Penny PM talks about how to Best Orchestrate an Acquisition Project

Penny PM talks about How to best “Orchestrate” your acquisition project by aligning business requirements with legacy applications and SAP system requirements.

AcquisitionAs we continue our Project Managers workshop this month, we will focus on the key business processes required to successfully orchestrate your acquisition project.  Penny PM says, “Just like an orchestra contains many sections of string, brass, woodwind, and percussion instruments, an acquisition project contains many sections including people, culture, technology, day-to-day business and operations.”

Penny PM says, “As we’ve discussed, the most important thing to our customers is to be on-time, within scope and within budget; a Quality Management Plan provides the processes to ensure we have a successful project and a happy client.”

Our first step will be to define an Acquisition Project Plan by following five key project management business processes:

  1. Scope definition
  2. Project resources
  3. Project methodology
  4. Project timeline
  5. Organizational readiness

Helping our Business Stakeholders understand the importance of the following project management business processes will help to minimize the risk to both the project team and to the organization.

  1. Project Scope: Define strategic objectives, business drivers and guiding principles
    1. It is important to define corporate objectives and project scope for your business teams, non-SAP technical teams, SAP support teams and the project team.
    2. Are you merging the acquired employees into existing business and technical processes or are you going to accommodate the acquired companies policies and procedures?
    3. Guiding principles should be defined early to avoid confusion and duplication of work effort amongst all organizations and business and technology teams.
  2. Project Resources: Define governance structure, business teams by organization and project team by organization
    1. Reinforce the importance of defining the governance structure, communication and escalation procedures early in the project to avoid delays
    2. Teams to be defined: OCM, Business Structure, Governance Structure (Steering Committee, Senior Leadership, Key Stakeholders), as well as an SAP Project team for acquisition and sustain environment
    3. Project Environment should be created to support team requirements
  3. Project Methodology: Define approach and methodology used for the project and delivery
    1. Define the PMO procedures for Governance Reporting, Communication and Escalation procedures early in the project to avoid delays
    2. Define the approach for each project phase assuming use of ASAP methodology
    3. Integration Process and Communication: Define the communication plan to keep all teams engaged, informed and included through the decision process
  4. Project Timeline: Define Timeline considerations regarding operations, regulatory, employee union contract and non-contract requirements
    1. Types of things to consider:
  • Operational transition
  • Union transition/CBA
  • Regulatory business requirements
  • Training considerations
  • Network integration

5. Project and Organizational Readiness: Define communication and readiness plans for the organization and employees to ensure successful transition

  • Onboarding
  • Communication plan
  • Employee training (business/operation)
  • System access readiness
  • Security access (building, network)

Penny PM states, “As our AspireHR Quality guidelines outline, we must understand our business objectives as well as our technical objectives to be successful.  As the conductor of the Acquisition Orchestra, your role is to stress the musical pulse so that all the performers can follow the same metrical rhythm.  In this case, it would be to keep the business, technology and the organization in sync to keep all the notes in line and the music sounding sweet.”

Click on this link to read more about our partnership with SAP as a certified member of the global quality accreditation program and diagram below.

About Jeanne Mitchell

Associate Partner, AspireHR, A leader with 17 years of Human Capital Management business experience spanning practice management, project management and SAP implementations. Areas of expertise include global HR strategy and delivery, business process design, requirements definition, project management, change management and Shared Services design.
This entry was posted in Day in the Life of a PM. Bookmark the permalink.

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google photo

You are commenting using your Google account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s