ERP Implementation Project Team
The ERP project team structure shown below is presented generally. However, every role shown has material purpose on most any typical ERP implementation although some roles can be filed by the same person, usually in smaller companies. The roles highlighted with the orange background comprises what is materially missing on nearly all ERP projects and is the project function built to enforce the critical Project Excellence Factors listed here.
Key points about the project team structure are:
Overarching Leadership: The leadership team must be actively involved in strategic and interdepartmental or intercompany project activities. However, company leaders rarely have insider knowledge of ERP projects and the ERP industry—which is necessary to navigate past many insidious project problems encountered. To support this effort, a Strategic Project Advisor is included in the team structure, as shown in the diagram. This role strengthens the leadership team to tackle the complexities of the project effectively.
Internal Project Management: The buying company’s internal project team is responsible for managing day-to-day activities, including project plans, milestones, and issue resolution. Notably, the internal team does not require prior knowledge of the specific ERP system being implemented. Instead, subject matter expertise is provided by the ERP implementer and independent ERP consultants involved. The internal team works closely with the external Project Control Team to protect the integrity of the Project Excellence Factors for which a highly successful ERP project depends.
ERP Implementers: The ERP implementer serves as the primary subject matter expert for the ERP system and provide many potential roles as shown in the project roles diagram above. Since ERP implementers are accustomed to significantly leading projects for clients, their understandable instincts must be moderated.
Independent ERP-specific Implementation Consultants: This role is important first to have one or more carefully selected independents involved to provide an objective perspective on proposed approaches to meet business process objectives. Secondly these consultants can help meet personnel requirements as needed and often have connections to other experienced independents. The company never should be overly dependent on the main ERP implementer.
External Project Control Team: The Buyer-Controlled Implementation Approach seeks project excellence through a structured framework and continual focus on protecting the integrity of the Project Excellence Factors. However, this approach is challenging to execute effectively. Weakness in any element of project control can have a ripple effect on other elements. To mitigate this risk, the external Project Control Team provides rigorous oversight and alignment across all project phases. Key members of this team should lead the implementation preparation phase where the foundation for real success is established. Also, members of the Project Control Team should have no business interest in upselling any business software or development services.
Onsite and Remote Service Delivery: A well-managed project enables many tasks to be completed remotely after initial formative work. This reduces travel demands on consultants, minimizes travel costs for the buyer, and increases options to access skilled resources. Successful remote work depends heavily on implementing the comprehensive project control measures described herein.