When a coach chooses players for a winning team, he or she has very specific criteria in mind. When ERP project managers choose team members they too should be looking for specific traits and skills. Although coaches and project managers have very different goals, they do have one thing in common: they both want to win.
A successful ERP implementation means happy employees (when they realize the new ERP system will make their jobs easier) and happy executives (when they realize the new ERP system will deliver measurable business benefits and a high ROI). With these strategic goals in mind, ERP project managers can build a strong ERP team with qualities that contribute to ERP success.
Dr. Harold Kerzner, a globally recognized thought leader in project and program management, writes about eight essential roles for project team members: information seekers, information givers, encouragers, clarifiers, harmonizers, consensus takers, gate keepers and initiators. He also identifies seven personalities that can destroy a project team: the aggressor, the dominator, the devil’s advocate, the topic jumper, the recognition seeker, the withdrawer and the blocker.
Essentially, ERP project managers should choose team members who are motivated and collaborative. Following are three ways that project managers can find and coach individuals who will remain committed to ERP success throughout the project’s duration:
1. Seek executive sponsorship – Executives can have a strong influence on who is selected to serve on a project team so it’s critical that executives are on board with the goals of the implementation. Project managers should ensure that executives are well-aware of project scope, project budget and project resource requirements – and aligned in terms of overall goals and project priority – so that executives can make informed decisions when helping project managers choose team members.
2. Look for strong communicators – Many organizations build their project team based on who they believe to be the smartest or most technically-skilled employees. While technical expertise and operational knowledge are important, communication skills are invaluable, especially when the project team is tasked with developing and deploying an organizational change management plan to engage and train end-users.
3. Distribute the workload – To mitigate project fatigue, organizations should ensure that their internal resources are not spread too thin. Panorama’s network of experts and ERP consultants can help organizations supplement their internal resources and leverage cross-functional expertise that may not be available internally.
Building a winning ERP team is not a task to be taken lightly. Project managers need to have a keen eye for skill sets as well as personality traits and be able to recognize which qualities contribute to ERP success. To learn more, visit our ERP Staffing page and watch our on-demand webinar, The Path to ERP Implementation Planning.