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ERP Making It Happen The Implementers’ Guide to Success with Enterprise Resource Planning phần 6

Hoàn thành, bao gồm tất cả các nhiệm vụ thông qua vào cuối giai đoạn II (chuỗi cung ứng tích hợp). • Trong chi tiết đầy đủ để quản lý dự án có hiệu quả, nhưng không quá nặng, nó lấn át những người sử dụng nó. Đối với một công ty hoặc đơn vị kinh doanh có kích thước trung bình, một lịch trình dự án với khoảng 300 | Process Definition 183 Complete covering all the tasks through the end of phase II supply chain integration . In sufficient detail to manage the project effectively but not so weighty it overwhelms the people using it. For an average-sized company or business unit a project schedule with between 300 and 600 tasks could serve as an effective project management tool. Specific in assigning accountability. It should name names not merely job titles and or departments. Creating the project schedule. There needs to be widespread buy-in to the project schedule or it ll be just another piece of paper. It follows then that the people who develop the project schedule need to be the same people who ll be held accountable for sticking to it. They re primarily the department managers and they re on the project team. The project leader can help the department heads and other project team members develop the project schedule. He or she cannot however do it for them or dictate to them what will be done and when. Here s one good way to approach it 1. The project leader creates a first-cut schedule containing some of those 300 to 600 tasks we just mentioned plus major milestones. More on this in a moment. 2. This first-cut schedule is given to the project team members for their review and adjustment as needed. During this process they may wish to consult with their bosses most of whom are on the executive steering committee. 3. The project team finalizes the project schedule. 4. The project leader presents the schedule to the executive steering committee for approval. A process such as this helps to generate consensus commitment and willingness to work hard to hit the schedule. For a brief example of how a detailed project might look please see Appendix C. 184 ERP Making It Happen Maintaining the Project Schedule Chris Gray has what we feel is an excellent approach to this task The potential problem is that with a 12-18 month project you can t anticipate all the things that have to