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Chapter 8 • Program and Project Management 237

BOX 8-1 Sample Change Control Document

Date: Option n:
Issue Number: xxxx
Description of issue or new functionality: •Description of option
•Technical implications
Option 1: •User implications
•Advantages
•Description of option •Disadvantages
•Technical implications •Amount of additional function and
•User implications technical staff time
•Advantages •Cost
•Disadvantages •Additional project time frame
•Amount of additional functional and
technical staff time Recommendation
•Cost
•Additional project time frame

The PMO must monitor a number of activities and issues throughout the length of the
implementation. Hiring and selecting skilled and competent staff from the beginning will ensure that
the Go-live is smooth and the system is sustainable. An experienced and skilled PMO will know how
to address implementation issues and activities. ERP implementations require teamwork and a high
level of trust. This is accomplished by open and honest communication within and across teams. To
accomplish this, meetings and discussions must be well organized and facilitated to ensure that
everyone gets a chance to express ideas, thoughts, and opinions. Team members must be very aware
that not all their issues will be accepted, but that they will be heard and considered.
The PMO needs to be sure that management is informed and up to date on the project status.
This will ensure that the project stays on schedule and within budget (i.e., that teams are working
together and moving through the implementation methodology). Managing senior management’s
expectations is an important activity for the PMO. Senior management must remain committed to
the project through every phase, and they must show their commitment. In addition to regular
meetings with management on the implementation status, management must also be informed as to
how the system will function. This should be presented at a high level, but not a detailed level. ERP
projects often take a few years to implement, and even though management is informed as to the
benefits of a new ERP, they often forget some of the key benefits as the project team moves through
the implementation phases. The PMO will know if they have communicated the benefits and
expectations well enough when management starts to talk, on a regular basis, about how the system
will work for the organization.

Summary

•Project management and the PMO must communication. Each project will have
identify and monitor the critical success these as it moves forward.
factors of an ERP implementation. Several •The PMO must address a number of pro-
factors were identified in this chapter as it ject priorities daily, but it will need to continue
relates to scope, teamwork, processes, and to focus on the business goals and to