This is a continuation of the previous post that addressed early requirements for good SAP project management (see Effective Results from SAP Project Managers – SAP Program Managers).
SAP Project Management Responsibility
Above all else, a manager’s primary responsibility is to ensure the success of those they are responsible for managing. Overall success of any initiative is directly tied to the success of those responsible for delivery of that initiative. This is especially true in fast-paced, moderate- to large-scale SAP projects. If your reports succeed, then you as a manager automatically succeed.
An SAP project manager or SAP program manager must focus aggressively on removing obstacles, encouraging success, and fighting against things that impede momentum.
Once again, I will emphasize this sentiment:
I do not blame client project managers, because if they had all of the resources, skills, and experience, they would not need outside help. These posts are focused on contractors who are supposed to ensure your success.
What Can SAP Project Managers or SAP Program Managers Do to Ensure Success?
One of the first requirements of a contract SAP project manager is to build momentum. Once momentum is built, that contract SAP project manager or program manager must do everything possible to sustain that momentum. Some things that help build, sustain, and then manage momentum include the following:
- An articulated obsession with building and maintaining momentum.
- Activities, tasks, responsibilities, and value-added tools that are defined ahead of time.
- People must understand what is expected of them. Project requirements in the form of deliverables, tasks, and timelines should be communicated early in the project and reinforced before transition points throughout the project.
- These “expectations” must be laid out early in the project and throughout the entire project lifecycle (beginning to end), equipped with proper transitions.
- Simple, easy-to-understand, and easy-to-manage tracking mechanisms. Overly complex or involved tracking mechanisms destroy momentum and cloud visibility into progress.
- Work efforts are relatively evenly distributed (resource leveling) and across all project participants. (Although lengthy, these are very informative posts: Reduce SAP Project Stress: Part 1 and Reduce SAP, ERP, or Technology Project Stress: Part 2).
- No resources are allowed to be overloaded, unless every available project resource is overloaded.
- Emphasis that is focused on design during blueprint. The design should enable execution (realization), or it is a waste of time (see How “As-Is” Process Mapping Can Damage Your SAP Project).
- Project emphasis must be on execution, as execution builds momentum.
- The blueprint should focus on coordinating activities rather than administrative overhead. Some administrative overhead is necessary, but only to the extent that it directly supports execution.
- Project management is actively and directly engaged in coordinating execution activities beyond checking off spreadsheets.
- After blueprint, emphasis on execution over design. Areas where design continues to be evident must be aggressively managed so that design only supports directly executable activities that are in scope.
- Identified and mitigated risks to success throughout the project.
- Issues, risks, decisions, or other obstacles to project success are regularly captured and worked to resolution.
- Periodic QA reviews are completed at appropriate milestones or intervals.
- Obstacles to activity or execution are aggressively managed (with few exceptions, there is no “we can’t do ‘x’ until ‘y’ is perfect)
Do You Have a “Slick Politician” or a Real SAP Project / Program Manager?
Unfortunately, too many politicians and too few “straight shooters” are in the project manager ranks. Project manager politicians are destructive to morale, on-time delivery, and budgets. However, a measure of diplomacy is required, so how do you know when you have a political SAP project or program manager rather than a skilled and talented one?
A manager’s primary responsibility, above all else, is to ensure the success of those they are responsible for managing.
Think about that a minute. If a manager’s primary responsibility is to ensure the success of those they are responsible for, then what would be a sign they are not a good contract project manager?
The worst kind of project manager is the one who will “throw others under the bus” to deflect from their own shortcomings. They demoralize and discourage project team cohesiveness while crushing momentum. They create an environment where people do not want to do anything at all for fear of becoming the next scapegoat. When things go well, they are the first in line to take credit for what went well (even when they weren’t involved).
Ultimately, they lack integrity and character. They spend more time and effort trying to cover themselves than on ensuring the project is delivered successfully. If you see these signs in your contract project manager, you should seriously consider firing them.
