Integration Project Manager’s Role in DD
- This topic has 8 replies, 9 voices, and was last updated 5 months ago by
.
-
Posts
-
What do you think the project manager for post-acquisition integration be? Should they have a larger role beyond being a participant to learn about potential challenges?
During the DD phase, the onboarding of an Integration PM, is very beneficial to ensure they’re well acclimated to the strategy, the target, target & integration risks. Also, they can start to formulate a draft integration plan in the later phases of due diligence. I view their involvement during DD as being maybe 20% of their time and growing as the project heads towards a DD report out, and there aren’t major issues. Setting up a Integration Management Office (IMO), structuring the project, etc will take some time and can be started during the later phases of DD. On the flip-side, I have been irritated when a PMO wants to go full bore on integration planning, and we haven’t got line of sight to a definitive agreement (especially vulnerable in an auction – transactional deal). A lot of work effort can be wasted when the deal really is uncertain.
I think the PM’s role has traditionally been a participant to learn about potential challenges. Instead of just being a fly on the wall to soak up info about potential issues, they should be more hands-on. They’ve got experience managing post-acquisition integrations, so they can offer some real valuable insights. Taking a more proactive approach can really help smooth out the whole integration process later on.
The project manager for post-acquisition integration is essential for navigating the myriad challenges that mergers bring about. Their role not only involves managing logistical and operational aspects but also extends to upholding the vision and values of the newly formed entity. Effective project management is critical to transforming the strategic vision of the merger into a successful operational reality, making this role indispensable in any significant merger or acquisition scenario.
The integration manager is in a great position to identify challenges post-merger. Some major conflicts that I’ve experienced are data storage and data management. Often there are no detailed and documented protocols to each group of data within each department. DD is a phase where solutions can be implemented on at least 1 organizations side to make the future transaction and integration much more efficient.
This information could also affect the pricing of the transaction based on what changes each side is open to making before the deal.
I believe that the project manager (PM) should start preparing the acquisition timelines and defining the project risks in accordance with due diligence results and synergy assessment. They should also coordinate with all functions to establish the integration plan. Furthermore, the project manager should undertake various planning activities such as risk management planning, project charter, etc.
The role of the project manager is critical to the success of the project. They must ensure that all necessary work is completed within the designated Key Performance Indicators (KPIs).
The project manager must provide strong leadership and coordination throughout the integration process, overseeing tasks, aligning with the integration strategy, and keeping the project on track.
Acting as a central point of contact, the project manager communicates integration plans, addresses concerns, and manages expectations among various stakeholders, including senior leadership, employees, customers, and external partners.
The project manager is responsible for problem-solving, decision-making, risk management, and leading change management efforts, ensuring the integration progresses smoothly despite challenges and effectively managing transitions for employees.Definitely yes, the PMI should indeed have a significant and proactive role since the early stages of the acquisition, by taking charge of planning, coordination, communication, cultural integration, performance and reporting and issue / risk mitigation. The PMI being integrated since the early acquisition stages will help to ensure a smooth and successful integration, maximizing the acquisition value and minimizing operational disruptions. this is critical to address potential challenges and achieving the strategic goals of the NewCo.
I think it is important to include PMI project managers early in the process (during DD).
When involving the PMI team, it becomes easier to prepare the integration and to discover hurdles early in the process and make sure the knowledge is transferred from DD to PMI to successfully integrate the NewCo.
- You must be logged in to reply to this topic.
