The governance structure reflects PCOR principles and ensures a smooth implementation of the Programme
The PCOR Governance Structure consists of the following entities:
Committee for Change and Organizational Renewal (CCOR)
The Committee for Change and Organizational Renewal is the main decision-making body for PCOR. As such, it provides both overall and specific strategic direction and oversight. Its members play a major role in the continuous communication of the vision for change. In this function, the CCOR decides on policy issues, approves major adjustments thereto, monitors and reviews milestones, and assures quality.
The Project Board is the highest operational decision-making body responsible for the execution of policy directions provided by CCOR. Accordingly, it oversees the implementation of the ERP system and approves any changes in functional scope and delivery. Moreover, the Project Board identifies and manages risks and issues related to ERP implementation.
Office for Change and Organizational Renewal (OCOR)
The principal function of the Office for Change and Organizational Renewal is to guide, lead and manage all aspects of the implementation of the PCOR. In this function, the OCOR, among others, provides 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. The OCOR is also responsible for the management of the core budget as well as the preparation of documents and reports for management and Member States.
The Functional Leads own the business processes from a strategic point of view. They are 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 are 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 are supported by staff members from all parts of the Organization, acting as Subject Matter Experts (SMEs).
Governance Structure is presented here