Project Organisation

One of the key aspects of a successful project is the project organization that is established to undertake the project. The ESKORT Project Methodology puts a strong focus upon the project organization – both from an operational point of view (i.e. who does what, when and how) and from a governance point of view (how do we ensure that the agreed results and progress is achieved).

Governance Aspects

Proper governance of a project with the necessary commitment and involvement of appropriately authorised staff from both the customer and the vendor is one of the most critical aspects of ensuring a successful project. Governance is achieved through a hierarchical distribution of authority – with a Steering Committee having overall formal and contractual responsibility for the project and a Project Management Group having the operational responsibility for project in accordance with the guidelines set by the Steering Committee.

The Steering Committee is typically made up of senior managers from the respective organizations who are authorised, by their organizations, to make decisions within the framework of the contract.
The Project Management Group is made up of the project managers from both the customer and the vendor who are also responsible for managing the work of their respective teams in accordance with the approved project plan. The Customer’s Project Manager is typically responsible for co-ordination of the domain input (tax/customs knowledge, compliance strategy and policy considerations, compliance methodology and procedural aspects of compliance work) to the project as well as co-ordination of the customer’s IT-related tasks. The Supplier’s Project Manager is responsible for all operational aspects of the supplier’s obligations in implementing the system.

Operational Aspects
An important aspect of project success is involvement of the customer in certain key project tasks – primarily definition of requirements, configuration of the necessary knowledge content of the system and testing. For this reason the customer is required to establish a project team of appropriately knowledgeable staff (with knowledge, experience and organizational insight relevant to the domain addressed by the system) to work, full time, with the supplier in fulfilling the requirements. In addition to relevant practical experience in the domain covered by the system, it is expected that participants are knowledgeable about the desired developments in the organization regarding compliance policy and strategy. Furthermore it is expected that participants have an interest in, and experience with, the use of IT-systems. The Customer Project Team will also typically participate in roll-out activities after the completion of the project and be involved in maintenance of the knowledge configuration of the system once the system goes live.

In addition to full time project members it is generally necessary to for the customer to allocate a part-time technical contact person, both during and after the project, to co-ordinate with the supplier on technical matters, such as ensuring the provision of access to all necessary information on the customer’s existing and planned IT infrastructure and ensuring access to, and availability of, all relevant customer systems and data necessary for the project, both for development and test purposes.