According to Davis, Gm is up to the challenge. We chose this combination of tools because of their open architecture and their high degree of integration, says Davis. The ability to have our timesheet labor actuals directly feeding our cost system is a big plus. Ms. Davis is responsible not just for the software but also for implementing changes in the corporate culture to make that software productive. Our biggest challenge is making sure the methodologies are in place not just the tools, she says.
Software tools are useless without the right training.
To accomplish this, GM turned again to HMS to supply them with training materials and personnel for generic project management practices as well as product training. This will enable much more of Diesel Division to be involved in the project management process, a must if they are to meet their goals. Over the next 24 months we re moving project management down to the tactical level, explains Davis. What used to be the responsibility of just the core group will now touch every individual as limited resources become an issue. The reorganization has changed Davis role dramatically.