Your CFO or CIO has decided it’s time to implement management software, whether for project management, project portfolio management or IT governance. What next? Here are a few rules of thumb to help make software selection and implementation go as smoothly as possible.
1. Simplicity is key
Your company wants to keep the tools configurations as simple as possible. Your users will embrace a solution more readily if the tools are set up to clearly deliver the information they need to do their jobs and to make it easy for them to update their progress to the team. Always consider how the tools can simplify your end-users’ daily routine so they are more inclined to use them.
2. Provide PM 101 training
You want your end users to adopt the tools and processes that comprise your new system. Help them understand why these are important to each of them individually and to the company. Prior to hands-on training, spend 15 to 20 minutes explaining the benefits of the system and how the process supports the benefits. The tools should support those messages. Adoption becomes less about learning a new tool and more about understanding how a tool supports what is best for the end-users and the company.
3. Clearly set end-user expectations
Set expectations for your end-users up front. Tell them what the solution will and won’t offer. Help calm their fears by telling them why you are implementing processes and tools and how the system will benefit them individually and as a team.
4. Train, train and train some more
Train your end-users to operate the tools. Don’t skimp on instruction or believe that users will miraculously “get it” on their own. No matter how effective your employees are, they are busy and need guidance to adopt new tools. Adequate training also helps reduce the threat that the new system is just going to add more weight to their already-heavy work loads.
5. Identify your key metrics
Identify the basic information that senior leadership needs to make good decisions about programs, projects and portfolios. Next, focus on delivering those metrics. Don’t be concerned with the secondary information that would be nice to have – but is not necessary to decision-making. Remember this key point: Immediately bring some value to stakeholders.
6. Work alongside your tool provider when designing processes
One of your key objectives is to establish clear and meaningful project processes – and to have the tools to seamlessly support them. Why would you design one without the other? You want your tools and project processes to work together so design each with the other in mind. Ideally, your tool provider has the skill set to help you devise your processes, as well.
7. Clearly define the scope of the roll-out
You want to test your software solution within a defined group before you launch it across an entire department or go company-wide. Fine-tune the solution and processes for 30 to 60 days before rolling it out to areas of the business outside of your immediate domain. This approach will increase the likelihood of a successful roll-out and excellent results.
8. Build a road map with your solution provider
Prior to implementing the software, you should clearly define your current condition and your desired state. You need to lay the path that takes your company to that destination. Few organizations are ready for the end-state on day one. Your team will need time to adopt, trust and leverage a project solution. Set a reasonable expectation for initial usage, but also clearly define your desired states in six, 12 and 24 months. Your road map should provide a working plan for you and your solution provider to achieve your goals.
9. Take the emotion out of the PMO
Have you ever argued to defend your decision against initiating certain projects to the very executives who requested them in the first place – and who now are upset with your assessment? Proper portfolio planning tools compare potential projects based upon their merits to the business; the tools do not factor in emotions. Become a clearinghouse for valuable information that guides the executive team in selecting the right projects. Remove from the picture any subjective emotions associated with defending project selections. Provide meaningful data to remove conflict and add more value to your company.
10. Co-develop your project process with your managers
The managers you are charging with implementing your solution need to be invested in the new processes and tools. Share your desired framework for your processes and structure with them. Educate these managers, and then let them construct the framework for their own use. Also show them how tools support the processes. This helps your management team buy into the solution. Your managers will be far more likely to push their teams to adopt your new solution if they understand it and had a hand in its development.
11. Look for a partner in a solution provider
A solution provider should be more than the tools it delivers. Ideally, the provider should have a deep understanding of your business environment, challenges, goals, culture and processes. You should be able to leverage your provider’s understanding of your business and the team’s collective experience to help your organization mature with and adapt to the new system. A provider who can only answer questions about products is not likely to add the value that you need to improve your business.
12. Immediately make a visible impact
When configuring the software, immediately give executives and stakeholders access to key data they didn’t have before. This might be as simple is giving each executive a project inventory report for his or her business unit. Work with the executives and impress them out of the gate. Doing so builds trust and sets the tone for success, making future investments in management software easier. In general, go out of your way to show executives how your solution provides them with meaningful indicators that they didn’t have in such a clear and timely manner before you implanted the software solution.
