Maximizing Return on Investment Using ERP Applications

EXPANDING THE ROLE OF OCM

For decades, well-established and well-led projects have included some form of OCM practices within project teams. Yet nearly all of the attention has been focused on how to gain acceptance of the new and changed processes within the worker community. Little, if any, attention has been paid to getting decision support mechanisms built in support of redesign and implementation within the executive ranks. There are several significant reasons for this:

• Project staff is uncomfortable dealing with executives on highly political issues.
• Analysis of organizational processes is rarely done.
• The project is seen as an IT project, not owned by the business team.
• There is no trusted adviser to work with conflict at the ESC level.
• Decision makers are not on the ESC—it is staffed at too low a level.

Exhibit 11.1 illustrates the process that should be used in designing the governance and change management functions in order to successfully achieve Return on Investment targets. Exhibit 11.1 also shows how governance and change management surround the new plan and provide the tools and staff to ensure success.

EXHIBIT 11.1 Improvement Plan and Strategy with Elements of Program Planning

Source: © 2012 Arthur Worster, Worster Associates, LLC. Reproduced with permission.

A comprehensive continuous improvement plan must be developed that flattens the investment curve, ...