ABSTRACT
Systems integration implicates far more than legacy systems and new "go to" technologies and affects more than the traditional information management and technology (IM&T) organization. Reengineering and systems integration efforts extend into the very culture and structure of the enterprise and must be managed formally. This chapter discusses the strengths and weaknesses of traditional project management methods and provides a new framework for managing the systems integration project. A starting point for managing systems integration projects requires a definition for project management. An effective and functional project team is paramount to the success of any integration effort. The organization structure for the integration and reengineering effort should be diamond-shaped rather than hierarchical. This structure is flatter and more conducive to the simultaneous coordination of many specialty teams and helps to create a more seamless communication flow among teams and individual team members.
