勞氣

自問EQ有番咁上下, 今天也不禁勞氣...
the system replacement project has been a global project and finally it's going to be implemented to HK. It's the first priority among all the initiatives because of its coverage and schedule from the Group...
one of my projects is on financial supply chain (FSC) transformation, which includes model review, structure review, process reengineering and definitely R&R changes. Obviously, there are overlaps in the two projects.
and here comes the sponsor from the other side, who first wants to put her people in my project team and put me in her project team so that the two projects align; and then she wants me to have the system expert to attend my coming 2-day workshop on end-to-end walkthrough and improvement brainstorming workshop!
now, if every project that has to align with other projects need to put a team member/project manager into the other teams, any one team member will have to be in multiple projects... the project team will then be used to deal with cross-project issues while no one will be doing the real project work for each individual project.
and then, brainstorming workshop is to come up with ideas and suggestions without constraints. why will i need an ERP expert to tell me what works or doesn't work during a brainstorming workshop??? that should be done during feasibility study!
a function's transformation should never be system-driven, or even process driven... it should be strategy -> core competencies -> model-driven... without even the core competencies defined, what are they trying to achieve???