What if Everyone is Too Busy?
A common complaint when trying to successfully implement project management software is that people are too busy and do not have any time to learn a new system or a new process. Sometimes this is a smokescreen because people do not want to change (see Resistance to Change). But what if you truly are so busy that it is difficult to take even some of your people's time for this?
If that is the case, it is probably a symptom that you need better processes and tools to support both your current and future workloads. And it will never get easier to make that happen, it will only get harder.
So what are some strategies that you can employ?
First, don't bite off too much at one time. It is difficult for any organization to tackle a lot of change at one time. Ask an organization doing a multi-millionaire dollar enterprise system implementation about the cost, time, and impact to the organization. You usually do not need to do everything at once. Take it in phases. Where are you going to get the most value? Start there. Then incrementally add additional capabilities and processes.
Second, set clear, attainable, realistic goals. Make it crystal clear what people are expected to do. Don't make them spend time trying to figure it out. Document it. Communicate it. What are you trying to accomplish right now?
Third, train people on it. The trick here is not to overburden people with training that they don't need. Provide clear documentation on the process that you want them to complete in the system. Train them on this process. Don't train them on all the fancy features, but on what they need to do to complete their job. This will be different for different user profiles.
Fourth, build momentum. Achieve small victories in phases, and build on the momentum from that. Use the analysis from the initial data you collect. Bring a report to a management meeting demonstrating the value that can now be harnessed. Use the initial accomplishments, however small, to build momentum for the next phase.
Fifth, consider outsourcing. You may want to consider outsourcing the implementation to the vendor or a consultant. You have to be careful, because a vendor or consultant will naturally want to make it more complicated than it may need to be in the beginning. But if you can find a resource that understands your goals and objectives and wants to partner with you, that could take some of the burden off of you and the organization. They can design the training, produce the documentation, even conduct the training. In other words, they can do the dirty work - you can make the decisions. It's not right in every situation, but something to consider.
Of course, in spite of all of this, one of the key things is organizational support. If you don't have the right support, then quickly there will be a conflict between the project management software implementation and [insert competing priority here], and you will lose. So get that support at some level.
Have you implemented project management software? What has been your experience? Email blog@teaminteractions.com.
If that is the case, it is probably a symptom that you need better processes and tools to support both your current and future workloads. And it will never get easier to make that happen, it will only get harder.
So what are some strategies that you can employ?
First, don't bite off too much at one time. It is difficult for any organization to tackle a lot of change at one time. Ask an organization doing a multi-millionaire dollar enterprise system implementation about the cost, time, and impact to the organization. You usually do not need to do everything at once. Take it in phases. Where are you going to get the most value? Start there. Then incrementally add additional capabilities and processes.
Second, set clear, attainable, realistic goals. Make it crystal clear what people are expected to do. Don't make them spend time trying to figure it out. Document it. Communicate it. What are you trying to accomplish right now?
Third, train people on it. The trick here is not to overburden people with training that they don't need. Provide clear documentation on the process that you want them to complete in the system. Train them on this process. Don't train them on all the fancy features, but on what they need to do to complete their job. This will be different for different user profiles.
Fourth, build momentum. Achieve small victories in phases, and build on the momentum from that. Use the analysis from the initial data you collect. Bring a report to a management meeting demonstrating the value that can now be harnessed. Use the initial accomplishments, however small, to build momentum for the next phase.
Fifth, consider outsourcing. You may want to consider outsourcing the implementation to the vendor or a consultant. You have to be careful, because a vendor or consultant will naturally want to make it more complicated than it may need to be in the beginning. But if you can find a resource that understands your goals and objectives and wants to partner with you, that could take some of the burden off of you and the organization. They can design the training, produce the documentation, even conduct the training. In other words, they can do the dirty work - you can make the decisions. It's not right in every situation, but something to consider.
Of course, in spite of all of this, one of the key things is organizational support. If you don't have the right support, then quickly there will be a conflict between the project management software implementation and [insert competing priority here], and you will lose. So get that support at some level.
Have you implemented project management software? What has been your experience? Email blog@teaminteractions.com.
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