3 Under-Valued Assets in Your ERP Project Team
The dictionary definition of ‘team’ includes the phrase ‘coming together to achieve a common goal.’ However, in many business cases, and more specifically efficient ERP project management, this designation can sometimes end up being limited in scope, when in fact it should clearly offer a more obvious illustration associated with the phrase ‘more is better.’
In practical terms, this means that if a team member is having a problem moving one or more ERP projects forward, perhaps the ‘team’ isn’t the problem, so much as the ‘shape and scope’ of the group that’s the more relevant concern. Consequently, we thought we’d take a look at ERP resource assets that are typically undervalued, with an eye toward helping one get unstuck sooner, rather than later.
In my experience, when facing an ERP project problem that seems unfathomable, perhaps utilizing a bottom-up angle will work better than the more traditional top down approach. Consider it this way, and in very simple terms; who is the ultimate recipient of any project?
It surely isn’t upstream management (although it may appear that way from time to time), and it surely doesn’t necessarily apply horizontally. So, going to the root of the problem, the customer is typically King (or Queen) since, the value of any work product ultimately ends up being judged on the bottom line. Consequently, if the customer is unhappy it’s likely that the project will offer something useful.
In this case, then, in the same way that enterprise managers utilize Operational Change Management survey’s to get to the meat of an issue, similar documents can be crafted to canvass key customers. Typically the results of this kind of side-step are both illuminating and useful at a practical level.
These folks typically end up being the unsung hero’s of any project development effort if an ERP manager uses them properly. Granted these resources are usually mired in day to day operational challenges, but more times than not, can offer views that can’t be seen on a project schedule. As a result, if one has a problem pushing a project effort along, get with one’s line managers and let them hash the furball out.
I know, I know; consultants are nothing more than highly-paid hacks who criticize everything without offering much practical value in return. While I grant that these ‘knowledge-engineers’ many times provide nothing more than ‘dollars by the pound of paper,’ *choosing a good consultant can get in and out of a project quickly, while offering one or more ways to resolve whatever problem efficiently, and a reasonable price. So, if one is stuck, don’t waste the opportunity.
Along with these three simple areas of project solace there are other undervalued assets within an extended ‘team concept.’ So, again, if one is hung up, take a minute and look outside beyond the office door or team cube-nest, because there’s always someone who is likely to help, just as long as people are willing to listen in the first place.
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