During resource planning, I took it up as my responsibility to verify and run a background check on all resources to be involved in system integration and ensured that they had the required experience. The criteria set for such resources was, that they should have worked in at least two other SAP implementations of a similar type. Penalties were included on delays and milestones and a specialist independent project advisor was hired from the start of the project.

3.2. Enumerate and describe the key decisions you made, and the reasons for making them as you did.

As I was responsible for overall quality of the project, I had to ensure that the project plan was without error, and that there was no scope for delays and risks. I worked closely …show more content…
Delays were reflected in the lead reports and penalties levied on unnecessary delays. One overall project meeting was dedicated to working with the Program Manager to understand stakeholder expectations and to ensure we were always on the same page, or to incorporate any changes and define the change in scope and change in cost and schedule if the change affected it in any way.

These decisions suggested by me were accepted and bore a major role in keeping the project on track and on time.

I defined the involvement of the customer in the project and that every requirement, document, solution architecture and design was to be reviewed and approved by the customer in alignment with the corporate leads and other stakeholders. Every step of the project was to be passed through an approval committee which would seek approval from affected stakeholders.

In my analysis, no deliverable could be set as "complete" in the project plan unless it was reviewed and fully accepted by all stakeholders. The cost of the project was another important aspect. The CFO needed to be updated on a weekly basis if there were any changes in project cost and his approval sought before continuing with any changes that affect that factor of the