Transformational Project Paradigm Management Roles

The Transformational Project Paradigm (TPP) framework is valid for a consolidated company without separate business units, for a company with separate business units, and for other modes of company organization. Unbroken personal accountability from the strategic direction TPP initiative goals and objectives through final cutover of the enabling systems can be maintained regardless of organizational form. The roles described below assume a consolidated company organizational structure and are confined to the main management tasks required for transformational project work, recognizing that broader descriptions of the roles would extend beyond the scope of this book.

Board of Directors

The board of directors must evaluate the degree of importance of advanced information technology to the long-term success of the company. If deemed to be crucial, the board must integrate the effect of advanced information technology into its policy-setting activities. Using the TPP approach, the board reviews, contributes to, and approves the strategic direction of TPP initiative goals and objectives. Also, the board reviews proposals and approves funding and keeps up to date on progress and on current cost estimates. This body establishes and supports the TPP management reporting system that is defined and developed by the chief information officer with counsel from the chief financial officer. Finally, the board asks about any major changes in the system plan that will affect the initiative.