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Weekly UpdatesWhat qualities does a project manager need to successfully manage an ERP implementation? Who should we select as our project manager? Whether I am teaching GFOA's ERP acquisition and implementation course or working with a member government on a technology needs assessment or system procurement, I know it is only a matter of time before someone asks one or both of these questions. In fact, I can almost predict the exact moment when this discussion will occur.
To find the right person to manage your technology project, start by taking all potential candidates to a local swimming pool or a lake (any deep body of water will do). Ask each person to walk to the other side. Anyone who can successfully walk over the water to the other side is the person you want managing your ERP implementation. If this test fails to produce any miracle workers, this article may prove useful.
Through years of helping state and local governments procure and implement ERP systems, GFOA has identified the most important qualities of the "ideal" ERP project manager. This article describes these qualities and introduces a new GFOA training opportunity in this area.
THE IDEAL PROJECT MANAGER
Knowledge of Enterprise Resource Planning Systems. It is very helpful if the project manager understands the basics of an ERP implementation--the phases of an implementation, critical success factors, and lessons learned from other jurisdictions. This prevents implementation consultants from performing activities (shortcuts) that may not be in the best interest of the government. The project manager should also understand the organization-wide ramifications of ERR
Organizational Respect. The project manager will become the primary communications vehicle for the project. A large part of the project manager's job is to promote the project throughout the organization and to create buy-in. Having someone who is well respected tends to soften any potential resistance that may occur during the project--especially when trying to standardize business processes across government departments and agencies.
Ability to Manage and Motivate a Team. An ERP implementation team will consist of diverse personnel from across the organization. The project manager's ability to manage such a team through what will, at times, be a very stressful project is a critical success factor.
Business and Technical Expertise. During an ERP implementation, the project manager must resolve complex issues surrounding both governmental business practices and the technology being implemented. Knowledge of both areas is helpful in keeping the project on track. ERP is much more than a software installation--it is a business project for which technology is a key enabler. As such, business savvy is essential.
Knowledge of the Project Management Toolset. Among other things, this knowledge includes the ability to create, analyze, and modify project plans; analyze and document risks; and allocate and shift project resources as necessary. An ERP implementation is a highly complex project for which basic knowledge of project management tools and techniques is a must.
NEW GFOA COURSE
By now you may have reached the conclusion that you really do have to walk on water to successfully manage an ERP project. Our experience has shown that most governments do not have someone on staff who possesses all of the qualities described in the last section. In an effort to better prepare governments for system implementation from a project management perspective, GFOA has created a new training course that will be offered for the first time in October
ERP Project Management Boot Camp is a three-day course designed to provide public sector ERP project managers with the tools, strategies, and skills to successfully lead even the most challenging system implementations. The course has been developed to address the specific needs of the public sector project manager, namely, lean government budgets and extremely tight timeframes. The course will cover two general areas: ERP implementation and project management.
ERP Implementation. Government project managers should have basic knowledge of the entire ERP implementation process. Therefore, the course will cover the key phases of an ERP implementation, the role of the project manager throughout the implementation, the role of the implementation vendor's project manager versus the role of the government's project manager, and the transition from implementation to ongoing support and maintenance.
Project Management. The purpose of the course is not to cover the entire project management skill set--the Project Management Institute's Project Management Body of Knowledge, for example. However, the course will cover basic project management principles, such as building an effective project plan, organizing a project team, and keeping the project on track and within budget.
The program is designed for public sector managers who are (or will be) responsible for managing the implementation of an ERP system. The course does not assume any prior knowledge of project management, and is appropriate for managers in any size organization. The strategies and tools provided are not specific to the functionality or implementation methodology of any particular ERP software or implementation vendor; rather, they apply to managing the implementation lifecycle of any ERP application.
For more information or to register for this course, please visit www.gfoa.org.
JOE KOEHN is consulting practice manager for GFOA's Research and Consulting Center.
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