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Are there volunteers?

Who is doomed to be a suitable member of the required team? Will there be countless co-workers who will queue up and wait in front of the boss’s office asking you to step in and enjoy your new role for the time being? I really doubt it!

Anyway, you may have to forget about those basic FAQs and imagine that certain people can be chosen at random and not even personally or officially informed about this procedure. Does that seem to be the big shot?

How can you really ensure that the project team is made up of ‘Mr / Ms Right or Mr / Ms Perfect? Sometimes you have to make decisions that are definitely not loved by everyone, but for maximum business success, “beggars can’t choose” anyway.

Due to the gigantic size of the entire project, with the vast majority of consultants involved, it goes without saying that each department is doomed to provide an adequate number of qualified representatives. This selected group is supposed to symbolize the ‘SAP practical user elite’ that is in charge for a certain period of time.

So, you’d better be careful and accept your role, which requires deep respect, tolerance for mistakes, and honest comfort regarding your level of frustration. We could somehow differentiate between enthusiastic volunteers and forward-thinking pioneers who are among the pool of experts.

Finally, one question remains to be resolved: who is going to win the race? Will long-term gifted visionaries be the pioneers? Dilbert actually refers to a straw man who should be linked to the organization. However, it suggests reflecting on the fine line between participation and ridicule.

Now let’s pretend, just for the sake of simplicity, that a group of loyal and trustworthy colleagues have committed to the project.

However, we must also trust the right boss so that our results are properly supported throughout the process.

Here we go: This is a brilliant survey of some possible “boss types” to help you find your favorite CEO; Unique features or mixed combinations are allowed by any means:

This is a short synopsis of all those different types of heads mentioned by Dilbert:

Hostage Taking – He grabs you in your cubicle and talks to you.

Fraud: nod vigorously to simulate understanding.

Motivational liar – He has no idea what you do, but says you are the best.

Over-hyped: Try to mask incompetence with poor communication.

Weasel: Take credit for your hard work.

Moses: Perpetually wait for clear signs from above.

Perfect Boss: Dies of natural causes on a Thursday afternoon.

Now take your time and make a wild guess to choose your boss definition. May this handy reference help you! I would really be interested in receiving feedback on the various options in the departments in real life.

Anyway, the hen is cooked, meaning all the vital members of the team have been thankfully chosen and the decision makers are ready to take on the music.

Roles and Tasks

In fact, the probability of success depends on the need for well-defined roles and a wide range of mandatory tasks that must be fulfilled regularly.

It goes without saying that the role of the boss is supposed to (come) the most vital part regarding the progress of the project. This is mainly due to the fact that he / she is the one in charge of managing a large amount of paperwork, as I have vividly experienced at my employer; Signing tons of paper turns out to be a murder confession despite your need to comply with the records. Once you’re done, you can still take a closer look at that file.

Their role is officially called “process owner”; he / she basically has the responsibility of keeping up with the project in terms of deadlines, avoiding the motivational deficiencies of the teams and taking care of honest trust and faith.

However, some misunderstandings may arise regarding the rationale for your role – you need to be careful about the difference between ‘smart’, ‘doomed’ and ‘dumb’ based on Dilbert’s experience.

One lesson to be learned is how to acquire the prerequisites of leadership and how to perceive this role in all kinds of circumstances; Recognizing the right time for a well-deserved promotion is mandatory, particularly because after multiple evaluations the job tends to match people’s talents. As Dilbert astutely concludes, “Leadership is nature’s way of removing suckers from the flow of production.”

Also, don’t forget to literally breathe in the essence of leadership in the way Dilbert puts it: “You’re supposed to make cursory statements about how good the company is and then hope that something lucky will happen and profits increase.”

However, due to the multitasking requirements in our business world, we have to make the difference between the so-called “thought leader” and the “team leader”, who is always closely tied to the CEO level.

I guess being a team leader is like floating “on cloud nine”, don’t you agree?

Dilbert beautifully sums it up like this: “I have responsibility, but not authority. I feel like an animal in a study of wrapped behavior.”

To go to both extremes, you shouldn’t fail to mention the role of the ‘group leader business’, whose role is to serve as a “red thread” between the finance departments and the process owner.

It could work like this, as Dilbert says: “I started by reasoning that anything I don’t understand is easy to do.”

In addition, we have other interesting and challenging roles such as:

Program management: This group is made up of several VIPs from the team of consultants who are supposed to professionally accompany the project through the care of distribution lists, vacation plans, invitations, schedules and all kinds of agendas.

I would like to mention a well-proven example from Dilbert that can certainly happen in many companies: “Your task is painfully difficult and probably unnecessary. If you need me, I will complain about you to your boss.”

In this context, could the notion of ‘fast track manager’ who has no real experience be considered accordingly?

Basically, the boss’s job is to find the perfect range of team members as long as he is fully aware of the importance of his ‘physical treasures’ – having the title of ‘the project team’s most valuable asset’ definitely feels good unless that the money factor turns out to be the main treasure.

Here is a “practical way” of how to proceed in this regard; Why not relate to the famous Myers-Briggs personality types? According to Dilbert, it works like this: “If you don’t have a personality, HR will assign you one. It may happen that we need a quiet, silly guy to match an outgoing thinker.”

With this knowledge under control, the following team structure has been established:

User password [KU]: The key user basically represents the classic SAP user who is an essential part of the test team. These people are considered the first-level contact persons for the long-term business. In fact, there is a differentiation between the daily user (SAP), the key user (SAP) and, last but not least, the power user (SAP), whose main task is to monitor and evaluate the process after the date. ‘Go Life’ limit. Surprisingly, I still haven’t come across a user named hyper (SAP), who would fit this routine perfectly.

Key User Speakers / Spokespersons [KUS]: This special function has been implemented in order to maintain a counter-flow based communication between the company and the program management. Therefore, the ‘KUS’ is supposed to be a link pin with no directive rights whatsoever. This makes the importance of this role quite challenging, but almost impossible to decently meet the needs and requirements of all the people involved.

Business Coordinator [BC]: Last but not least, I must emphasize the role of the business coordinator. In fact, the entire project was based on two such fine roles, one for each subproject unit. Through this two-pronged strategy, the intention to achieve and even maintain up-to-date, continuous and rigorous communication and coordination should have been taken for granted. The most essential task of the ‘BC’ was to be ready immediately if the mere hint of any kind of conflict disturbed the progress of the project. The general notion is called escalation and I can tell you that there have been a lot of those difficult meetings throughout the process. To me, at times it seemed like a true ‘conflict tourism’ that had taken place within our sacred halls of daily wisdom.

Eventually, discovering the ideal team structure turns out to be the real test of the pudding. Regardless, there should be challenges, but no problems!

This sensitive issue basically becomes a real challenge for many employees once such a large project has been committed. Are you serious about how the mandatory selection process works?

Disclaimer: All characters that appear in this work are fictional. Any resemblance to real people, living or dead, is purely coincidental. This writing has adult content. Reader discretion is requested. Since I used excerpts or portions of other people’s works for reference purposes, I would like to give credit to the author, respectively Scott Adams.

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