If you have ever had a ERP project or even just planning one, you have probably heard of the key user and project manager. You probably also know that an ERP project can sometimes resemble a major construction site - at the latest when nobody knows what anyone else is doing and everything is getting more and more expensive. It is therefore important that the tasks of Key user*and project management are clearly defined. This is particularly important as these overlap in some areas.
Like communication, for example, especially in communication. Because that is the be-all and end-all for successful project management:
Project management: Everything in view and still an eye for detail
While the project manager is always the ERP implementation as a whole, key users are only ever responsible for one department. This means that there can be several key users. In small companies, only one person takes on this task. The key user is the point of contact and information centre for their colleagues and therefore often comes from the company themselves. The project managers are also appointed externally and therefore communicate more formally, e.g. via circular emails. However, this does not mean that the project manager is free from interacting with stakeholders. Both project managers and key users should practise empathy, as the success of the project depends on whether everyone is on board in the end.
Who has what to say to whom
Since the Project management But if the project manager is the one making decisions and announcements, they should definitely have certain management qualities, but also be able to interact well with the key users, as they often have a better overview and insight internally. The project manager also has the task of supporting the key user - and: here you work in a team! The key user and project manager should therefore sit down together before the project starts. They can then decide how, when and where to communicate during the project. In addition, tasks can be allocated and it can be discussed how these can be reconciled with the day-to-day business of the key users. The project manager then also has the task of liaising with the management to ensure that the key users are not overloaded. This should not happen, as the work of the key users is also important for the project, as they have the task of getting all employees on board and keeping them there. The project manager, on the other hand, has stronger (authoritarian) contact with the management, which should also be used if, for example, there is an overload.
If you are interested in how you can get your employees on board the ERP project, then read more here.
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