Global Information System Conversion
Team responsible for converting to an upgraded World-wide HR information system, in support of an enterprise level system upgrade, used commitment-based management to ensure that they did not impact the larger system conversion. The conversion was global, involving 250 system managers and superusers world-wide. The team was given a drop dead date of November with a request to finish on October 19. A core team of 30 people in this Fortune 100 company met face to face one time for five days. Two of those days were used to follow the team planning meeting agenda. From this meeting a deliverables matrix was constructed and all participants agreed to the reporting ground rules referenced in Timm’s book “No Surprises Project Management.”
The different users had myriad requests for enhancements to occur during the upgrade; however, the deliverables-based plan kept the team focused on the commit date. The conversion occurred as scheduled on October 19. Project participants unanimously rated the project as one of the best they had participated on. Management was also pleased. They began asking other teams in the group to report their progress using the CBPM PAC Chart and Milestone Chart.