  • December 2017 (1)
  • November 2017 (1)
  • October 2017 (6)
  • August 2017 (1)
  • May 2017 (1)
  • April 2017 (2)
  • March 2017 (2)
  • February 2017 (1)
  • December 2016 (2)
  • October 2016 (1)
  • September 2016 (2)
  • August 2016 (3)
  • June 2016 (1)
  • May 2016 (2)
  • April 2016 (1)
  • March 2016 (2)
  • January 2016 (3)
  • December 2015 (3)
  • November 2015 (4)
  • October 2015 (1)
  • September 2015 (3)
  • August 2015 (4)
  • July 2015 (1)
  • June 2015 (2)
  • May 2015 (4)
  • April 2015 (2)
  • March 2015 (6)
  • February 2015 (3)
  • January 2015 (2)
  • December 2014 (4)
  • November 2014 (1)
  • October 2014 (5)
  • September 2014 (7)
  • August 2014 (4)
  • July 2014 (5)
  • June 2014 (4)
  • May 2014 (7)
  • April 2014 (5)
  • March 2014 (4)
  • February 2014 (5)
  • January 2014 (1)
  • December 2013 (2)
  • November 2013 (1)
  • October 2013 (3)
  • September 2013 (3)
  • August 2013 (2)
  • July 2013 (1)
  • June 2013 (2)
  • May 2013 (1)
  • April 2013 (1)
  • March 2013 (8)
  • February 2013 (1)
  • January 2013 (3)
  • December 2012 (4)
  • November 2012 (3)
  • October 2012 (2)
  • September 2012 (1)
  • Godlan, Inc.
    Infor Gold Partner @Godlan_Inc is hiring a "CloudSuite Industrial (SyteLine) Business Consultant" to provide busin… https://t.co/hIDktWDNFD
    about a week ago
  • Godlan, Inc.
    Infor Gold Partner @Godlan_Inc is hiring a "Product Developer" to be part of Godlan’s Prophecy IoT development team… https://t.co/5mtRtnMzg5
    about 2 weeks ago
  • Godlan, Inc.
    Infor Gold Partner @Godlan_Inc is hiring a "Senior Technical Consultant" for technical and development services to… https://t.co/xChh1OlwEH
    about 2 weeks ago
facebook twitter youtube linkedin email

Godlan Blog

Manufacturing Performance Specialists

Godlan is a leading manufacturing performance specialist that has been implementing integrated technology solutions since 1984. As an approved Infor Gold Channel Partner with a focus on Infor CloudSuite Industrial (SyteLine) ERP, Godlan supports the implementation of world-class processes and best practices throughout discrete manufacturing organizations. For more information about Godlan, its mobile application InSync Anywhere, or Infor SyteLine ERP manufacturing software demos call 586-464-4400 or visit www.godlan.com

Godlan Inc. | 15399 Canal Rd, Clinton Township, MI 48038, USA

facebook twitter youtube linkedin email