Steering Committee: Boost Accountability & Results in 2025
NOEL BENJAMIN D'COSTA
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A Steering Committee makes decisions, removes roadblocks, and holds teams accountable. If it’s just sitting through meetings and nodding at updates, it’s failing. In 2025, with tighter budgets, faster timelines, and more complex projects, a weak Steering Committee guarantees delays and costly mistakes.
Projects fall apart when leadership ignores problems or avoids tough calls. Teams get stuck, priorities shift randomly, and deadlines slip. A strong Steering Committee steps in early, clears obstacles, and keeps everyone focused on business outcomes—not just checking off project milestones.
If the same problems show up every week and leadership does nothing, the Steering Committee isn’t doing its job.
On one SAP rollout, the Steering Committee met once a month. The project team flagged risks—broken approval workflows, incomplete testing, and missing training. Leadership said they’d “review it.” They never did. The project went live, and finance spent six months cleaning up the mess.
At another company, the Steering Committee met weekly and made real decisions. If testing revealed gaps, they reassigned resources. If a process wasn’t working, they fixed it. That project went live on time, fully tested, and with trained users who knew what to do. I’m sure that both these projects followed the best SAP Implementation strategies.
One committee led. The other just sat in meetings. The problem was not the strategy, it was the level of engagement by the leadership. In fact, I believe the leadership wasn’t engaged at the right level
Key Takeaways
Decisions need to happen in real-time. If your Steering Committee just listens to updates without acting, it’s not doing its job. A stalled decision today is a disaster later.
Meetings without action are useless. If the same issues come up every session and nothing gets fixed, leadership is failing. A good committee makes things happen, not just talks about them.
Accountability isn’t a suggestion. If no one owns a problem, it won’t get solved. The Steering Committee must assign responsibility and follow up. No excuses.
Projects don’t fail because of strategy—they fail because of weak leadership. A great plan means nothing if leadership won’t step in when needed.
Ignoring risks won’t make them disappear. When teams flag problems, leadership must address them. Hoping for the best is not a strategy.
Steering Committees should meet often enough to stay ahead of problems. Monthly meetings are too slow. Weekly or biweekly check-ins keep projects on track.
Budget and scope adjustments should be made early. Kicking the can down the road only makes things worse.
KPIs should drive discussions. If you don’t measure progress, you’re flying blind. Review real data, not just project updates.
If the project is stuck, leadership needs to fix it. That’s the job. No one else is coming to save it.
A strong Steering Committee is the difference between success and failure. It either clears obstacles or becomes one.
What is a Steering Committee in SAP Projects?
A Steering Committee makes the big calls in an SAP project. It’s made up of senior executives, business leaders, and key stakeholders who set priorities, approve changes, and remove roadblocks. If the project needs more budget, a deadline shift, or a decision on scope, this is the group that decides.
Additionally, the Project Management Institute emphasizes that lack of executive support—a key function of steering committees—is a common factor leading to project failure. Reference: Project Management Institute
If the Steering Committee does its job right, the project moves forward with fewer delays. If it doesn’t, teams get stuck in endless escalations, and problems pile up until they explode at go-live.
A good Steering Committee isn’t just there to listen to updates. It challenges assumptions, asks the tough questions, and makes sure teams aren’t just checking boxes—but actually delivering a system that works for the business.
I’ve worked on SAP projects where the Steering Committee barely showed up. Every major decision got delayed. Testing deadlines slipped. Business users weren’t trained on time. When go-live hit, chaos followed.
At another company, the Steering Committee met weekly and made real decisions. When the finance team raised concerns about a key workflow, leadership acted immediately. They assigned extra resources, adjusted the timeline, and ensured everything was tested properly. That project went live smoothly.
Key Functions of a Steering Committee
A Steering Committee isn’t there to sit through presentations and nod along. It makes decisions, sets priorities, and keeps an SAP project on track. When done right, it prevents bottlenecks, clears roadblocks, and ensures teams stay focused on real business goals.
Here’s what a Steering Committee actually does.
1. Approves Major Decisions
The project team handles daily work, but when something big comes up—like budget increases, scope changes, or deadline extensions—the Steering Committee makes the call.
Example: If finance suddenly needs a custom approval workflow that wasn’t planned, it’s not up to the project team to decide. The Steering Committee evaluates the impact, weighs the cost, and either greenlights it or shuts it down.
2. Removes Roadblocks
Teams get stuck. Maybe a department isn’t signing off on requirements. Maybe testing is delayed because key users are unavailable. The Steering Committee steps in and clears the road.
Example: On one project, HR kept delaying payroll testing because they were busy with year-end tasks. The Steering Committee reprioritized work and assigned backup testers. The project stayed on track instead of slipping for months.
3. Ensures Accountability
If no one owns an issue, it never gets fixed. A strong Steering Committee doesn’t let problems sit in limbo. They assign responsibility and demand follow-ups.
Example: If UAT is a mess and users aren’t testing properly, leadership doesn’t just watch. They hold managers accountable, making sure teams do their part.
4. Manages Risks Before They Turn into Disasters
Every project has risks. Some are obvious, like data migration issues. Others sneak up, like key team members leaving mid-project. A Steering Committee doesn’t wait for risks to become problems—they plan for them.
Example: In one SAP rollout, the Steering Committee saw that a vendor was struggling to deliver on time. Instead of hoping for the best, they lined up backup resources. When delays happened, the project didn’t stall.
5. Keeps the Business Engaged
An SAP project isn’t just an IT project. If business users aren’t involved, the system won’t meet real needs. The Steering Committee ensures departments stay engaged.
Example: On one project, the business thought IT would handle everything. The Steering Committee pushed department heads to participate, making sure the system was tested properly before go-live.
6. Approves Budget and Resource Allocation
Projects need money and people. The Steering Committee decides where to invest resources and when to say no.
Example: If testing needs more time, but extending deadlines will cost millions, they weigh the trade-offs and choose the best path—not just the cheapest one.
A Steering Committee that makes real decisions, holds teams accountable, and clears obstacles can make or break an SAP project. If it’s just sitting in meetings, expect problems. If it’s actually leading, things get done.
How to Select Steering Committee Members by Project Size?
The size of your SAP project determines who should be on the Steering Committee. Too many people? Decisions drag. Too few? Critical voices get left out.
Small Projects (Under $0.5M, Single Department): Keep it lean—3-5 members. The department head, IT lead, and a finance rep are enough. Example: A small HR payroll upgrade doesn’t need the CFO in every meeting.
Medium Projects ($0.5M-$5M, Multi-Department): 5-8 members. Include business leads from each affected department, IT leadership, and a finance rep. If multiple teams rely on the system, their voices need to be heard.
Large Projects (above $10M+, Enterprise-Wide): 8-12 members. Senior executives from finance, HR, operations, and IT must be involved. If the system touches everything, leadership needs to steer it.
Choose wisely—bad Steering Committees slow everything down.
Defining the Steering Committee based on Project Size
| Project Size | Description | Users Impacted | Budget | Timeline |
|---|---|---|---|---|
| Small Projects |
|
10–50 | <$500,000 | 3–6 months |
| Medium Projects |
|
50–500 | $500,000–$5M | 6–12 months |
| Large Projects |
|
500+ | >$5M | 12+ months |
How should Steering Committee Composition Vary by Project Complexity?
Defining the Steering Committee based on Project Size
| Role/Position | Small Project | Medium Project | Large Project |
|---|---|---|---|
| Executive Sponsor (C-Suite) | Optional: CEO, CFO, or CIO if high impact | Required: CFO or CIO for strategic oversight | Essential: CEO, CFO, and CIO for enterprise alignment |
| Project Sponsor | Functional Head (e.g., Finance or Operations) | Senior Leader from impacted functions | Senior VP or Director overseeing multiple functions |
| Department Heads | 1-2 heads from impacted departments | 3-5 heads representing critical business areas | All department heads representing core and support functions |
| IT Lead | Senior IT Manager | IT Director | CIO or IT Steering representative |
| External Consultant | Optional | Recommended | Required for independent validation and expertise |
| Compliance/Legal Advisor | Optional based on industry needs | Recommended for compliance-heavy projects | Essential for industries with strict regulations |
| End-User Representative | 1 key user | 2-3 key users from critical departments | Representatives from all major business units |
| Finance Representative | Optional unless budgets are impacted | Required for cost control | Essential for organizational budget alignment |
| HR Representative | Optional unless HR is directly impacted | Recommended for cross-functional projects | Required for HR/payroll-impacting projects |
| Change Management Lead | Optional for less impactful projects | Recommended for cross-department alignment | Essential for enterprise-wide adoption |
Selecting the right Steering Committee members ensures that the project has the leadership and expertise required for success, regardless of its size. Prioritize committed individuals who can provide strategic oversight and make timely decisions to keep the project on track.
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How Will the Steering Committee Make Decisions?
A Steering Committee makes the big calls that keep an SAP project on track. If it works well, decisions are clear, quick, and based on real data. If it doesn’t, you get endless debates, delayed actions, and a project that drifts until it crashes.
1. Decisions Must Be Based on Facts, Not Opinions
Bad Steering Committees waste time on long discussions without real data. A strong one demands facts before making a call.
Example: If IT says a process change will add three months to the timeline, but the business insists it’s “quick,” the committee looks at actual effort estimates, dependencies, and test results before deciding.
2. Decision-Making Process
- For Business-Critical Decisions: The committee listens to input from the project team, weighs business impact, and agrees on the best path. Example: If finance needs a complex new reporting function, the committee checks if it’s worth the cost before signing off.
- For Risk and Issue Resolution: When teams hit a roadblock, the committee steps in. Example: If UAT is stalled because key users aren’t available, leadership orders department heads to assign resources—no excuses.
- For Budget Approvals: If the project needs extra funding, the Steering Committee ensures the numbers justify the cost. Example: If extending the project by three months costs an extra $2M, the committee weighs it against business impact.
3. Speed Matters—No “We’ll Get Back to You”
A weak Steering Committee kicks decisions down the road. A strong one makes the call in the meeting.
Example: On one SAP project, a Steering Committee met every two weeks but never decided anything on the spot. Issues piled up, and by the time decisions were made, it was too late. Another project had a Steering Committee that made calls in real-time—those meetings actually solved problems.
4. Who Gets the Final Say?
The Steering Committee has the authority to:
- Approve or deny budget changes, scope expansions, and major risks.
- Overrule department leads if the project is at risk.
- Demand accountability when things go wrong.
A strong Steering Committee isn’t just helpful—it’s essential. By aligning goals, overseeing milestones, and addressing risks, they ensure your SAP implementation delivers real value.
What Authority Does the Steering Committee Have Over the Project?
The Steering Committee isn’t there to approve coffee orders. It decides budget, scope, priorities, and risk management. If something big needs to change, this is the group that makes the call.
1. Budget Authority
If an SAP project needs more money, it doesn’t happen without the Steering Committee’s approval.
Example: Let’s say testing uncovers a critical security issue that requires an extra $500K to fix. The project team can’t just spend the money—they escalate it. The Steering Committee decides whether to approve the cost or find another solution.
2. Scope Control
Scope creep kills projects. A Steering Committee makes sure only necessary changes get approved.
Example: A department suddenly asks for 20 extra reports that weren’t in the original plan. The Steering Committee steps in and asks:
- Do we really need this now?
- Does it fit the budget and timeline?
- Will it add value, or is this just nice-to-have?
If it’s essential, they approve it. If it’s not, they reject it and keep the project moving.
3. Resolving Roadblocks
Steering Committees don’t just listen to problems—they remove them.
Example: If finance isn’t signing off on a key integration because of internal delays, the Steering Committee calls leadership and forces a resolution. No more waiting around.
4. Holding Teams Accountable
If a project milestone slips, the Steering Committee asks why and demands action.
Example: If user training is behind schedule, they don’t accept excuses. They tell leadership to free up resources, so things get back on track.
5. Final Go/No-Go Decision
The project doesn’t go live until the Steering Committee approves it. If testing isn’t done, training isn’t complete, or major risks exist, they can push back go-live—even if teams want to rush ahead.
How to Set Up an Effective Steering Committee for SAP Projects?
A Steering Committee should not be a group that listens to updates—it controls budget, scope, and risk. If it’s set up wrong, expect decisions to drag, problems to pile up, and leadership that “reviews” but never acts.
Here’s how to build a Steering Committee that actually works.
1. Pick the Right People
You don’t need a room full of executives who nod through meetings and say, “Let’s circle back.” You need leaders with the authority to make real decisions.
Example:
An SAP project I worked on had a Steering Committee full of VPs who had to “check with their teams” before making a call. Weeks passed, but nothing moved forward. On another project, the Steering Committee had department heads who could approve changes on the spot. That project stayed on schedule.
Who should be in?
- Project Sponsor: The executive who owns the project and signs off on major changes.
- Finance Lead: Controls the budget and approves extra costs.
- IT Director: Ensures system decisions align with the company’s tech strategy.
- Key Business Leaders: Operations, HR, or Procurement—whoever relies on SAP the most.
If a Steering Committee member can’t approve spending, reallocate resources, or resolve issues, they don’t belong on the committee.
2. Define Clear Responsibilities
A weak Steering Committee “advises.” A strong one decides. Their job is to:
✅ Approve budgets and scope changes.
✅ Remove roadblocks when teams get stuck.
✅ Hold project teams accountable for timelines.
Example:
An SAP implementation was falling behind because finance wouldn’t release testing resources. The Steering Committee forced a decision—either finance assigned testers immediately, or the project would be delayed (which cost more). The testers were assigned the next day.
If a decision keeps getting pushed to the next meeting, the committee isn’t doing its job.
3. Set the Right Meeting Cadence
- Small projects: Monthly meetings.
- Mid-size projects: Every two weeks.
- Large, high-risk projects: Weekly meetings.
If issues aren’t getting resolved fast enough, increase meeting frequency.
Example:
On a $50M SAP implementation, the Steering Committee met weekly because delays were expensive. Every issue got assigned an owner, and every decision was made immediately. That project went live on time and under budget. Another project with monthly meetings? It fell six months behind.
4. Track Actions and KPIs, Not Just Discussions
Every meeting should result in clear decisions. Keep a running list of:
- What was decided
- Who is responsible
- When it will be done
- If the same issue appears in multiple meetings, leadership is failing.
Example:
A Steering Committee kept hearing about data migration delays, but no one was assigned to fix it. Three months later, the issue exploded at go-live. A strong committee would’ve assigned ownership and solved it early.
5. Foster Collaboration Between Stakeholders and Project Teams
Collaboration is the glue between leadership and execution. The Steering Committee can’t operate in silos. Open communication keeps strategy and execution aligned.
Example:
In a public sector SAP project, the Steering Committee hosted quarterly town halls where project teams presented progress and challenges. This built trust and gave leadership real insight into on-ground issues.
Tip: Encourage two-way feedback. While the committee provides direction, project teams should feel safe calling out risks and proposing solutions.
6. Track Key Performance Indicators (KPIs)
If you don’t measure it, you can’t improve it. The Steering Committee should regularly review KPIs to see if the project is actually delivering value.
Key KPIs:
📌 Budget adherence: Are we staying within approved costs?
📌 Milestone completion: Are critical deadlines being met?
📌 Defect rate: How many issues are slipping through testing?
📌 User adoption: Are business teams actually using the system?
Example:
On one SAP project, leadership assumed everything was fine—until go-live. Users couldn’t complete basic transactions because training was rushed.
If the Steering Committee had tracked user readiness KPIs, they would have caught the issue early. So what did they do? they approved an additional $5,000 for training and placed the project manager under warning!
Decisions should be based on data. KPIs help to showcase where the project is failing. You can read more about ERP Implementation KPIs in my other blog post.
An SAP project doesn’t fail because of bad software. It fails when leadership avoids hard decisions. A strong Steering Committee clears roadblocks, makes tough calls, and keeps things moving. If it’s just there for status updates, it’s useless.
Want to dive deeper into stakeholder management? Read my blog: Stakeholder Management Strategy That Drives Success.
Challenges a Steering Committee Faces in SAP or ERP Projects
A Steering Committee should drive decisions and clear roadblocks in an SAP or ERP project. But in reality, things don’t always go smoothly. Leadership might avoid tough calls, key stakeholders might be missing from the table, and meetings might turn into status updates instead of action plans.
Here’s what typically goes wrong:
1. Managing Conflicting Priorities Across Departments
Every department wants something different. Finance pushes for cost control, HR wants a smooth employee experience, IT cares about security, and operations just wants things to work without slowing down business. If the Steering Committee can’t align these priorities, the project turns into a political battlefield.
Example: On an SAP rollout, IT pushed for strict system controls, but the sales team complained they were slowing down customer orders. Neither side wanted to budge. The Steering Committee let the fight drag on for months instead of stepping in to balance security and efficiency.
Fix: The Steering Committee must set project-wide priorities early. If one department’s needs start delaying the whole project, leadership needs to make a call and move forward.
2. Balancing Strategic Oversight with Operational Details
A Steering Committee shouldn’t micromanage teams, but it also can’t sit too far back. If it only focuses on high-level strategy, critical project issues get ignored. If it dives into operational details, leadership gets stuck reviewing minor workflow changes instead of making big-picture decisions.
Example: On one SAP project, the Steering Committee spent hours debating the color scheme of a dashboard but ignored major concerns about testing delays and data accuracy. The system went live, looked great, but failed basic transaction processing.
Fix: Leadership should focus on major risks, budget decisions, and business impact—not minor system tweaks. If the Steering Committee is discussing screen layouts instead of project risks, it’s failing.
3. Delayed Decision-Making
A Steering Committee that can’t make timely decisions kills projects. If budget approvals take weeks or no one decides whether a feature is in or out, the project stalls.
Example: On one SAP project, the team raised a critical issue about data migration gaps. The Steering Committee promised to “review it” but didn’t make a call. By go-live, bad data had corrupted key transactions, and the business had to manually correct thousands of records. A quick decision could have saved months of cleanup.
Fix: Set strict deadlines for decisions. If an issue is raised, leadership must resolve it in that meeting or within 48 hours.
4. Lack of Accountability
If no one owns the problem, it won’t get solved. A weak Steering Committee lets teams pass blame instead of fixing issues.
Example: On a finance ERP rollout, testing was behind schedule. The Steering Committee kept hearing about delays but didn’t assign ownership. The project went live without proper testing, and month-end closing took five times longer than expected.
Fix: Every issue raised in a meeting needs a clear owner and deadline. If a problem keeps showing up in meetings with no action, leadership is failing.
5. Poor Communication Between Business and IT
IT talks about configurations, customizations, and security. The business cares about transactions, reports, and user experience. If the Steering Committee can’t bridge this gap, misalignment wrecks the project.
Example: A company rolled out a new procurement system in SAP. IT focused on system stability but never involved end users. When it launched, the purchasing team couldn’t complete basic workflows. The Steering Committee had to step in after go-live to fix what should have been caught in testing.
Fix: The Steering Committee must force collaboration between business and IT—early and often. If one side is dominating the discussion, the project is at risk.
6. Scope Creep and Unrealistic Expectations
Departments often see an SAP project as their chance to ask for everything. If the Steering Committee doesn’t control scope, costs explode, and timelines stretch indefinitely.
Example: On a payroll project, HR kept requesting new pay rule configurations months after development started. The Steering Committee kept approving them, adding millions in extra work. The system went live late and over budget.
Fix: If new requirements come in, they must go through a formal approval process with impact analysis. If the Steering Committee approves every request without question, it’s not managing scope—it’s just saying yes to everything.
Final Thought
A weak Steering Committee avoids hard decisions and lets the project drift. A strong one pushes for accountability, demands action, and keeps everything moving. If leadership isn’t solving problems, it is the problem.
Interesting Insights for your SAP ERP Implementation Team
Innovations to Bring to Your Steering Committee
If your Steering Committee meetings feel like a waste of time, they probably are. Long discussions with no decisions, outdated reports, and the same roadblocks popping up over and over? That’s a leadership issue.
The Steering Committee should be a powerhouse of action, not a status update club. Here’s how to bring real innovations to the table.
1. Use SAP Solution Manager or MS Project for Real-Time Reporting
Steering Committees shouldn’t rely on outdated PowerPoint slides. SAP Solution Manager or MS Project can provide live insights into project status.
How it Helps:
- Tracks milestone progress, defect resolution, and resource utilization in real time.
- Automates reporting, saving time and reducing errors.
- Flags risks early, so the committee can step in before things go south.
Example: A logistics company used Solution Manager to monitor testing phases. By tracking defect resolution rates, they knew exactly when to approve the next phase. No guessing. No delays.
✅ Fix: Forget about PowerPoint. Use real-time dashboards that show Steering Committees exactly where the project stands.
2. Use Microsoft Teams or Slack for Quick Decisions
Steering Committees that rely on monthly meetings for critical decisions are setting themselves up for failure. Important calls need to happen fast.
How it Helps:
- Enables quick decision-making without waiting for the next meeting.
- Ensures key updates don’t get lost in emails.
- Allows document sharing so everyone has the latest reports.
Example: During a global SAP rollout, a retail chain’s Steering Committee used Microsoft Teams for bi-weekly virtual check-ins. This kept decisions moving, even across different time zones.
✅ Fix: Create dedicated chat channels where urgent issues get resolved in real time.
3. Track Decisions with Project Management Tools
Biggest Steering Committee mistake? Decisions get made, but no one follows up. Tools like Jira, Asana, or Trello fix that.
How it Helps:
- Logs every decision with an owner and a deadline.
- Tracks status of critical tasks tied to SAP project milestones.
- Keeps everything in one place, reducing miscommunication.
Example: A manufacturing company used Jira to track Steering Committee action items. When Finance needed approval for a system configuration, the decision was logged and tracked. No more “I thought someone else handled it.”
✅ Fix: If a decision is made, assign it, track it, and follow up.
4. Rotate Ownership of Key Topics
Most Steering Committees rely on the same 2-3 voices for every decision. Meanwhile, other members just sit through the meetings.
How it Helps:
- Increases accountability across different business units.
- Makes meetings more productive by engaging all stakeholders.
- Ensures a broader perspective in decision-making.
Example: One company made Finance own risk management for a month, while HR handled employee training for SAP. This forced departments to take ownership rather than wait for IT to handle everything.
✅ Fix: Rotate responsibility for major topics across different business units.
5. Involve End Users in Select Meetings
Steering Committees often make decisions that sound great on paper but don’t work in real life. Bringing in actual system users fixes this.
How it Helps:
- Ensures leadership decisions align with reality.
- Helps committees spot workflow issues early.
- Makes user adoption smoother by addressing concerns upfront.
Example: In an SAP implementation for a logistics firm, warehouse staff were never consulted. When the system launched, their workflows didn’t match. The project collapsed post-go-live.
✅ Fix: Invite key end users every few meetings to give real feedback.
6. Set a 48-Hour Rule for Decisions
Some Steering Committees take weeks to approve simple decisions. That kills momentum.
How it Helps:
- Prevents unnecessary delays.
- Forces the committee to act instead of “advising”.
- Keeps projects moving on schedule.
Example: One ERP project was stopped for four weeks over a simple question—should they add another testing cycle? Meanwhile, another project enforced a 48-hour rule for approvals. That project went live on time. The other? Delayed six months.
✅ Fix: If a decision isn’t made within 48 hours, escalate it. No dragging things out.
Your Steering Committee should be solving problems, not just reviewing them. If meetings feel pointless, change the way they work. Faster decisions, better data, and real accountability turn a weak Steering Committee into a project powerhouse.
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Conclusion
A Steering Committee isn’t just a formality—it’s the difference between a project that moves forward and one that drags for months, burning cash along the way. If your Steering Committee isn’t making decisions, holding teams accountable, and fixing roadblocks, it’s not doing its job.
I’ve seen committees that meet once a month, listen to reports, and then say, “Let’s discuss this in the next session.” Meanwhile, the project stalls, deadlines slip, and teams are left guessing. On the other hand, I’ve worked with Steering Committees that own their role. They meet weekly, make decisions on the spot, and adjust priorities when needed. Those projects don’t just finish—they finish right.
If your committee isn’t adding value, change it. Get rid of endless status updates and focus on real discussions. Use tools like SAP Solution Manager for real-time reporting, project management platforms for tracking decisions, and communication tools like Microsoft Teams to remove bottlenecks. And if someone isn’t showing up or engaging, replace them. A Steering Committee should be made up of people willing to make the tough calls—not just attend meetings.
Now, I’d love to hear from you. Have you been part of a Steering Committee that actually worked? Or have you sat through endless meetings where nothing got done? What’s been your biggest challenge in getting leadership to step up? Drop a comment and share your experience. Let’s talk about what works—and what doesn’t.
Frequently Asked Questions
1. What is the role of a steering committee?
A steering committee plays a pivotal role in ensuring the success of an SAP project by providing strategic oversight and guidance. It ensures the project aligns with the organization’s goals and delivers value. The committee is responsible for making high-level decisions on scope, budget, and timelines, while also resolving critical issues that arise during the implementation.
Responsibilities:
- Scope Decisions: Define and approve the project’s scope to ensure it meets business needs.
- Budget Oversight: Monitor expenditures and approve adjustments when necessary.
- Timelines: Ensure project milestones are met and address delays promptly.
- Risk Management: Identify and mitigate project risks that could impact success.
Example:
During an SAP S/4HANA implementation for a manufacturing company, a steering committee identified a regulatory compliance gap. To address this, they approved changes to the project scope to include a module for compliance reporting. This decision required reallocating funds from less critical areas and adjusting the timeline. The steering committee’s intervention ensured the project not only met operational needs but also adhered to legal requirements.
By maintaining a high-level focus, the steering committee ensures the project delivers long-term value, mitigates risks, and meets the organization’s strategic objectives.
2. Who are the members of the steering committee?
The steering committee includes key stakeholders who provide strategic guidance and ensure the project meets its objectives. Each member brings specific expertise to address different aspects of the SAP project.
Key Members:
- Project Sponsor: Provides executive oversight, ensuring the project aligns with business goals and secures necessary resources.
- Department Heads: Represent their areas (e.g., finance, HR, supply chain) to ensure the system meets operational needs.
- IT Leads: Oversee technical aspects, ensuring system configurations, integrations, and infrastructure are in place.
- External Consultants: Bring specialized SAP knowledge to guide decisions and address complex challenges.
Example:
During an SAP rollout for a logistics company, the finance department head participated in the steering committee to ensure the system supported real-time financial reporting. Meanwhile, the IT lead monitored technical readiness, including database migration and system integration. When the project team faced issues with aligning the new system with tax compliance requirements, the external SAP consultant provided guidance to resolve the challenge effectively.
By involving diverse stakeholders, the steering committee ensures every aspect of the project is considered, from strategic alignment to technical execution, leading to a more robust and successful implementation.
3. What is the difference between a committee and a steering committee?
A general committee addresses broad organizational topics and long-term strategies, often covering multiple areas of interest. In contrast, a steering committee has a focused mandate to guide specific projects, such as an SAP implementation. The steering committee’s primary role is to provide oversight, make high-level decisions, and ensure the project aligns with organizational goals.
Key Differences:
- Scope: A general committee focuses on broader organizational matters, while a steering committee is project-specific.
- Decision-Making: Steering committees have authority to approve changes in project scope, budget, and timelines.
- Members: Steering committees often include project-specific stakeholders, such as sponsors, department heads, and technical leads.
Example:
A general committee at a retail company may discuss organizational growth strategies, such as expanding into new markets. Meanwhile, the steering committee for an SAP S/4HANA implementation focuses on meeting milestones like system integration and data migration. If the implementation team encounters a delay in testing, the steering committee steps in to approve timeline adjustments and allocate additional resources, ensuring the project stays on track.
This focused approach allows steering committees to address project-specific challenges effectively, enabling smoother execution and better alignment with organizational objectives.
4. What is a PMO steering committee?
A PMO (Project Management Office) steering committee ensures effective governance of projects by providing oversight and strategic guidance. It focuses on aligning project management practices with organizational goals, ensuring consistency across projects, and resolving escalated issues. The committee also oversees project frameworks, manages resource allocation, and monitors compliance with methodologies.
Responsibilities:
- Ensure adherence to project management standards, such as SAP Activate.
- Allocate resources across concurrent projects.
- Address and resolve escalated issues impacting project timelines or budgets.
Example:
In an SAP rollout for a multinational corporation, the PMO steering committee ensured all teams followed the SAP Activate methodology. When resource conflicts arose between the finance and logistics modules, the committee prioritized resource allocation to critical areas and adjusted timelines to prevent delays. They also provided support by reviewing project risks and approving mitigation plans to maintain project momentum.
By standardizing practices and addressing strategic challenges, the PMO steering committee helps ensure that SAP implementations and other projects deliver consistent and successful outcomes.
5. What are the responsibilities of a steering committee?
A steering committee plays a vital role in the success of an SAP project by providing strategic oversight and ensuring alignment with organizational objectives. Its key responsibilities include:
Defining Project Goals: Establish clear objectives to guide the project and align it with business priorities.
Monitoring Progress: Track milestones, deliverables, and overall project health to ensure timelines are met.
Resolving Escalations: Address critical issues or delays raised by the project team, making timely decisions to keep the project on track.
Approving Budget Adjustments: Review and approve changes to the budget as necessary to accommodate project demands.
Ensuring Compliance: Verify that the project adheres to organizational policies, regulatory requirements, and quality standards.
Example:
In an SAP implementation for a retail company, the steering committee faced delays in data migration due to incomplete legacy data. To resolve the issue, they approved reallocating resources to the data migration team and hired external vendor support. This intervention minimized the delay and ensured the project remained aligned with its timeline.
By fulfilling these responsibilities, the steering committee ensures the project is well-governed, efficient, and aligned with business objectives.
6. What are five functions of a steering committee?
A steering committee ensures the success of an SAP project through five critical functions:
Strategic Oversight: Ensures the project aligns with business goals and delivers value.
- Example: Validating that an SAP rollout supports long-term business objectives like real-time financial reporting.
Budget Management: Reviews and approves expenditures to ensure efficient resource allocation.
- Example: Approving additional funding for unexpected licensing costs during implementation.
Risk Management: Identifies potential risks and ensures mitigation strategies are in place.
- Example: Reallocating resources to address delays in system integration.
Decision-Making: Resolves conflicts and approves significant changes to scope, timeline, or budget.
- Example: Deciding to postpone deployment to accommodate additional testing.
Progress Monitoring: Tracks milestones and ensures deliverables meet quality standards.
- Example: Ensuring that user acceptance testing is completed before the go-live phase.
By performing these functions, the steering committee provides strategic guidance and ensures the SAP project stays on track, mitigating risks and meeting organizational goals.
7. How are steering committee meetings structured?
Steering committee meetings are organized to ensure productive discussions and effective decision-making. They follow a structured agenda to maintain focus and address critical aspects of the project:
Review Project Status: Begin by providing updates on milestones, deliverables, and overall progress.
- Example: Discuss the completion of system configuration and readiness for testing.
Discuss Escalated Issues: Address unresolved challenges that require higher-level intervention.
- Example: Review delays in data migration and decide on resource reallocation to resolve them.
Approve Key Decisions: Make strategic calls on scope, budget, or timeline adjustments.
- Example: Approve extending the timeline to include additional training for end-users.
Evaluate Risk Management Plans: Review current risks and proposed mitigation strategies.
- Example: Evaluate backup strategies for critical data during the go-live phase.
By following this structure, steering committee meetings ensure alignment across teams, resolve key challenges, and maintain the project’s momentum.
8. What is the role of a steering committee in project management?
In project management, a steering committee provides strategic guidance and ensures the project aligns with organizational objectives. It oversees progress, maintains budgets, and ensures timelines are met. The committee also approves significant changes to scope or deliverables and resolves conflicts that may arise during execution.
Key Responsibilities:
- Align project goals with business priorities.
- Monitor budget utilization and timelines.
- Make high-level decisions on critical issues.
- Address and mitigate risks.
Example:
During an SAP implementation, the steering committee approved integrating a new CRM system when evolving business needs required seamless customer data flow. This decision ensured the project continued to support organizational goals and addressed new requirements without delaying the overall timeline.
By offering oversight and direction, the steering committee ensures projects stay focused, on track, and aligned with strategic goals.
9. What is the structure of a steering committee?
A steering committee has a defined structure to ensure effective decision-making and oversight. Each role within the committee contributes to its functionality and success:
Chairperson: Leads meetings, sets the agenda, and facilitates discussions.
- Example: The chairperson ensures meetings stay focused on resolving escalated issues during an SAP project.
Members: Key stakeholders, including sponsors, department heads, and IT leads, provide insights and expertise relevant to their areas.
- Example: An SAP steering committee might include the finance lead to oversee budgeting and a logistics head to address supply chain requirements.
Secretary: Records meeting minutes, tracks action items, and ensures follow-ups on decisions.
- Example: The secretary documents a decision to allocate additional resources for user training.
This structure ensures that the committee effectively addresses cross-functional requirements, resolves challenges, and provides clear direction for the project.
10. What should be included in a steering committee agenda?
A steering committee agenda is structured to facilitate productive discussions and efficient decision-making. It ensures all critical areas of the project are addressed.
Status Updates: Provide a summary of progress on key deliverables and milestones.
- Example: Updates on the completion of data migration or system testing during an SAP implementation.
Escalated Issues: Discuss unresolved challenges and present proposed solutions for approval.
- Example: Address delays in user acceptance testing and approve additional resources to resolve them.
Financial Review: Assess the budget, monitor expenditures, and approve necessary adjustments.
- Example: Approve additional funds for extended vendor support during integration testing.
Risk Management: Evaluate current risks and review mitigation strategies.
- Example: Discuss contingency plans for unexpected downtime during go-live.
This agenda keeps the committee focused, enabling timely decisions that drive project success.
11. Who is the head of the steering committee?
The steering committee is typically led by an executive sponsor or a senior leader with a strong stake in the project’s success. This person is usually from top management, such as a Chief Information Officer (CIO), Chief Financial Officer (CFO), or a business unit leader, depending on the project’s focus.
Their role is to provide strategic direction, ensure alignment with business goals, and act as the primary link between the project team and executive leadership. The head of the committee is responsible for driving decisions, resolving critical issues, and ensuring stakeholder commitment throughout the project.
12. What is the difference between an advisory and a steering committee?
An advisory committee provides expert guidance and recommendations to support decision-making but does not have direct authority over the project. It consists of subject matter experts who offer insights based on their experience, helping project teams identify risks and opportunities.
A steering committee, on the other hand, has decision-making authority and is responsible for overseeing the project’s progress, approving major changes, and ensuring alignment with business objectives. It includes senior stakeholders who are accountable for the project’s success, focusing on strategy, budget, and resource allocation.
While both play important roles, the steering committee makes key decisions, whereas the advisory committee offers support and expertise.
13. What is a PMO steering committee?
A PMO (Project Management Office) steering committee is a group of senior stakeholders responsible for overseeing and guiding multiple projects managed by the PMO. It ensures that projects align with business goals, resources are effectively allocated, and risks are addressed.
The committee provides strategic direction, approves major project decisions, and monitors overall portfolio performance. Members typically include executives, department heads, and key stakeholders who review project progress, resolve conflicts, and ensure that project outcomes meet organizational objectives.
By offering governance and oversight, the PMO steering committee helps drive project success and ensures accountability across the organization.
14. What is the agenda of the steering committee?
A steering committee agenda focuses on strategic oversight and decision-making to keep a project on track. Typical agenda items include:
- Project Updates: Reviewing progress against milestones, timelines, and budgets.
- Key Decisions: Addressing critical issues that require executive input.
- Risk Management: Identifying potential risks and discussing mitigation plans.
- Resource Allocation: Evaluating staffing, budget adjustments, and resource needs.
- Stakeholder Feedback: Reviewing concerns or input from key stakeholders.
- Next Steps: Defining actions, responsibilities, and timelines for upcoming phases.
A well-structured agenda ensures productive meetings and effective project governance.
15. What is the RACI for the steering committee?
A RACI matrix helps define the roles and responsibilities of the steering committee in relation to project activities. It clarifies who is Responsible, Accountable, Consulted, and Informed across key project areas.
- Responsible (R): The project manager and team handle day-to-day execution.
- Accountable (A): The steering committee ensures project alignment with business goals and approves key decisions.
- Consulted (C): The committee provides input on strategic matters, risk management, and resource allocation.
- Informed (I): The committee receives regular project updates and reports to monitor progress.
The steering committee primarily falls under Accountable and Consulted, ensuring oversight without managing daily operations.
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