Putting Together an ECM Project Team Part 2
Part 2 – The Project Team
I discussed in the last blog on this general topic that the strong support of the intended Project by executive management is a critical factor for success – they need to support the projects sponsor, and smooth the path of challenges that sometimes occur when change is contemplated. Vibrant and effective executive leadership is likely to be critical in solidifying the vision for the project. The target of effort to achieve project acceptance and enthusiasm is cascading in that the focus of executive leadership is middle management, and then it effort fans out to focus on users and supervisors.
What Will be the Right Team
The right team of players, working together to hone the vision, is required to construct the concepts to be considered, refine the concepts, and to develop strategies to support the selected conceptual structure to fruition. The people on the team are as integral to your project’s success as the solution, the project plan, the software tools, and infrastructure that is chosen.
Forming the right team is not easy – as not all leaders and users welcome new ideas and changes to the routine process. But the executive support and the right team members are just as important for for standard ECM projects success as these factors are vital for business process management (BPM) and integrated implementations.
The primary key role types that are required on any ECM project team are listed below. The exact position titles and numbers of team members recommended for participation will differ depending on an organization’s size and individuals’ skill levels. It is important that the eight classifications of people resources below are part of the Project team.
1. Executives: provide the supporting vision and enthusiasm for the solution objective
2. Line-of-Business (LOB) Managers: provide important project support and key higher level objectives
3. Business Analyst: provide discovery and analytical resources, reporting, perspective and ideas
4. Records/Compliance Manager: assure objectives and solutions match mandates and requirements
5. IT/IS Manager: supporting infrastructure, including business & IT challenges into the plan
6. WorkGroup Manager/Supervisor staff: provide working knowledge of operations being addressed and realistic possibilities on what will work and where the challenges will be
7. End users: discovering what will and won’t work and where the challenges for acceptance are
8. Project Manager: the organization’s operational leader of the project and the coordinator with outside resources – ECM industry experts, software vendors, conversion resources, Training, etc.
From time to time this blog will continue with the subject of team challenges, some considerations to remember, use of supporting vendor resources, and some recommended methods for implementation.
Neil W. Lindsey, ECMM, CDIA+
Project Manager / Senior Business Analyst