Ed Cornelius
Latest posts by Ed Cornelius (see all)
- How to Get Ready for an ERP Implementation - June 7, 2016
- How to Create a Plan for Upgrading Administrative Software - March 9, 2016
- No More Firefighting!Transform Your Leadership Team in 5 Steps - August 13, 2015
ERP projects on campus are both critical and costly and they require the best in leadership. In fact, it takes two different roles of leadership to be successful for projects of this magnitude: a Project Manager role and a Project Leader role.
The Project Manager Role in an ERP Project
The manager role is vital for a successful ERP or administrative systems project. This person has to be experienced and detail-oriented. The manager must have considerable skills in planning, budgeting, organizing, staffing, controlling, and problem solving.
The Project Leader Role in an ERP Project
The role of the Project Leader is equally vital for a successful ERP project, but very different in scope from the Project Manager role. The leader of the project should be an executive of the institution who is well respected by all, and who can rally and unite the various campus stakeholders.
The most effective Project Leader in an ERP implementation is able to:
- Find a way to communicate vividly with the institution’s stakeholders
- Create a sense of urgency and importance for the project
- Behave consistently and communicate the same themes to everyone
- Motivate and influence others
- And most importantly, the Project Leader must delegate the management role to the Project Manager!
The Contrast between Project Managers and Project Leaders
The table below illustrates the different roles for Project Managers and Project Leaders, with some exaggeration: (Adapted from Warren Bennis, On Becoming a Leader, 1989)
Project Manager Role |
Project Leader Role |
| Administers | Innovates |
| Focuses on systems and structure | Focuses on people |
| Relies on control | Inspires trust |
| Has a short range view | Has a long term perspective |
| Asks how and when | Asks what and why |
| Has an eye on the bottom line | Has an eye on the horizon |
| Accepts the status quo | Challenges the status quo |
| Does things right | Does the right things |
Can someone be both a Good Project Manager and a Good Project Leader?
We have known people who were great leaders, but were not especially good at managing large projects. Conversely, we have seen people who were great project managers, but not good at inspiring and motivating. And yes, we have run across talented individuals who could handle both types of roles easily, but not at the same time!!
The Project Leader is a campus executive who is busy enough with other activities, such as strategic planning, working with Boards of Trustees, courting alumni, overseeing administrative or academic divisions, etc.
Likewise, the Project Manager will be up to his or her ears on the various tasks and deadlines, follow-ups, and meetings. There is no time for the Project Manager to find a way to communicate vividly with institution stakeholders or to work with the Board of Trustees, and so forth.
Tactical and Strategic Leadership in an ERP Project is Essential
Fundamentally any institution embarking on an ERP implementation needs both a Project Manager and a Project Leader to be successful. So how are those roles defined and distinguished from each other?
The Project Manager’s role (tactical and fulltime) is to deliver the project on time, on budget and within scope. Every action and responsibility of the Project Manager is directly tied to monitoring the project at the tactical level to ensure this result.
The Project Leader’s role (strategic and part-time) is to develop and promote a “bigger picture” vision for a successful project. The Project Leader develops and promotes the vision statement or set of guiding principles to influence their priorities, their messaging, and their leadership at the strategic level.
In Conclusion
Any multi-year, multi-million dollar ERP project requires the time and skills of a number of campus stakeholders. This includes teams of subject matter experts (SMEs), IT experts, faculty teams, student teams, and other campus stakeholders. Without doubt, much of the success of a completed ERP will likely be owing to two specific individuals: the Project Leader and the Project Manager!
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