The nature of projects and project management is change. Often times, the change brought about by commissioning a project is overlooked, as the focus is placed on the technology. Just as frequently, the need to assess and address the people-side of the project is initiated separately and often too late in the project lifecycle. Most projects are managed using a methodology based on the Project Management Body of Knowledge (PMBOK), which focuses on management of scope change and the potential impact to budget, timeline, or resource allocation. However, PMBOK does not address the human aspects delivered through the project, or how to successfully identify, plan for, and mitigate resistance to the change.
The Column5 implementation methodology for SAP BPC EPM projects has evolved based on the hundreds of successful EPM projects we have managed. The methodology includes an integrated plan incorporating the people-side of the change, leadership and sponsorship, and traditional project management.
By integrating proven PMBOK and SAP ASAP Methodologies with proven Organizational Change Management (OCM) methodologies, one can ensure a Change Impact Assessment (CIA) is performed early in the project. Addressing the human dimensions of the change, identifying key stakeholders, preparing users for the change, and developing a plan to manage resistance are critical steps to any well-built EPM Strategy and Roadmap and the success of any EPM Implementation. Change is inherent in projects and transformational change occurs when external or internal forces cause an organization to radically redesign the business. Change is slow, messy and difficult to manage. EPM Projects, intended to deliver transformational change, are at risk of failure when the impacts of the change have not been thoughtfully considered. Through the integration of project management and change leadership, we develop a comprehensive plan addressing project tasks, leadership, and change management to ensure the benefits of the EPM implementation are realized.