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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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Tags: management Organizational Project Management OPM3 ERP system PMO