Maximizing Return on Investment Using ERP Applications

INTRODUCTION

The structure and execution of a governance process is as essential to the success of a program as the project team members or the tools that are selected. In Part II of this book, we discussed five business aspects that require a project team to both view and analyze these business components from different perspectives than in the past (changes in cognitive level views of the organization). A process was then proposed for analyzing the information that was developed during evaluations of these five components to determine the interactions between each combination that may affect how a program can deal with issues as they arise.

On all projects, there are decisions that must be made while designing and implementing change that will need to be properly and respectfully managed, lest they derail the best of intentions. The existence and organization of a program governance function is key to the way in which projects are prepared and executed. More commonly, however, project organizations are “built to formula” around PMP principles (Project Management Professional certification from the Project Management Institute), rather than being built to manage decision making in a highly complex organization, which are found in all cross-functional organizations. This is not meant to disparage PMP skill sets, because they are crucial to project success; however, they are often the highest management level that projects operate at when a more extensive governance function is ...