TABLE OF CONTENTS HRD considered this project to be one of high priority, staffing its project team with power users and decision-makers who are motivated, supportive, dedicated and empowered to make decisions. Leads were assigned to each section (i.e. IT, users and consultants) to liaise with the Project Managers to facilitate the communication between the stakeholders (see Figure 1 for the project team structure).
At the helm of the team is the Steering Committee, comprising five members, the HRD Director, HRD MIS Manager, Director of HCD, a Senior Manager from HCD, and a SAP representative. The SAP representative in the committee played a minor role, and mainly sat in on their meetings to keep abreast of the project's progress. The other four members are the primary sources of information on UNI's long-term goals and vision. They set the priorities, give directions, approve the project scope, resolve issues that were escalated to them, approve resources, monitor the progress and organizational impact of the project, empower the team, and support the Project Managers in accomplishing their project goals. They also promote the project throughout UNI.
Generally, they make decisions after gathering feedback from relevant stakeholders via Project Manager (Lead). Their decisions are flexible, so the team has the leeway to work out the details on how to proceed. However, their appointments and authority in the UNI hierarchy, experience, and domain knowledge of UNI policies give them the final say, making them...
