Distribution of tasks
Clear distribution of tasks prevents standstill and duplication of work in the ERP project. Decisions, responsibility, implementation, checking and information must be visibly separated and assigned.
Distribution of tasks
Many projects do not fail because of a lack of commitment. They fail because committed people do the same thing at the same time - or everyone assumes that someone else will take on the crucial task.
An ERP project affects almost every area of the company. This easily creates the feeling that everyone is responsible together. But shared responsibility only works if individual tasks are clearly assigned.
Five verbs create clarity
For every important task, you should answer five questions:
- Who decides? This person makes the binding selection in the event of conflicting goals.
- Who is responsible? She ensures that the result is technically complete and timely.
- Who implements? One or more people work on the specific task.
- Who checks? This role independently assesses outcome, risks and practicality.
- Who will be informed? Those affected receive the knowledge they need for their own work.
Not every task needs five different people. But the five questions must be answered. Particularly important: There should be exactly one responsible decision-maker for a final decision.
The most important roles in the ERP project
Management
She is responsible for the target image, priority, budget and cross-departmental directional decisions. It protects necessary resources and resolves conflicts that the project team cannot decide on its own.
Project management
It keeps appointments, tasks, risks, dependencies and decisions together. The project management does not need to know every technical answer - but they do need to know at all times who will provide it and by when it is needed.
Process owners
You look at a process from start to finish. Your focus is not on the most convenient solution for a single department, but on a functioning overall process.
Key user
They represent everyday work, develop and test solutions, document knowledge and support their colleagues. Key users need time, recognition and a clear decision-making framework.
Data Controller
They determine which data is binding, who maintains it and how quality is checked. Items, partners, prizes, accounts, or units may not belong to “everyone and no one.”
IT and administration
They secure operations, access, rights, infrastructure, interfaces, data backup and technical documentation. They should support professional decisions, but not have to take them alone.
ERP partners and specialists
You bring product, migration, integration or industry knowledge. They advise and implement - however, responsibility for corporate goals and professional rules remains within the company.
Distribute results, not just activities
“Ms. Müller takes care of items” is too imprecise. It is better to have visible responsibility for results:
- item groups and mandatory fields are defined.
- Duplicate rules have been decided.
- Test data has been created and technically approved.
- Migration results were reconciled against the source.
- Training materials are complete and understandable.
A result can be checked. A vague activity can remain “in progress” for weeks.
Decisions require memory
During the course of an ERP project, hundreds of small and large decisions are made. Without documentation, they will be discussed again later or contradicted unnoticed.
Therefore, at least note:
- the specific question,
- the decision made,
- the essential justification,
- the decision maker,
- the date,
- affected processes or data,
- and a possible later test date.
This decision protocol not only saves meeting time. It preserves project knowledge when people change or an expansion is planned months later.
Handovers are part of the task
A task is not completed when someone sends a file or saves a configuration. It is completed when the next person responsible has understood, checked and accepted the result.
Therefore, define clear acceptance criteria for important handovers. What needs to be visible? Which sample is checked? Who confirms the takeover? This will prevent errors from disappearing between responsibilities.
Clear responsibility does not create bureaucracy. It creates the freedom to act because everyone knows what they can decide and what they can rely on.
Many people involved become an effective team
Dividing tasks does not mean separating people from each other. On the contrary: clear roles make collaboration easier. Questions reach the right person more quickly, decisions are not left behind and support can reach exactly where it is needed.
An ERP project gains speed when not everyone does everything - but everyone knows their contribution and understands the common goal.
Related topics
- For managing directors and decision-makers – structure processes and reduce costs
- For managing directors and decision-makers – structure processes and reduce costs › Provide an overview
- For managing directors and decision-makers – structure processes and reduce costs › ERP only works in a team
Frequently asked questions
Which roles must be clearly assigned in an ERP project?
Project sponsor, project management, process managers, key users, data managers, IT or administration as well as ERP partners need clearly described tasks and decision-making rights.
Why should there only be one person responsible for each decision?
Multiple ultimately responsible parties often result in delays or conflicting results. Those involved can deliberate together, but the binding decision needs a clearly named owner.