Do you work in a small- or mid-size enterprise (SME)? Are you trying to implement a major new initiative? If so, are you up for the challenge? Implementing significant changes in the SME space presents some unique challenges that need to be considered. This is not to say that implementation is any easier in a large organization, but I’ve been fortunate enough to experience implementations in both smaller and larger enterprises. I would like to offer some insights on what I feel will help you successfully implement big changes in your small- or mid-size enterprise.
You may already be familiar with some of the key factors that drive project success. I do not want to focus on the academic explanations, since you can go to the Project Management Institute website (http://www.pmi.org/) to get that information. Instead, I will share with you how Cranel Incorporated (http://www.cranel.com/) quickly and successfully implemented the largest IT project in its history.
Our project, coined Project Gemini, was officially kicked off on March 1, 2005. The official implementation kickoff was preceded by four months of planning, business case development, requirements assessment and options analysis. These activities culminated in January and February of 2005 with the selection of an eBusiness platform and a business integration provider.
The scope of project Gemini focused primarily on building an eBusiness solution for Cranel Imaging (http://www.cranelimaging.com/), a division of Cranel Incorporated, that would ultimately be a differentiator with our value-added reseller (VAR) customers. Project Gemini set the stage for building towards a truly unique experience for our VARs.
Throughout 2005, the Project Gemini team worked tirelessly to design, build, test and deploy the final product, Cranel Imaging Online. The team was comprised of key business stakeholders, internal IT professionals, and consultants. The team successfully deployed all of the Phase 1 capabilities in November of 2005. Since the General Release, we have been training VARs on a weekly basis to utilize the new system as part of their relationship with Cranel Imaging.
In my opinion, Project Gemini was a success for many reasons. These reasons can be broken into two categories: Universals and Essentials. Essentials are the key success factors that are crucial to project success within a small- or mid-sized enterprise. Universals are the key success factors that apply regardless of an organization’s size. However, Cranel did not necessarily have all of the tools or processes (i.e. Universals) in place to successfully execute large-scale business and system transformation projects. The analogy that helped to shed light on this issue was the following:
Cranel needed to build a “Software Manufacturing Plant”. Just like a manufacturing plant, IT organizations need standards (architecture), repeatable processes (methodologies), tools (development platforms), and defined roles.
First, let’s look at the Universals.
Methodology – Cranel deployed a new project management and systems development methodology in anticipation of Project Gemini. Many of us knew from experience that a large project would flounder without some structure and processes. In a SME environment, you do not have the luxury of a large project office to implement methodologies. Take advantage of a large initiative to rollout out a methodology that you can use on future projects. For example, if you hire a consulting firm to run your project, adopt the key components of their methodology for your future project needs.
Solid Business Case – In any size organization, a business case is crucial to project success. Without a clear and compelling business case, a project should not be tackled. If you do go down that path, you will quickly see the project lose priority to other projects or simply fall apart due to a lack of vision and purpose. You might think that there is no way to get a large budget for a project at a SME. Think again, you might be surprised at the resources you can get when the business case is solid and the business need is strategic.
Solid Business Requirements – Prior to selecting a solution and definitely prior to implementation, you must have a solid set of business requirements defined. Prior to selecting the software, we spent over four months gathering requirements for Project Gemini from customers and internal stakeholders. Requirements gathering is as much art as it is science. In a SME, you will likely have to rely on a single person to unearth the hidden treasures called business requirements. Be sure to find the right person to do this job that can wade through the business processes and weed out the fluff from the true business requirements. It takes someone who is not afraid to stand up and point out the silliness in some requirements and ask the “stupid” questions that often lead to a total shift in thinking.
Project Management – Assign a full-time project manager. For a large initiative, this needs to be someone with strong experience implementing major projects. You will likely need to go outside of your small- or mid-size enterprise to find this person. Don’t be afraid to pay a consultant to do this job. It might be the best money that you spend on the project. My only caution here is to ensure that any consultant is a good fit with your team and your culture. Interview the candidates along with your team.
Now, let’s talk about the Essentials.
Executive Sponsorship – All projects need an executive sponsor; however this is even more critical in a SME. Your project will consume a significant amount of time from internal resources (people, money, systems, etc.), of which the supply is lean. In order to keep your supply of resources flowing, you will often need the clout of your executive sponsor to step in to rearticulate the vision and need for the project. On project Gemini, our executive sponsor actively provided leadership and collaborated on a daily basis to ensure success. If your executive sponsor’s level of involvement makes your periodic status updates unnecessary, then count your lucky stars. You have the fortune of working with a truly great executive sponsor, and your project is well-positioned for success.
Focus – Without focus, your project is dead. In a small- or medium sized enterprise, you certainly find yourself pulled from priority to priority and from fire to fire. There is only so much of everyone to go around, and there is much more to do than what can actually be done. Ensure that the project manager is 100% focused on the project. You may also have some consultants that can be 100% focused on the project. Some resources must be shared with other priorities (e.g. system support). Be sure that you set clear expectations around the amount of time that the project will need from these shared resources. Constant reinforcement of the expectations will help to keep focus on your project. Don’t forget to build in a little timeline contingency for the occasions when those shared resources get pulled in to the inevitable fire.
Engage your team fully – The most critical aspect of ongoing success, is to fully engage the internal IT and business teams. If they are not key players on the project then you might see a flawless launch turn into a cruise on the Titanic. A team made up entirely of consultants will likely have a successful initial deployment. However, when issues arise down the road, your uninvolved support team will not know where to turn, so you will be calling the consultants to come back to rescue you. Enjoy taking that invoice to your CFO for payment. Another benefit from a large project like this is that it can galvanize your team and build camaraderie and collaboration. Foster this by celebrating team successes along the way with lunches, recognitions, etc. In a SME, your small team will have to work together closely on numerous projects. We found that Project Gemini forced our team to come together in a totally new way to deliver under some significant time and budget constraints. There is nothing like achieving a challenging, shared goal to forge team bonds that will continue to drive success long after the project has ended.
Don’t be afraid to tackle large projects in your small- or mid-sized enterprise. They are absolutely achievable. Just don’t kid yourself about what it takes to be successful. Don’t be tempted to cut a corner to save a dollar. Instead, fortify your business case and go get the resources that you need to be successful. Focus on flawlessly executing the Universals, and execute on the Essentials at a world-class level.
