The governance structure reflected PCOR principles and ensured a smooth implementation of the Programme
The PCOR Governance Structure consisted of the following entities:
Committee for Change and Organizational Renewal (CCOR)
The Committee for Change and Organizational Renewal was the main decision-making body for PCOR. As such, it provided both overall and specific strategic direction and oversight. Its members played a major role in the continuous communication of the vision for change. In this function, the CCOR decided on policy issues, approved major adjustments thereto, monitored and reviewed milestones, and assured quality.
The Project Board was the highest operational decision-making body responsible for the execution of policy directions provided by CCOR. Accordingly, it oversaw the implementation of the ERP system and approved any changes in functional scope and delivery. Moreover, the Project Board identified and managed risks and issues relating to the ERP implementation.
Office for Change and Organizational Renewal (OCOR)
The principal function of the Office for Change and Organizational Renewal was to guide, lead and manage all aspects of the implementation of the PCOR. In this function, OCOR, among others, provided the operational coordination and supervision for all activities, and the application of best practices to ensure that the PCOR objectives are met in a timely, efficient and effective manner. OCOR was also responsible for the management of the core budget as well as the preparation of documents and reports to UNIDO management and Member States.
The Functional Leads own the business processes from a strategic point of view. They have been responsible, among others, for the following tasks in their respective functional areas:
* leading the ERP implementation in their respective functional areas by providing vision for the redesigned processes;
* facilitating timely resolutions of issues;
* assigning subject matter experts;
* driving and monitoring the implementation of all stages of the ERP and signing‐off each phase;
* providing guidance to Change Agents and subject matter experts.
The Change Agents are UNIDO staff members assigned to the ERP implementation to provide their in-house knowledge and experience. They have been responsible, among others, for the following main tasks:
* liaising between the implementation partner and end‐users;
* championing the solutions;
* ensuring the correspondence of the processes within the system to user requirements;
* preparing documentation and executing tests of the processes;
* resolving intra‐team issues;
* passing on knowledge and training users on the new system, processes and procedures.
The Functional Leads and Change Agents have been supported by staff members from all parts of the Organization, acting as Subject Matter Experts (SMEs).
The Governance Structure is presented here