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Organizational Project Management Questions

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1. How could Organizational Project Management (OPM3) have helped to
identify the problems with implementing the demand planning system?
Answer: Nike OPM3 provides a method for organizations to understand their
Organizational Project Management processes and practices, and to make these
processes capable of performing successfully, consistently, and predictably.
OPM3 helps organizations develop a roadmap that the company will follow to
improve performance. OPM3 helps to assess the organizational skill set to
implement an ERP system successfully, meeting the goals set out at the
beginning of the project. It will help companies to understand the level of
competency and ability to implement an ERP system successfully. The more
skilled companies have a greater chance of implementing ERP systems than do
ones with lesser skills. Following the OPM3 methodology will at a minimum
identify skill gaps within the organization that must be filled before an ERP
implementation starts. In the Nike case, the Demand Planning System was
complex and end users were not trained well enough to use the system
effectively. Using OMP3 as the framework, Nike could have gained the
knowledge regarding the system Implementation best practices in the
preparatory stage of assessment. Then an actual assessment could have followed
based on the current skills and knowledge level for the demand-planning project.
Finally, the gaps between the best practices and the current levels could be
eliminated by taking appropriate counter measures. This could have led Nike to
decide whether it needs outside partners as well, based on the current skills levels
they had. The role of the project management office in an ERP implementation
is very crucial as it is responsible for making sure that the project team are
working together and addressing issues in a timely, open and efficient manner.
It also manages the scope, resources, and time during the implementation phase
for example, if there is any change in time, both resources and scope will need
to be changed to balance everything out. If it is not address, it will either make
the project to run overtime and over budget.
Implementing an ERP system is not the result of it being available or not. The
reason organization implement an ERP is to streamline their process, cost saving
and improve their customer service. By following the BPR methodology, they
can identify what needs to be done in relation to customizing or even creating an
ERP system that matches their business process. The organization will have to
be willing to pay extra for the customization of a system as this will be very
expensive and will be a very long process.
Other suggestion:
The organization can also purchase an open system software that they can
customize themselves if they have the IT area that can do it.
Purchase a IaaS or an SaaS to be able to have an ERP that can match their
business process.

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They can change their business process to match available ERP system.
Create their own ERP system (legacy system) that will be used throughout the
organization if it is only a small business. Beyond BPR and OPM3, the project
organization and roles and responsibilities will start to bring the project into
clearness for the business. With ERP implementations, the senses of team need
to be addressed early and quickly on a project and will need to be worked on all
the way through the implementation. The OPM3 methodology or a methodology
will help to classify how project accountability is created like it helps
organizations recognize and bring the right projects to advance their strategy, so
organizational will be able to support projects and select only project that will
deliver business results.
The project management office (PMO) in an ERP implementation must
concentration on the implementation, it must also discourse the critical success
factors on a regular basis as they relate to the decision process, project scope or
changes to scope, teamwork, and communications with the team and executives.
The PMO have to make sure that project teams are moving onward, so their role
is to continue assess risks, cope with short of the resources, and be susceptible
to new issues arising that may cause delays. The PMO must manage the risks
involved in a project implementation to be successful. The PMO needs to be sure
that management is notified and up to date on the project status. This will ensure
that the project remain on schedule and within budget like an example of make
sure that teams are working together and moving through the implementation
methodology. The PMO role in the area of monitors the critical success factor
and the length of the project is to manage prospects regularly and to
communicate project progress responsively and fairly.
2. What were the three primary reasons Nike was successful with the ongoing ERP
implementation?
Answer: The three primary reasons Nike was successful with their ongoing EPR
implementation are:
First, being patience regarding the implementation and learning from their mistakes.
Second, they have increased the training to users as well as making sure that they do
not have access to the system until they have completed their training.
Third, they used business process reengineering effectively to clarify performance-
based goals as well as implementation.

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1. How could Organizational Project Management (OPM3) have helped to identify the problems with implementing the demand planning system? Answer: Nike OPM3 provides a method for organizations to understand their Organizational Project Management processes and practices, and to make these processes capable of performing successfully, consistently, and predictably. OPM3 helps organizations develop a roadmap that the company will follow to improve performance. OPM3 helps to assess the organizational skill set to implement an ERP system successfully, meeting the goals set out at the beginning of the project. It will help companies to understand the level of competency and ability to implement an ERP system successfully. The more skilled companies have a greater chance of implementing ERP systems than do ones with lesser skills. Following the OPM3 methodology will at a minimum identify skill gaps within the organization that must be filled before an ERP implementation starts. In the Nike case, the Demand Planning System was complex and end users were not trained well enough to use the system effectively. Using OMP3 as the framework, Nike could have gained the knowledge regarding the syst ...
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