How to Select Project Management Software: Preparation Part 3 - A Word About Buy-In
An aspect of preparation not to be overlooked is buy-in. I am referring to getting key management personnel to "buy-in" to the project management software implementation. That means that they understand its value, recognize its strategic importance, support its implementation, and hopefully even help to set the strategic goals.
This is important for several reasons...
Project management software in and of itself does not solve anything. There are several strategies that rely strictly on the software that do not work. It must be married with strategic objectives, accountability, and proper planning. Management buy-in is important because by definition they should be determining what is and is not important. They will decide whether project management software and the implementation of it is important. If it is not important to them, then there will always be other projects that are higher priority that will detract from the implementation.
In addition, they provide the accountability. I know that people do not like that word, but if team members are not accountable for using the new system, it is not going to happen all by itself. Management needs to provide the accountability to be sure that people use the system and use it to further the organization's processes and goals.
Management also can go to bat for you. There will be a time where others in the organization will act as nay-sayers, have their own opinions about the implementation, or conveniently prefer that it goes away. There is where management buy-in comes in by re-emphasizing its strategic importance.
There are more reasons, but I think you get the idea.
The biggest question you probably have is how to you get buy-in? Good question. There is no black and white answer, but here are some thoughts from my own experience.
Sometimes you need to think smaller. It may not be possible or prudent to implement project management software for the entire organization. You just may not have that level of buy-in. But...you could start with an area of the organization for which you do have buy-in. This could be your own team, department, project, or group. Keep it simple, but follow the same principles (on a small scale) and demonstrate its value. When a manager can see the value, such as being able to access data real-time, that will help them to "see the light".
Sometimes you also just need to plant the right seeds and wait for the right time. The organization may not be ready right now, but you can plant the seeds by passing on the occasional article or tidbit of information. At some point (you will know when it is), the organization will suddenly be ready. I have seen this happen when an emergency occurs (such as when a key customer is ticked off because of a lack of project management), or when new management comes into place. You can be ready with ideas and suggestions on how to move forward. Have lunch with some people and gradually with tact, slowly make your case.
Comment on ideas you have had from your own experience on how to achieve buy-in.
This is important for several reasons...
Project management software in and of itself does not solve anything. There are several strategies that rely strictly on the software that do not work. It must be married with strategic objectives, accountability, and proper planning. Management buy-in is important because by definition they should be determining what is and is not important. They will decide whether project management software and the implementation of it is important. If it is not important to them, then there will always be other projects that are higher priority that will detract from the implementation.
In addition, they provide the accountability. I know that people do not like that word, but if team members are not accountable for using the new system, it is not going to happen all by itself. Management needs to provide the accountability to be sure that people use the system and use it to further the organization's processes and goals.
Management also can go to bat for you. There will be a time where others in the organization will act as nay-sayers, have their own opinions about the implementation, or conveniently prefer that it goes away. There is where management buy-in comes in by re-emphasizing its strategic importance.
There are more reasons, but I think you get the idea.
The biggest question you probably have is how to you get buy-in? Good question. There is no black and white answer, but here are some thoughts from my own experience.
Sometimes you need to think smaller. It may not be possible or prudent to implement project management software for the entire organization. You just may not have that level of buy-in. But...you could start with an area of the organization for which you do have buy-in. This could be your own team, department, project, or group. Keep it simple, but follow the same principles (on a small scale) and demonstrate its value. When a manager can see the value, such as being able to access data real-time, that will help them to "see the light".
Sometimes you also just need to plant the right seeds and wait for the right time. The organization may not be ready right now, but you can plant the seeds by passing on the occasional article or tidbit of information. At some point (you will know when it is), the organization will suddenly be ready. I have seen this happen when an emergency occurs (such as when a key customer is ticked off because of a lack of project management), or when new management comes into place. You can be ready with ideas and suggestions on how to move forward. Have lunch with some people and gradually with tact, slowly make your case.
Comment on ideas you have had from your own experience on how to achieve buy-in.
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