The Successful Management of Projects Across the Organization - Statistics Project Example

? Project Governance Task Table of Contents Table of Contents 2 Option A: “An enterprise vendor that develops fully customized global ERP systems explain the role of a senior executive and a manager to oversee the development of the system to gain a broader understanding of their project governance” 3 Project governance 3 Introduction to project governance using ERP 3 Recommendation 7 References 9 Option A: “An enterprise vendor that develops fully customized global ERP systems explain the role of a senior executive and a manager to oversee the development of the system to gain a broader understanding of their project governance” Project governance Introduction to project governance using ERP The goal of any firm is to maintain relevance in its field of specialization. This involves critical assessment of each stage of production to enhance quality results. Project governance entails the holistic outline that guides decision-making in a project (Muller 2009). Uncoordinated project governance can result to financial loss, delayed completion and collapse of an entire project. Consequently, the project implementers uptake thorough planning and organization of customized ERP system (Abdallah & Albadri 2011). An ERP is a deliberate organizational tool that guides a firm’s vision. ERP systems combine internal information related to finance, management and production. At Microsoft ERP facilitates the exchange of information in business functions. Background Information ERP is an integrated system for small organizations designed to promote excellent practices in business. ERP software’s have varied applications based on the technical aptitude and the definite needs. Each section centers on a definite area such as distribution, marketing, inventory control or HR management. Additionally, ERP is fully integrated to supervise progress and inform business intelligence (Dinsmore & Rocha, 2012). The ERP guides in the decision making of an organization by guiding project governance. Thus, a well-coordinated ERP system is vital to successful project governance. It provides the most efficient way to conduct business processes. For that reason, systems vary in utility and convenience. Literature Review ERP systems are central business transformers rather than mere IT systems. They align with organizational goals to better provision of services and promote efficiency (Remenyi, 2005). Hence, an ERP has the aptitude to transform project government and may shift the focus of core activities. According to Muller (2009), the need to achieve operational efficiency through consistent implementation emphasizes on the need to form mergers and networks to promote interdependence in the unpredictable market. This heightens the need to establish architectural project governance that promotes growth. Nikookar et al. (2010) asserts that ERP is of competitive advantage to firms globally. It is a dynamic force for inspiring the course of globalization. Resultantly, firms are adopting ERP to guide in better administration and production. Therefore, organizations aspiring to attain standard levels need to invest in efficient ERP systems. This generates a competitive growth oriented atmosphere because it is easier to monitor minor changes. Successful attainment of efficiency is a continuous process that has become the prime credibility measure to modern enterprises (Konsynski & Tiwana, 2004). Companies that successfully adapt with the ERP systems save on time previously spent on documentation, training, and accounting. Therefore, long-term feasibility benefits firm that adapt to the consumer’s preferences. Development stage Microsoft is an organization that develops fully customized ERP systems (Shankar & Bellefroid, 2011). The senior manager and the executive usually guide other stakeholders in coming up with the ERP software’s. Executives at Microsoft engage in the planning and implementation of the system. Primarily, before developing the systems, management conducts research to find the needs of the market. They perform this feasibility study with support from the public. Certainly, Microsoft is a large vendor of customized ERP system globally. Employees at the corporation equally assist in developing the ERP system. As such, Microsoft develops system with features that enhance performance of system used by organizations. Indeed, a chief information officer can use the similar approaches used at Microsoft in developing a system for data analysis (Shankar & Bellefroid, 2011). In ERP’s development stage, the manager considers its potential to serve in real time. Furthermore, a chief technology officer (CTO) can replicate the approaches that Microsoft employs in monitoring the performance of ERP systems. According to Vervest (2008), it is management’s duty to find finances for the development of a project; after which, they govern the project. For instance, ERP system vendors provide clients expertise for monitoring system in the form of human power. The management outlines the steps for coming up with the systems besides putting in place measures for implementing ERP systems. It is also the mandate of management to evaluate the project needs in terms of resources before setting up ERP systems. In project governance, the executive liaises with legal authorities in ensuring they have the patent rights of sourcing out ERP systems. It is the duty of management to upgrade ERP software’s; furthermore, management ensures consistency in the performance of the system in place. A Chief Technology Officer conducts the same duties in his organization in designing ERP systems. At Microsoft, the manager supervises the procedures to safeguard ERP from attack. Implementation Implementers of the ERP enhance the system’s compatibility with other applications. Thereafter, Microsoft executives’ checks for consistency in the performance of the system implemented (Vervest, 2008). The systems developed can be instrumental for business transactions. For example, managing employee’s finances and managing “human resources in project governance. The implementation stage is critical for testing the capability of a system. In designing the systems, the management focuses on making changes throughout the implementation process. Prior to implementing the system, management initiates a strategic plan for the system. It is the mandate of Microsoft’s management to understand the needs of their clients (Shankar & Bellefroid, 2011). All the stakeholders in a company should be consulted in developing comprehensive systems. Thereafter, the systems are customized based on the organization needs; for instance, human resource system focuses on issues that affect employees in an organization. The transition stage is critical because the management has to avoid errors that might impede with the execution of the ERP system. Microsoft customizes most of the ERP systems that they sell to the public. A critical analysis of all the processes in system implementation is mandatory. It is advantageous to implement systems that are simple to use (Reifer, 2006). Specialization facilitates most of the activities at this stage while a contingency approach integrates most of the processes in the plan. Subsequently, the executive perform critical roles, which entail the configuration of ERP systems. Indeed, organizations that vend ERP software’s such as Microsoft usually align customer needs to the exact configuration of ERP systems. During the implementation process, the system is modified to fit the customers’ specifications exactly. Companies can outsource for services from professionals or other competitors (Reifer, 2006). The system to be implemented should support the organizations strategies. Usage According to Dinsmore & Rocha (2012), the functions of ERP are stretched in certain circumstances forcing software developers to seek for assistance from other professionals. However, ERP facilitates configuration of data in business management while retrieving information in organizations. ERP is equally instrumental in monitoring different forms of data handling process. For instance, a CTO uses the system in transferring information. The use of ERP reduces the time required for processing data in organizations. Furthermore, the ERP software unifies resources needed to monitor other business process such as the system needed for transferring data. The system focuses on providing solutions to business functions. Indeed, the approach used in the adoption of the system determines its effectiveness in an organization (Shankar & Bellefroid, 2011). Subsequently, the management integrates various steps in the system to ensure the ERP system functions as intended in the plan. It is evident that the use of ERP software’s boosts productivity in organizations. The management uses ERP systems in planning and monitoring projects. Adaptability of systems in an organization is dependent on the creativity of the organization using the ERP system. The gains of understanding project governance from an executive perception Executives who comprehend project governance especially the concepts associated with global ERP systems are well-versed, thus, they can allot resources appropriately. Furthermore, it becomes simple to recognize the management intricacies surrounding ERP systems (Dinsmore & Rocha, 2012). Subsequently, managers can easily grasp instructions and disseminate them to personnel. Additionally, it is simple to solve organizational concerns pertaining to ERP by offering information (Dinsmore & Rocha, 2012). Recommendation It is necessary for organizations to customize their ERP systems. Notably, harmonization facilitates the effectiveness of a system to be used in an organization. Interestingly, alterations to the ERP system can results to losses in businesses. Therefore, the management at Microsoft should come up with suggestions for improving the performance of projects. As such, the senior manager should conducts quality assessment for ERP systems. The management at Microsoft is expected to give an overview of the project. Conclusion A well-coordinated ERP should empower the managers to steer the project to the right directions. Unsuccessful project governance can result to the breakdown of the entire project in the implementation stage (Law, Chen, & Wu 2010). This is because the functionality of a system depends on superior planning, competent production and customer satisfaction. A firm that adapts a well-drawn ERP system with a clear definition of roles for the organizational chain is certain to achieve its targets. Therefore, ERPs can improve on time management and competence. References Abdallah, S., & Albadri, F. (2011). ICT acceptance, investment and organization: Cultural practices and values in the Arab world. Hershey, PA: Information Science Reference. Dinsmore, P. C., & Rocha, L. (2012). Enterprise project governance: A guide to the successful management of projects across the organization. New York, NY: AMACOM. Konsynski, B., & Tiwana, A. (2004). The improvisation-efficiency paradox in inter-firm electronic networks: governance and architecture considerations. Journal of Information Technology, 19 (4), 234-243. Law, C. C. H., & Chen, C. C., & Wu, B. J. P. (2010). Managing the full ERP life-cycle: Considerations of maintenance and support requirements and IT governance practice as integral elements of the formula for successful ERP adoption. Computers in Industry, 61 (3), 297-308. Muller, R. (2009). Project governance. Farnham, UK: Gower. Nikookar, G., Safavi, S. Y., Hakim, A., & Homayoun, A. (2010). Competitive advantage of enterprise resource planning vendors in Iran. Information Systems, 35 (3), 271-277. Reifer, D. J. (2006). Software management. Hoboken, N.J: Wiley. Remenyi, D., & European Conference on IS Management, Leadership and Governance. (2005). European Conference on IS Management, Leadership and Governance: University of Reading, UK, 7-8 July 2005 ; [Proceedings]. Reading, UK: Academic Conferences Limited. Shankar, C., & Bellefroid, V. (2011). Microsoft Dynamics Sure Step 2010: Raw.New York, NY: Gardners Books. Vervest, P. (2008). The network experience: New value from smart business networks. Berlin: Springer. Read More