Wrapping up Implementing Project Management Software
Let's wrap up tips on implementing project management software.
There are lots of suggestions, best practices, tips, and advice on implementing project management software (or any software). We have mentioned some of them: accountability, communication, processes, going in phases, planning, seeding project management skills.
Here are some areas that we missed:
Buy-In: achieving buy-in on your implementation so that you have the proper organizational support. This doesn't have to be the top of the organization (though that would be the ideal), but it could be the top of the "sub-organization" in which you will implement pm software. This could be a department, group, team, location, etc.
Continous Training: I mentioned in a previous post to train people on what they need and not overwhelm them with all the irrelevant ins and outs of features and capabilities - focus on their key processes. Following that thinking, be sure that you provide continuous training opportunities, especially after they have had an opportunity to get their hands dirty using the system for a while. You could also gradually expand on the training content over time - again geared towards the function that you want a particular group to accomplish. In other words, don't expand just for the sake of expanding.
Work Closely with your Vendor: ideally, develop a close relationship with your project management software vendor. I recognize this is dependent on the type of software you obtain - a low-end / stand-alone system is probably not going to be conducive to this, but a mid-sized or high-end system certainly should be. A good vendor will want to support you, understand your needs, work towards making the system as effective as possible for you, and if nothing else listen for the purpose of continuous product improvement.
Leadership and Oversight: it is important for someone to be the point person for the implementation. It will simply not be as successful if you simply "hope" it will take hold. You need someone to manage it as a project (even if this is only a part of what they do), drive it, be a resource for people, and ensure it is meeting your objectives.
There are a lot more areas that we could spend a lot of time covering. Hopefully these are some helpful starting strategies and tips for you.
We are going to transition into various other topics, including some practical advice on how to go about selecting a specific tool.
As always, comment or send us a note at blog@teaminteractions.com.
There are lots of suggestions, best practices, tips, and advice on implementing project management software (or any software). We have mentioned some of them: accountability, communication, processes, going in phases, planning, seeding project management skills.
Here are some areas that we missed:
Buy-In: achieving buy-in on your implementation so that you have the proper organizational support. This doesn't have to be the top of the organization (though that would be the ideal), but it could be the top of the "sub-organization" in which you will implement pm software. This could be a department, group, team, location, etc.
Continous Training: I mentioned in a previous post to train people on what they need and not overwhelm them with all the irrelevant ins and outs of features and capabilities - focus on their key processes. Following that thinking, be sure that you provide continuous training opportunities, especially after they have had an opportunity to get their hands dirty using the system for a while. You could also gradually expand on the training content over time - again geared towards the function that you want a particular group to accomplish. In other words, don't expand just for the sake of expanding.
Work Closely with your Vendor: ideally, develop a close relationship with your project management software vendor. I recognize this is dependent on the type of software you obtain - a low-end / stand-alone system is probably not going to be conducive to this, but a mid-sized or high-end system certainly should be. A good vendor will want to support you, understand your needs, work towards making the system as effective as possible for you, and if nothing else listen for the purpose of continuous product improvement.
Leadership and Oversight: it is important for someone to be the point person for the implementation. It will simply not be as successful if you simply "hope" it will take hold. You need someone to manage it as a project (even if this is only a part of what they do), drive it, be a resource for people, and ensure it is meeting your objectives.
There are a lot more areas that we could spend a lot of time covering. Hopefully these are some helpful starting strategies and tips for you.
We are going to transition into various other topics, including some practical advice on how to go about selecting a specific tool.
As always, comment or send us a note at blog@teaminteractions.com.
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