PROJECT ORGANIZATION STRUCTURE

The following are the roles that will be employed for the County ERP selection phase of the project.

These roles are essential for the success of the project and are intended to define the project reporting structure and lines of authority for decision-making. This structure will be modified once the selected vendor solution has been made and the implementation phase of the project begins.

The management component of the project consists of the Executive Sponsors, the Steering Committee and Project Managers. The Project Managers report directly to the Steering Committee. Leadership is further broken down into Process Area Team leads and team leads for Communications and Change Management. Further description of the teams, membership and responsibilities are outlined below.

Project Role Individual(s) Responsibility

Executive Sponsor

David Lawing Del Philips

 Maintain the project vision

 Act as the project champion

 Energize the project leadership and teams

 Be visibly committed to the project

 Provide a strategic perspective when defining the needs for a future ERP and associated processes

 Remove project roadblocks

 Secure alignment across departments

 Coach the project leadership Steering

Committee

Policy Subcommittee of the Financial Management Modernization System of Sumner, Tennessee of 2012 (Anthony Holt

Del Phillips

David Lawing Amanda Prichard)

ERP projects require executive level support from all organizational areas significantly impacted by a new system. The Steering Committee should provide incentives to County-wide executives to view the project as a top priority. To the extent possible, the Steering Committee is comprised of senior-level managers who have the ability to make the decisions regarding changes in organizational policy and procedures that will be required by an ERP implementation.

 Steer the Project Managers

 Address issues presented by the Project Manager

 Clear roadblocks that jeopardize project success

 Create the conditions to make the Project Managers successful in their role

 Review and decide on proposed changes to organizational policies and procedures that will be impacted by the project

 Review and make decisions on project change orders

 Review and approve significant project recommendations (e.g., recommended vendor solution)

 Review and approve the ERP Needs Assessment Report

Project Role Individual(s) Responsibility Software

Selection Committee

David Lawing Amanda Prichard Shawn Curtis

 Work with the County departments to ensure that all software functional needs have been identified and prioritized (musts, wants)

 Develop proposed vendor selection criteria and weightings

 Review and approve release of the ERP RFP documents

 Review and provide feedback on vendor proposals

 Participate in vendor proposal analysis meeting to determine and recommend finalist vendors

 Participate in software vendor demonstrations and integrator presentations

 Conduct reference checking and site visits, if performed

 Solicit input from the Team Leads (if not a team lead) regarding the vendors’ solutions

 Conduct scoring of finalist vendor solutions

 Recommend preferred vendor solution

Project Role Individual(s) Responsibility

Project Managers David Lawing The person(s) in this role must monitor and manage several "mini projects" over the life of the ERP project.

There are many teams working on individual tasks and many tasks occurring simultaneously. Therefore, the effective project manager determines the right level of involvement—keeping a close enough eye to recognize problems early but maintaining the "big picture" vision to ensure that the project as a whole is on target.

It is critical that the project manager be at the center of all project communications and activities so that he is current on the status of the project. All communications and questions about the project shall be directed to the project manager.

 Ensure that prompt and clear communications to County department staff is conducted

 Manage project milestones & activities

 Manage the project budget

 Manage the project schedule and task completion

 Identify and log proposed project change orders

 Manage and direct project resources

 Follow-up on project tasks to ensure on-schedule completion

 Communicate project status, issues and risks to the appropriate stakeholders

 Document and track to resolution project issues and decisions

 Escalate issues in a timely manner to the Steering Committee or Executive Sponsor as appropriate

 Oversee planning activities associated with project

 Ensure that project deliverables are reviewed by appropriate County staff

 Provide progress updates to County management, project Steering Committee, County Commission and other interested stakeholders

 Participate as a member of the Project Steering Committee

 Participate in contract negotiations with the selected ERP software vendor

 Maintain project team well being

 Manage the configuration of the SharePoint site

 Work with the team leads in communicating decisions that need to be brought to the Project Steering Committee for review and resolution

Project Role Individual(s) Responsibility Project

Administrator

Beth Browning Amanda Prichard

 Schedule various meetings between the consultant and County staff and other necessary project-related meetings

 Maintain the project calendar

 Ensure availability of appropriate resources to support project meetings

 Act as a liaison between the outside consultant and the County related to various project logistics

 Take minutes at meetings, as needed

 Ensure project communications are distributed

 Tabulate vendor demonstration evaluation sheets Process Area

With a focus on a specific component of the ERP system, the process area team leads work with the project manager to drive the process. Each of these resources must have very strong expertise in their assigned

functional area and should possess strong organizational, analytical and communications skills, as well as the ability to meet deadlines.

 Provide information on current County processes, systems and shadow systems used

 Participate in initial/on-site and cross-functional interview sessions

 Articulate needs and desires for a new ERP and associated processes

 Develop an understanding of how a future ERP and associated processes might operate

 Identify and communicate potential procedural or policy changes that may require decisions related to implementation of a new ERP

 Review and provide feedback on the Issues &

Opportunities matrix

 Review and approve module specifications

 Review and provide feedback on appropriate sections of vendor proposal responses

 Develop vendor scripts to be used during vendor demonstration activities

 Participate in software vendor demonstrations

 Provide feedback on demonstration and due diligence activities

 Conduct due diligence on software vendors with peer organizations

 Participate on project teams

 Provide input from an end-user perspective related to various processes that are executed in their

department

Project Role Individual(s) Responsibility

Technical Team David Lawing Amanda Prichard

David Pigna Craig Clayton

 Provide information on the County’s current IT infrastructure during the Needs Assessment phase

 Define technical requirements for a new ERP

 Review and provide feedback on the technical components of vendor proposals

 Conduct due diligence on technical aspects of the vendors’ solutions

 Assess the impact of vendor solutions on the County technology infrastructure

 Ensure vendor solutions conform with County IT policies, technical architecture and standards

 Ensure that the SharePoint site is operational throughout the course of the project

 Establish the resource(s) for support during the implementation phase of the project

Change

 Assess the readiness of the County with respect to change that will occur as a result of the project

 Actively participate in the conducting and analysis of the Denison Cultural Assessment

 Develop change management strategies and

practices that can be used to enhance project success based on the results of the Denison Survey and other sources

 Develop, implement and monitor change management action plans

 Act as a liaison to the team leads for identifying and resolving change issues associated with people, process and technology

 Identify training and education requirements as it relates to change management needs associated with people, process and technology

 Define change management requirements for inclusion in the ERP integrator RFP

 Evaluate the change management approach provided by vendors in their RFP response

 Work with the selected ERP vendor in the

development and implementation of additional change management strategies during project implementation

 Educate the project teams on change management theory and practices and bring those to the project

 Work with the Communications team on providing content related to the external facing project web site that is viewable by all County staff

Project Role Individual(s) Responsibility Communications

Team

David Lawing Amanda Prichard

 Develop a Communications Management Plan that identifies how oral and written communications will be addressed for the various project stakeholders

 Communicate, implement and monitor deployment of the Communications Management Plan

 Manage a project suggestion/comment box

 In conjunction with the Change Management team, develop and implement strategies related to

maintaining employee morale during the project (e.g., name the project, project celebrations, recognition of outstanding results, etc.)

 Act as the point for project communications that are directed towards stakeholders external to the project team

 Act as the focal point for external stakeholders who have information needs related to the project (e.g., press, community, etc.)

 Manage the structure and content of the County Intranet project site that is visible to all County staff

 Maintain awareness of general communications that are occurring related to the project

Training Team David Lawing

Amanda Prichard Shawn Curtis

 Define training requirements for inclusion in the ERP RFP

 Evaluate the training approach provided by vendors in their RFP response

 Formulate a training strategy to be used during the project implementation phase including identification of resource (e.g. trainers, facilities, materials, etc.) needs

 Act as the initial point of contact for issues that related to job roles and responsibility and/or civil service changes

Procurement Office / Legal Counsel

David Lawing  Provide terms and conditions to be used in the RFP

 Participate in contract negotiation activities with the selected ERP vendor

Negotiating Team

Policy Subcommittee of the Financial Management Modernization System of Sumner, Tennessee of 2012

 Negotiate contracts with vendors (e.g. ERP software vendor)

Project Role Individual(s) Responsibility Outside

Consultant

Plante Moran  Facilitate the needs assessment and selection phase of the project

 Apprise the project manager of current and potential project risks and discusses means of mitigating these risks

 Work with the project manager in scheduling, planning and conducting on-site visits

 Provide leadership and guidance to the County throughout the project

 Develop project deliverables

In document ERP Needs Assessment Report SUMNER COUNTY, TN DECEMBER 14, 2012 (Page 70-77)