Embarking on a Workday implementation project can be a complex journey. To help shed light on the complexities of these large-scale endeavors, we sat down with one of our senior Workday Program Managers.
With years of experience guiding organizations through successful Workday deployments, he has a wealth of knowledge gleaned from navigating diverse project landscapes. In this exclusive Q&A, he shares key takeaways and hard-earned lessons from his extensive background, offering firsthand insight into the strategies that drive Workday project success.
Q: Can I use a Program Manager already on the internal staff?
A: Rarely have I seen this situation work successfully. In my two most recent engagements, the organizations attempted to leverage existing program management staff to execute a large ERP replacement program. Both instances resulted in large cost increases and timeline delays, as no ERP implementation is the same.
Project teams for an ERP replacement or implementation are typically large and must be structured and managed by someone who has been there, done that before. That kind of experience from the Program Manager brings both clarity and confidence to the project, while inexperience often results in costly mistakes throughout the implementation.
TL;DR – You can use an existing internal team member to fill the Program Manager role; however, someone with extensive experience in the program management space will be better prepared and equipped for success.
Q: If the System Implementer usually does a lot of the same things, is the Client-Side Program Manager position necessary?
A: While the SIs are typically responsible for participating in and even leading a lot of the same activities, a successful project requires someone to oversee the quality and timeliness of critical SI activities and deliverables. The SI Program Manager should have both the experience and confidence to evaluate the quality of key deliverables and manage activities effectively across the project team.
In any successful project, the SI Program Manager will be responsible for their team and support resources, and the Client-Side Program Manager will be in charge of leading the internal team. This requires ‘2-in-a-box’ support design, meaning that the SI Program Manager and the Client Advocate work together to develop and implement all governance structures and processes.
Q: Can I consider a full-time employee rather than a consultant for the Program Manager role?
A: While using a full-time employee rather than a consultant can work for some organizations, it’s typically not advised. The first thing to consider is that most good ERP Implementation Program Managers are independent contractors paid well for their extensive experience. The imbalance between compensation rates, knowledge, and skill for program managers is too big to warrant using an FTE instead of a contractor in most project plans.
Another thing to consider is that program managers who do large ERP implementations are usually attracted to intensive, fast-paced environments. For most, moving from high-intensity contract implementation projects to a role where business operates as usual is not the best fit. In most cases, a good ERP Program Manager is unlikely to make a good daily operations manager unless they are operating in a fast-paced environment, such as a start-up or company going through a massive growth or transition phase.
Q: Who does the Program Manager report to within the organization? What is their relationship with internal staff members?
A: ERP replacement and implementation programs typically work best when the Program Manager reports directly to one of the executive sponsors for the project, such as the CIO, CFO, or CHRO. When the Program Manager reports to someone lower than the executive level, there is more discussion required to make key project decisions, often affecting response times and the speed of project delivery.
The Program Manager will work closely with the executive sponsorship team to outline project requirements, budgets, and timelines, and the internal project team to plan, manage, and optimize daily tasks and keep the project on track.
Q: What is the optimum timeline for a Workday implementation project?
A: While there is no ‘one size fits all’ timeline for implementation projects, there are some guidelines to follow to set yourself up for success. Generally speaking, non-profit healthcare organizations and universities implementing new full-suite ERP systems should count on at least 18-24 months, depending on the size, culture, and motivation of the organization.
When overly aggressive timelines are attempted by organizations that aren’t prepared for them, project teams are often required to work long hours and weekends, which can lead to morale deterioration, burnout, and unexpected turnover. Essentially, if an aggressive project timeline is desired, the project team should be scaled and prepared accordingly, as the same amount of work in a short period of time requires more resources and greater buy-in.
Q: What are the most common mistakes teams make during implementation?
A: One of the biggest mistakes I’ve seen organizations make in the past is not engaging an experienced and capable Program Manager, or not engaging them early enough in the process. Often, the decision-makers for the project rely on existing team members or advice from their ERP Application provider and SI to guide their implementation, but, in reality, this almost never works. These types of projects require a lot more experience, knowledge, and guidance than you initially think.
Another big issue that a lot of organizations face is not setting proper expectations for project staff, timelines, and budgets. Without staffing your program properly or leveraging guidance from your client advocate to set a credible timeline and budget, your internal teams can get easily overwhelmed, typically accompanied by project delays and burnout issues. The key is to set expectations early and ensure you have the proper support to cover every project area.
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Our senior-level consultants aren’t just Workday whizzes; they also bring that real-world project management expertise needed to ensure project success. Our team at Surety Systems offers strategic advice and hands-on support that’s custom-fit for your company’s unique goals and challenges.
From kickstarting planning and configuration to getting everything integrated and keeping things optimized long-term, we’re here to make sure your Workday projects run smoothly, risks are handled, and you get the most out of your Workday investment.
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