Project Management

Case B --> An ERP Story: Choosing a Project Leader

• In your opinion, what should be the key points in the consultants & presentation to Jean
Roberge?

Technical Expertise: Highlight the candidates' technical expertise, especially in the context of
the ABC software package. Emphasize their ability to understand, implement, and manage
the technological aspects of the project effectively.

Quick Learning: Address Mr. Roberge's concern about the urgency of the project. Stress the
candidates' ability to quickly adapt and learn new technologies, ensuring a fast
implementation of the ABC software package.

Project Management: Showcase the candidates' project management skills, including their
experience in overseeing and delivering IT projects on time and within budget. This should
reassure Mr. Roberge about their ability to handle the project efficiently.

Problem-Solving Skills: Highlight the candidates' problem-solving abilities, especially in the

context of technical challenges. Discuss their approaches to overcoming technical hurdles
during previous projects.

Communication Skills: Emphasize the importance of effective communication with technical

teams and stakeholders. Assure Mr. Roberge that the candidates possess strong
communication skills to bridge the gap between technical and non-technical staff.

Organizational Skills: While Mr. Roberge believes organizational aspects may not be
problematic, briefly mention that the candidates should also be well-organized to ensure the
smooth execution of the project, even in the technical domain.

Experience with Similar Projects: Discuss each candidate's experience in projects similar to
ABS Canada's needs, highlighting any relevant industry experience and the successful
deployment of similar solutions.

References: Mention that the candidates can provide references from previous projects that
can vouch for their technical competence and project management abilities.

Team Leadership: Highlight the candidates' abilities to lead and manage technical teams
effectively, as this will be crucial in a project of this nature.

• Jean Roberge asks you to help review each of the three curriculum vitae in the appendices
and formulate your recommendations per the needs of ABS Canada. Of course, you must
justify your response while considering Mr Roberge's point of view. He expresses his point of
view as follows:
"I had imagined the role of project leader as centred more on technological solutions. In my
experience, technical people are rarely interested in the soft organizational dimensions of IT projects.
I don't think organizational questions should be too problematic, given ABS Canada's extensive
experience in systems implementation. Our main challenge is that we are unfamiliar with the ABC
software package and need to act fast."

Given Mr. Roberge's emphasis on technical expertise and the urgency of the ABC software
package implementation, here are the recommendations based on the provided CVs:
Phani Ravindra Kaligotla
Enroll Number: 22812014
Executive MBA
 Project Management
Candidate A:

Pros:

Strong experience with ABC software and IT project management.

Technical skills.

Previous experience in large service enterprises.

Cons:

Limited experience in other sectors.

Candidate B:

Pros:

Extensive experience in project management across various sectors.

Strong technical skills and familiarity with ABC.

Experience with large telecommunications enterprises.

Cons:

Limited detailed technical certifications.

Candidate C:

Pros:

Financial and accounting expertise.

Experience in process analysis and ERP implementation.

Skills in change management and information systems integration.

Cons:

Limited direct IT project management experience.

Recommendations:

Given Mr. Roberge's concerns about the technical nature and urgency of the project,
Candidate B appears to be the most suitable choice based on the presented CVs. They have
the technical skills, project management experience, and relevant sector experience to lead
the ABC software implementation efficiently.

Phani Ravindra Kaligotla

Enroll Number: 22812014
Executive MBA
 Project Management
• Prepare an appendix to your presentation containing a list of questions related to your
review of the candidates that you would like to ask the candidates if Mr Roberge decides to
meet them.

1. Can you describe your experience with the ABC software package, especially in the
context of project management and implementation?
2. How do you plan to ensure a quick and efficient learning curve for the ABC software,
considering the urgency of our project?
3. Can you provide examples of projects where you successfully managed technical
teams and delivered IT projects on time and within budget?
4. What strategies do you employ to overcome technical challenges during project
execution?
5. How do you communicate complex technical information effectively to non-technical
stakeholders?
6. Can you share instances where you've demonstrated strong organizational skills,
even in a predominantly technical context?
7. Have you led teams in high-pressure situations? How did you ensure the team's
success and maintain morale?
8. Can you provide references from previous projects or clients who can speak to your
technical competence and project management abilities?

These questions will help assess the candidates' suitability for the project, especially in the
context of Mr. Roberge's concerns and ABS Canada's specific needs.

Case D --> An ERP Story: Epilogue

• Jean Roberge and Frangois Caron wish to document the key elements that led to the success
of the ABS project.

1. Strong Leadership:

- The appointment of André Gagné as the new project leader, with expertise in both
accounting and information systems, played a critical role in guiding the project to success.

2. Effective Team Organization:

- Reorganizing the project team into multidisciplinary groups allowed for focused problem-
solving and ensured alignment with project plans, budgets, and timelines.

3. User Engagement:

- Active involvement of users in the project empowered them to take ownership of their
business processes and contributed to smoother adoption of the new system.

4. Communication and Transparency:

- Orientation meetings and social events promoted open communication, trust, and
collaboration among project team members and users.

5. Managing Apprehensions:

Phani Ravindra Kaligotla

Enroll Number: 22812014
Executive MBA
 Project Management
- Proactive management of concerns and apprehensions among staff regarding layoffs and
process changes helped alleviate fears and build confidence.

6. Technical Expertise:

- Transitioning technical experts into consultants who proposed configuration options

aligned with user needs enhanced the project's technical aspects.

7. Post-Project Reflection:

- François Caron's commitment to conducting a project post-mortem ensures that valuable

insights and lessons learned are documented for future projects.

8. Timely Implementation:

- The dedication and hard work of the project team, along with effective leadership,
resulted in an on-schedule go-live of the new information system.

These key elements collectively contributed to the successful implementation of the ABS
project, marking it as a significant evolution in ABS Canada's business practices.
Documenting these factors will serve as a valuable resource for future endeavours and
projects within the organization.

• Prepare a synthesis report of these factors.

The successful implementation of the ABS project at ABS Canada can be attributed to several
key factors that contributed to its overall success. Jean Roberge and François Caron have
identified these essential elements that played a crucial role in the project's positive
outcome. Below is a synthesis report highlighting these key factors:

1. Leadership and Expertise:

- André Gagné's Appointment: The decision to bring in André Gagné as the new project
leader was pivotal. His background in accounting, master's degree in information systems,
and extensive experience in the insurance industry made him uniquely qualified to lead the
project.

2. Reorganization and Multidisciplinary Teams:

- Reorganization of Teams: André Gagné's initiative to reorganize the project team into
multidisciplinary groups was instrumental. These teams were tasked with formulating
solutions for identified problems while adhering to project plans, budgets, and timelines.

- Involvement of Business Units: André Gagné empowered users by involving them actively
in the project. They were given responsibility for reviewing their business processes,
ensuring that their needs were considered, and fostering a sense of ownership.

3. Communication and Transparency:

- Orientation Meetings and Cocktail Hours: André Gagné organized orientation meetings
and social events, such as cocktail hours, to foster better communication and collaboration
among project team members and users. These events helped build trust and camaraderie.

4. Addressing Apprehensions:

Phani Ravindra Kaligotla

Enroll Number: 22812014
Executive MBA
 Project Management
- Managing Change: The project leader proactively addressed apprehensions among staff
regarding layoffs and changes resulting from the software implementation and process
review. He obtained budgets for informative sessions, ensuring that future users understood
the potential and features of ABC.

5. User Engagement:

- Active Role for Users: Users were made responsible for reviewing and refining their
business processes. This active engagement not only ensured that their requirements were
met but also facilitated a smoother transition.

6. Technical Expertise:

- Technical Evolution of Experts: ABS's technical experts transitioned into consultants who
proposed configuration options aligned with user needs. This shift allowed for a more
consultative approach, enhancing the project's technical aspects.

7. Project Post Mortem:

- Lesson Learning: François Caron's commitment to carrying out a project post mortem was
crucial. Documenting the project's main points and lessons learned ensures that valuable
insights are captured for future endeavors.

8. Timely Implementation:

- On-Schedule Go-Live: The project team's tireless efforts, along with effective leadership,
resulted in a timely go-live of the new information system, boosting confidence in the
project's success.

In summary, the success of the ABS project can be attributed to André Gagné's leadership,
the reorganization of teams, open communication, proactive management of change, active
user involvement, technical expertise, and a commitment to post-project reflection. These
factors collectively contributed to the successful implementation of the new information
system at ABS Canada, setting the stage for new opportunities and challenges in the future.

Phani Ravindra Kaligotla

Enroll Number: 22812014
Executive MBA