Project Team Roles: The Spots You Need to Fill

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Project Team Roles


Project Team Roles – Who Should Be On Your Project Team?


Just like in sports, enterprise software projects require an agile group of team players, equipped with the unique skills needed to see your strategy through. There is no exception to this rule when it comes to your digital infrastructure projects. No matter the size or scope of the project, success can only be determined by the outcomes brought about by the team you assemble for your enterprise software implementation or integration, and the project team roles they fulfill. If you’ve never walked through this process before, you’ll need to become familiar with what you’re looking for, and the exact kind of project team roles you need to be looking to fill.

Depending on the project’s scope, you may find some overlap in roles and responsibilities among your crew; similar to a backup QB also working as the field goal holder in football. If your project is large in scope and budget, you may find that these roles shrink in definition; as each role may become more and more specialized. Either way, choosing who will steer the project’s deliverables and communication will need to be analyzed in more detail internally. So how does the process start?

Asking the right questions of your current staff…

Meet with key stakeholders to carve out a few answers of your own upfront before the beginning of any project.

  • Who in-house has the time and managerial experience to lead such an impactful and important project?
  • What about the new system will that leader be familiar with already?
  • What is their personality like?
  • Does our team have the capacity to have an effect on the character, development, or behavior of someone or something, or the outcome itself?
  • Can they leave their current role to take on this project full time?
  • What contingency can we expect when our resources are allocated to projects outside our daily routine?

These are all valid questions an investor will need to ask of his or her people before they are picked to fill their specific project team roles . After all, people will be building the project around a proposed strategy that — if for no other reason — will evolve into a revenue driving machine and integral part of all your business processes.

Determining your project team roles

The infographic above carves out the keys to success you’ll need when drafting your next project team. We’ll dive into who they look like in more detail below. Compare your analysis with the ones we’ve put forth to determine if your company employs the most capable personnel they can. If not, it may be a wiser investment to look beyond the business for a project team or to fill certain roles that really need specific experience that you cannot find within your company.

Executive Sponsor

This is someone high on the corporate food chain within your business who will be stepping up to be an advocate for the project among your entire C-suite and business leaders. This requires real buy-in and undivided support of the project. They will provide the required degree oversight and governance at a high level—making sure that enthusiasm for a project continues above the nitty gritty, and daily, details. The executive sponsor will also establish project goals and priorities. Plus, they will agree and sign off on any major scope changes (one of the most crucial ways to avoid scope creep).

Project Leader

The role of the project leader pretty much says it all in the title. This person will lead change management within the business at every department. They are the main artery of communication between the business and the project manager, should the company source a third party to service the project. Additionally, they will be responsible for managing project team resources and assuring your investment is getting assigned to all the proper parties and stakeholders throughout the process.

Business Leaders/ Power Users

Business leaders can be a very influential party in a project. You’ll need to gauge their participation in the early phases of the project. They’ll define the business processes and carve out conclusive reasons behind their needs. Later in the project, these individuals will participate in the system’s validation phase to experience their new processes first hand. From there, business leaders will work as advocates for the new system and train co-workers and end users.

Subject Matter Experts (SMEs)

SMEs are the cornerstones of the project. They will provide detailed knowledge on unique business processes and functionality. For example, if you’re undergoing an integration project, then you’ll have experts in both software providers, in the development and administration of your systems and the dissemination of knowledge about their expertise throughout your organization to everyone who will be using your system.

Technical Expertise

This role requires a breadth of technical know how, especially if your data is moving from on premises to cloud, or vice versa. The job requires infrastructure (the hardware or software) installation across your business. Additionally, it requires the installer to set up the server/ client relationship on the back end of the system, or cloud/client and API integration if moving data to the cloud.

Engagement Manager

The role of the engagement manager is to organize the project. He or she will perform initial business process review and gap analysis of your current system/ process. Most importantly this individual will drive project timelines and milestones. They will also be a key contributor in stage reviews.

Lead Consultant

The lead consultant is responsible for deep dives into select business processes. They will perform a Proof of Concept and walk through of processes during pilot sessions. He or she will then provide improvement recommendations. Additionally, this person will check work performed by the BA to ensure completeness.

Business Analyst/ Project Manager

The business analyst and the project manager can either be separate actors or one in the same. Essentially, their job is to participate in all implementation activities. They are to provide documentation in the form of meeting notes and deliverables. The BA or PM will manage the projects schedule and keep actionable items up to date. Most importantly, this role will ensure every member of the project team adheres to the communication plan.


Want to learn more about drafting your next project team, and the role you’ll need to fill to drive the greatest cost payback to your organization? Contact our expert enterprise software consultants who can share their unique insights with you.


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6 Comments so far:

  1. […] implementation and adoption is solely tied to how well the system is configured, and how well the project team aligns the business processes to the technical setup of the system. This caution is well warranted, but not overly difficult to […]

  2. […] The team performing the implementation should be the go to expert for scheduling the project. Sometimes the client has business reasons for completing the project by a specified date. For those cases, the implementation partner should have an idea of what work could be done by that point. Those conversations will determine which goals are a priority and which are secondary. These changes should take the upmost consideration, as they often modify the scope of the project. If improperly communicated, the client may fail to understand why the project isn’t fully completed on the date it was intended. Users will also lose interest in the system, because there will be no communication to them as to when they should expect their portion to up and running. You can read more about project roles here. […]

  3. […] like? We’ve covered the importance of roles within a project team before, and even covered who should be on a project team. This is critical to ensuring your organization has the right bandwidth to complete the project […]

  4. […] and team members across departments interact with the software early on will not only help your project team to understand areas of the software that will need work, it also acts as an early training and […]

  5. […] magically create revenue and shave time off of every employee’s daily tasks. But come go-live, the project team finds that employees have been distracted by the hype, and no one has been properly trained in […]

  6. […] employees abandon the software in droves or small, unnoticed errors blossom into fatal flaws. The smart ERP project team will have a solid plan in place for the ERP post go-live period, and how to keep that honeymoon […]

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