The terms "Enterprise Resource Planning" and "ERP" unfortunately connote a variety of negative meanings. They have almost become synonyms for "uncertainty", "improvisation", "over-budget", "overworked," and "user disenchantment". Even though the software systems being implemented are responsible in part for this perception, the project management process (or lack of one) is usually the principal, and also hidden cause of discontent and discomfort with large IT implementations. The importance of project management, and the negative impact of non-existent or deficient project management resources are severely underestimated. The cost of no project management is clearly higher than the investment in decent project management resources and planning.

Interface Management Services has extensive managerial experience with Information Technology projects. Our "lessons-learned" have been observed and assimilated not only as consultants during implementation projects, but also as university administrators and IT managers.

The following items are some of the most critical project planning and significant management activities that must be anticipated, and that IMS resources have managed and facilitated in the past.

• The project deliverable schedule
• Conversion validation "check-points" to review data quality
• Budget planning, control and forecasting, including internal resource costing
• Test planning and scenario/case design. Coordinate and log user acceptance (unit) and system testing
• Facilitation of the business requirements process, including re-engineering and process redesign
• RFP process administration- proposal production, vendor evaluation and selection
• Presentations to Steering Committees, Board of Trustees, staff
• Day-to-day project management - ensure that all the pieces related to the project happen in the right place at the right time
• Customization Control and Tracking - managing "scope creep"
• Issue management - Identification and administration of all project-related issues and threats, including task assignment, completion, and documentation
• Project Status reporting - Assembly of overall Master Status Report for all areas of project and related areas
• Vendor management during implementation as client advocates or client "proxies"
• Assembly, administration, and support of PMO (Project Management Office)
• Coordinate and manage user training - curricula, materials, rooms and PC setups
• Transition Plan Development - managing the "handoff" process from implementation to maintenance and production support.
• User Documentation - procedures, manuals, quick-reference sheets
• Help Desk - training, troubleshooting documentation, initial "Go-live" support

IMS operates as an integrator and client advocate in IT implementations, complementing and assisting the client's organization with all of the above-mentioned activities. We assist the client with whatever tasks - functional, technical, or managerial - are required at every stage of the project.