Your company has been presented with a merger that resulted in a new high priority project competing for your project resources. In this video, Bob McGannon takes you through his recommendations and the facts that you should bring to the table. These include thoroughly understanding the impact to your project schedule, determining if replacement contract personnel can be deployed or shifting the priorities of your ERP system deployment.
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(ambient music) - In this challenge your company made an announcement about a merger that resulted in a new high priority project that is competing for your project's resources. As a result, your business experts in the HR and payroll are not available for your project like they were prior to the announcement. I ask what you would do given this scenario. It's not uncommon that changing priorities alter what happens on a project. In most cases, new high priority projects will impact your sponsor.
The key is how you react and work through the challenge. You're busy with the work you have, and since your sponsor has a greater degree of scope to manage, he's likely busier than you are. So it's critical to bring your sponsor the problem and as much factual information as you can. It'll be hard for you to collect these facts. However, I assure you it'll be harder for your sponsor, and the information probably wouldn't be as accurate. So what should you do, and what facts do you bring to the table? Here are my recommendations.
First analyze your project schedule. Understand the impact of the unavailability of the HR and payroll team members as accurately as you can. It's one thing to say my project will be delayed. It's more significant to say, if the reduced rate of availability from the HR and payroll team members continues, delivery of my project will be delayed by six and a half months. Second, determine if there are other HR and payroll experts you could get, either from within your business or with a short term contract.
Sometimes the expense of that is less than the impact of your project being delayed. Third, determine the viability of working on other ares of your ERP solution that may not be involved with the merger, such as specialized product development or manufacturing. Although this won't address delays in the HR and payroll areas, you can continue to make progress on your project as a whole if other teams are available to provide their expertise. Fourth, determine if working overtime or off shift hours can help support both your project and the merger.
While this may not be an option for an extended period of time, it could be feasible in the short term and allow you to continue to make progress. Be sure to understand the effect this will have on staff and schedules for both your project and the merger. Finally, talk with the project manager of the merger effort. Sometimes if you both apply schedule and staffing flexibility, you can ease some conflicts and bring a scheduling solution to the table that supports both project sponsors.
After you've done your homework and collected this information, you're equipped to approach your sponsor with facts and options, and then you're more likely to receive a favorable response from your busy sponsor, including a firm, actionable decision.
- Identifying and managing stakeholders
- Guiding process and organizational change
- Considering a cloud-based solution
- Planning a technology project
- Assessing risks and changes
- Executing a technology project
- Addressing challenges such as conflict and changing priorities