After establishing your procurement transformation vision and following the selection of an implementation and enablement partner, it’s time to focus on starting the project and having all your resources mobilised and ready to go.
The Source to Pay implementation consultants you chose are the ones who will be able to advise you on what type of resources will be needed and what capabilities they should have.
Generally, the project team will include people from your own organisation, from your selected implementation partner and people from the software provider of your procurement platform. Each partner has a certain role to play in the project and understanding the roles and responsibilities will support the collaboration required to deliver the procurement implementation project.
Not all the roles within the team are full-time, but it is very important that when resources are required, they are made available and have the right skills and the authority to make the necessary decisions.
Usually, from the view of our source to pay implementation consultants experiences on projects, the team consists of project managers who should be trained and would ideally have managed a similar procurement or finance project previously; system and integration resources with the right technical expertise and user representatives who must have sufficient understanding of the business processes and the seniority to make decisions.
All team members should be informed on their role and they should also be aware of the business case for the procurement implementation project, which will keep the focus on the expected outcomes, the benefits and the changes that will be involved.
The project team to support a procurement implementation project would typically be based on this model:
From the client’s team there are usually a few key people with different skills and level of experience
From the preferred implementation partner’s side, the team usually consists of:
From a software vendor perspective, their team will typically have a sponsor, SMEs and integration architects to make sure optimum delivery and configuration of the e-procurement software and processes.
Key stakeholders should have senior representation on the steering group which is responsible for the project governance including monitoring project progress, reviewing and resolving risks and issues. The steering group should have representation from business areas not actively involved in the project work, but who may be impacted by the change that it will deliver.
There are multiple factors which can affect the success of the project team and these should be considered when forming the team. The team’s required capabilities of each role should be explicit, and each role should be assigned with care in order to make sure that each one of the resources are ‘used’ properly and in the most efficient way.
Creating structure in a procurement implementation project is not easy but taking a bit of time, in the beginning, to be organised can go a long way!
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