ERP Project Team Matrix

<![if !supportLists]>1. <![endif]>Steering Council Team
(SCT)

<![if !supportLists]> 2.<![endif]>Project Management Team
(PMT)

<![if !supportLists]>3. <![endif]>Core Functional Team (CFT)

Membership

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<![endif]>Executive Project Sponsor

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<![endif]>Senior Management from various departments that are invested in a
successful ERP Project, especially Operations, Finance, Engineering, Customer
Service, Purchasing, Quality, etc.

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<![endif]>Senior Member from Consulting Partner (Godlan)

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<![endif]>ERP Project Manager (highly recommended that this person NOT be from
the IT Department; an ERP Project is part of a Business System and should not
be confused as being an IT Project)

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<![endif]>IT Project Manager (optional, but recommended)

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<![endif]> “Site Manager” from each Site
(If ERP Project is multi-site, highly recommended)

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<![endif]>Project Manager from Consulting Partner (Godlan)

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<![endif]>Business/Functional subject matter experts (SME’s) that represent the
core business areas impacted by the ERP Project, e.g., Operations, Finance,
Engineering, Customer Service, Purchasing, Quality, Shipping, Receiving, etc.

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<![endif]>“Site Manager”

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<![endif]>Lead Business Consultant (Godlan)

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<![endif]>Additional Business Consultants as necessary (Godlan, 3^rd
party)

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<![endif]>Lead Development Consultant (Godlan)

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<![endif]>Additional Development Consultants as necessary (Godlan, 3^rd
party)

Roles &
Responsibilities

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<![endif]>Define Project charter/scope, budget, resources, timing, etc.

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<![endif]>Charters and vests with authority the Project Manager and Project
Core Team

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<![endif]>Provides clear goals and business requirements

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<![endif]>Meets routinely with Client and Project Managers to evaluate progress
and risks

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<![endif]>Evaluates, approves, rejects or modifies significant project changes

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<![endif]>Demonstrates and requires strong project support throughout the
Company

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<![endif]>Resolves conflicts and constraints presented by Project Managers
(“Issue Busters”)

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<![endif]>Final sign-off and acceptance of project deliverables and milestones
(Go Live)

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<![endif]>Approve any major changes to the defined project scope and plan

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<![endif]>Reports directly to Steering Council Team

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<![endif]>Voice of CFT to SCT

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<![endif]>Manage Project deliverables within scope, budget and timeframe

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<![endif]>“Issue Busters” – resolve issues that bubble up from Core Functional
Team

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<![endif]>Provides internal progress reporting in conjunction with Consulting
Partner Project Manager to all company levels

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<![endif]>Monitors project progress and status and coordinates issue management
with Consulting Partner Project Manager

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<![endif]>Verifies deliverables meet objectives

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<![endif]>Sets up and monitors internal communication

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<![endif]>Liaisons between Consulting Partner and the business environment when
needed

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<![endif]>Approves training plan

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<![endif]>Coordinates project team members’ calendars

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<![endif]>Serves as facilitator between team members

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<![endif]>Assures goal, objectives, and approaches are consistent with
corporate goals

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<![endif]>Approves project organization, staffing, timing, and budget in
conjunction with Steering Committee

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<![endif]>Oversees the project budget

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<![endif]>Proposes potential approaches and solutions to business issues

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<![endif]>Resolve areas of conflict between functional areas

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<![endif]>Reports directly to Project Management Team

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<![endif]>Actual execution of the Project, including business analysis, design,
gap analysis, consulting, testing, development, cut-over planning, end user
training, implementation, etc.

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<![endif]>Learns product and processes for their respective business function

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<![endif]>Actively participates in developing and documenting new business
practices

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<![endif]>Simulates performance of their duties in the Production environment

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<![endif]>Becomes the “expert” in their business area

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<![endif]>Provides new procedures and training materials

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<![endif]>Creates scripts for Pilot sessions

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<![endif]>Assists with company Pilot creation

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<![endif]>Becomes trained Trainer for end users

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<![endif]>Provides ongoing “expert” support

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<![endif]>Identifies and resolves issues (follows internal escalation process
when needed including the logging of support calls for specific functional
areas)

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<![endif]>Identifies and then documents cost saving opportunities

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<![endif]>Supports cultural changes resulting from the Project

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<![endif]>Support functional changes to support Company-wide objectives

Principles
in Choosing Membership

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<![endif]>Respected in the Organization

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<![endif]>Positive people; avoid “nay-sayers”

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<![endif]>No hidden agenda

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<![endif]>Respected in the Organization

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<![endif]>Organized and attentive to detail

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<![endif]>Must be able to give large percentage of time to this Project;
ideally this is their only project assignment

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<![endif]>Empathetic to Core Functional Team’s work load

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<![endif]>No hidden agenda

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<![endif]>Choose people based on their competencies, not on their job title.

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<![endif]>First of all, companies usually choose individuals at the managerial
level because they assume that managers are more knowledgeable about the
project. This can be the case; but, these people are usually very busy, which
could result in the Project taking longer than intended.

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<![endif]>Second, choosing non-management employees who understand the business
processes/procedures could be used as a motivational tool. They are likely to
be more dedicated to the project because they see that you recognize their
abilities/skills.