MOA / MOE: how are roles divided on an information system implementation project?

Project governance almost systematically requires a steering committee. During the construction and the realization of an IT project, it is necessary to be able to clearly define the objectives and the means necessary to reach them. From this point of view, two roles are essential for the success of this type of project: that of the project owner(MOA) and the project manager(MOE). Two positions that are sometimes confused, but which have different, yet complementary, responsibilities.

Who is the MOA and what are its responsibilities?

The MOA project manager, otherwise known as the strategic pilot, represents the project customer. In general, it belongs either to the teams of the customer who purchases the IS, or to the firm to which the MOA is delegated. Its objective is to obtain a final product that is as close as possible to the customer’s expectations. To help him achieve this, he is allocated a number of functions, the main ones being :

• drawing up functional specifications,
• the choice of project manager,
• project management,
• validation of functional acceptance,
• sometimes the accompaniment of change is delegated to him.

The functions of the MOA

Responsible for structuring the project, the MOA performs several essential functions, such as :

• determine overall project objectives,
• estimate and allocate a budget for the project,
• decide on the project delivery date,
• lead committees and meetings,
• validate each step of the development.

The concrete activity of the project owner

The project owner manages the project throughout its implementation. As the authority representing the client, it is up to him to validate all the development stages so that the final product is as close as possible to the objectives set. That’s why he’s also involved in product acceptance testing, as well as the various tests and trials.

The project owner is also responsible for drawing up functional specifications in collaboration with the project manager. As it involves many technical details, this document needs to be drawn up with an expert to be as accurate as possible.

In carrying out his day-to-day tasks, the project owner can call on the help of an AMOA or AMO (assistance à maîtrise d’ouvrage). The latter assists him in making technical choices and allows him to express his needs as accurately as possible to the project manager.

When the MOA lacks resources or technical expertise:

In carrying out his tasks, the project owner can call on the services of an AMOA. The latter assists him in making overly technical choices, and enables him to express his needs as precisely as possible to the project manager.

It’s a particularly useful lever when in-house teams don’t have the bandwidth or expertise to fully assume this role on a complex project.

Who is the EOM and what are its responsibilities?

The project manager is responsible for the design and technical implementation of the project. He or she translates the needs expressed by the project owner into concrete, operational solutions, choosing the appropriate technologies and managing the development teams.

Its main responsibilities are :

• Technical architecture design
• Solution development, integration and deployment
• Management of technical teams (developers, architects, testers)
• Guaranteeing the quality and conformity of deliverables
• Technical risk management
• Documentation and post-deployment maintenance

The importance of collaboration between the project owner and the project manager in the conduct of a project

The success of a project is therefore strongly linked to the relationship between the project manager and the project owner. The project manager must listen to the client, of course, but never lose sight of the feasibility of the objectives he imposes on the development teams. He must also listen to the project manager, particularly when it comes to creating specifications.

It is essential that these two major players in the project are fully aware of and respect the limits of their respective responsibilities. Thus, a project owner should never impose a solution to a technical problem on the development teams. This part of the work is the main contractor’s area of expertise. Similarly, the EPC must never modify or abandon an element of the project that it deems irrelevant or unfeasible. In this case, he must refer the matter to the project owner, who will make a decision by finding the right compromise between his opinion and the customer’s wishes.

Nor should the relationship between these two entities be too stereotyped. It must take into account the personality and experience of each person. For example, for some projects, the project owner may have some technical skills, while for others, they may be more limited at this level. In the latter case, the project owner will have to rely more on the project manager.

Signals of collaboration MOA / MOE collaboration :

• Unclear perimeters that expand over the course of the project (scope creep)
• Technical decisions taken without functional validation
• Deliverables in line with technical specs but far removed from business needs
• Steering meetings with no formal agenda or minutes
• A botched functional acceptance test or one carried out too late in the project

These situations often arise when roles are not clearly defined from the outset, or when the project owner does not have the necessary resources to fully assume his role.

AMOA: when to use a third-party facilitator?

Assistance à Maîtrise d’Ouvrage (AMOA ) supports the MOA in bridging gaps in skills or availability. Unlike the MOE, theAMOA does not make decisions on behalf of the client: it helps the client to make informed decisions.

Typical AMOA missions :

• Framing and expressing functional requirements
• Drafting or proofreading specifications
• Help in choosing a solution and managing calls for tender
• Supervision of functional acceptance
• Change management and user training
• Coordination between business and technical teams

Conclusion: MOA, MOE, AMOA, clarify roles before getting started

Confusion between the project owner and the project manager is one of the first sources of drift in IT projects. Clarifying these roles from the outset, defining the scope of responsibilities and organizing regular steering committees are non-negotiable prerequisites for successful transformation.

When in-house teams do not have the availability or expertise to fully assume the role of project manager, calling on the services of a project management consulting firm can secure this critical function without weighing down the structure. This is often one of the most profitable decisions in a digital transformation project.

Are you preparing an IS project and looking to structure your project management / project management governance? Our project management consultants can support you from the scoping phase through to deployment.

FAQ – MOA, MOE and AMOA