Audit Planning Memo

This is an excerpt from a document originally written by George Miller, founder of ProAction. It has been amended and updated by Paul Deis, Proaction CEO. This article is also available on our website: PROACTION - Generation Best Practices

Overview

The success or failure of a major business systems is often predetermined by the way the field is expected. Major efforts to change management, such as ERP, Supply Chain Management and e-commerce are often nearly across the enterprise, involving multiple processes and departments. This article focuses on how to avoid some pitfalls through improved planning of projects. It is quite simple, not based on sophisticated methods and tools. It is written as if addressing a project manager.

Topics covered will be an overview: charter, objectives, priorities, project rules, communications, education, project plan, resources or organization, job descriptions member of the team, management staff, management support, budget, financing, third party participation, equipment, software, policies, procedures, definition of tasks, sequencing and resource estimate.

What is a "system"?

Before you try to plan and manage large enterprise systems project, it would be useful to agree on a definition of the word:

System - an organized manner to achieve a goal. A system consists of mission, leadership, goals, objectives, measures, policies, procedures, education, training, organization, personnel, tools, this is not primarily an IT project, even if the systems management modern tendency to depend on computer technology.

Address all elements of the system above, to successfully plan and manage an enterprise system.

Paving the

Management Support

Most of us are aware of the importance of management support "of a change effort in an important business organization. This support should be reflected in the wording and visibility of the project charter, described in the next section. It should also be exercised by the principal leaders whenever the project is challenged for resources, guidance, or leadership. Because of the extent and number of functional areas involved in implementation of complete business system, it is mandatory to obtain the understanding at the leadership for what must be done, why and how it is do. At least one executive sponsor true (true definition of a sponsor, someone who controls resources and whose work may depend on the success) is needed to increase the chances of success at a tolerable level. The promoter is necessary to encourage, defend, counsel and provide resources to the team. This is certainly not something to delegate to lower level people.

Charter

The "charter" is a clear mandate for the project team, usually consisting of the mission, objectives, scope, direction and authority. It is an agreement between management and project management. For best results, it must be repeatedly communicated throughout the organization and respected.

The charter must be brief, preferably one or two pages. Its mission should be a powerful, yet simple statement that all employees, suppliers and even customers can relate to, for example: "To be the leader over the automotive industry in quality and customer service." The objectives must be clear, concise and quantifiable, such as: "to offer same-day service on stock items by 12-31-96" Achieve Six Sigma quality assembly by 6-30-97, or better again, "Glasses in an hour. "A large project may have multiple objectives.

"Scope", says the team (and the rest of the world) to what extent they should go. "Downsizing.