Implementing a new project management software is not a trivial task!
It is a very complex process that must be faced in a methodical and thoughtful way.
You must be aware that this is a real change in the company. A profound change, especially if it involves a large number of workers and teams.
Like all changes, this change can also provoke opposition. A real resistance to change.
Fortunately, there are several strategies to follow that allow to create acceptance among employees.
Today we are going to see some of them.
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“CONTENT INDEX”
- Identification of the need for change
- Performance of the impact analysis on the stakeholders
- Finalization of the requirements
- Training
- User Acceptance Test – UAT
- Coordinate the transition between one software and another
- Reward the implementation team
- Measure the results
- Ask for feedbacks
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First of all, it is essential to contextualise the moment of intervention.
This is because the strategies that allow to improve the implementation of the new management system, can be used in two fundamental moments:
- Before choosing and purchasing the new software
- After the purchase.
Clearly, it is possible to take action at any time. Let’s see how:
Act before selecting and purchasing the new project management software
The first step to facilitate the adoption by the user, in this case the worker, of a new project management tool is to involve him/her.
Finding a team to manage organizational changes is a great way to overcome some of the resistance to change.
This group will be responsible for creating an organizational change plan. The plan will be designed to involve stakeholders during implementation.
This group will therefore be responsible for three key aspects:
- Identification of the need for change
- Performance of the impact analysis on the stakeholders
- Finalization of the requirements
Identification of the need for change
This means taking a proactive approach to change and not a passive one.
Active research into ways and tools to improve inefficiencies will not only improve output, it will also be a great way to support the evolution of the project manager in his role.
An organizational strategy should be implemented and initiatives must be linked to business goals.
It is also necessary to know the goals that all the teams, or the company in general, are trying to achieve and all the critical points that can hinder success.
Having identified the goals that project teams are trying to achieve, it is possible to work to decide whether a new project management software can help in achieving these goals.
Performance of the impact analysis on the stakeholders
In order to perform a proper impact analysis on the interested parties, it is essential to create a list of each person, team and department that is going to use the new tool.
Not only is it necessary to indicate who the stakeholders are, but also how they will be influenced by the new software.
The consensus of the stakeholders is the key for a successful implementation.
It is important to communicate because change is essential. Not only that … the parameters that will be used to compare the products and who is responsible for the final decision should also be known.
When stakeholders know why change is occurring and how it will have a direct impact on them, they are more likely to be motivated and involved in using the new tool.
In fact, the best implementations provide an explanation on why the new software is being implemented. Advantages will also derive from the knowledge of benefits for everyone and clarity on the timing of implementation.
Finalization of the requirements
After having done the analysis of the impact on stakeholders, it is necessary to have an idea of the requisites required by each one of them and the way in which they translate into functionality within the new software.
For example, imagine that the result you are trying to achieve is a better planning of a project, with which stakeholders want to keep track of employee skills, availability and performance.
In this case, the key features expected from the new software will include resource management with these specific criteria.
After the purchase of a new project management software
Once the research has been carried out, compared to other products and taking into account the needs and requirements, the new project management software is purchased and installed.
Now begins the proper implementation phase of the new project management tool within the organization.
Software implementation may require a long initial process. The benefits that will result in the long term, however, will be worth the time commitment.
While working in implementing a new system, there are a number of factors to consider. These are factors that can bring undoubted advantages. Let’s see them together:
1) Training
When implementing a new project management software, it is a good practice for the software company to train one or several key people who will be able to manage the system.
That or those people become the “experts” and will therefore be responsible for teaching others.
In some other cases, it is preferable to train all the personnel that will have to deal with the software.
It is important to avoid misalignment regarding the use of new software. Misalignment can mainly be avoided by creating rules, FAQs and practical documents. You can also limit the rights and have a limited number of administrators / moderators.
To support this delicate situation, in TWproject we have thought of two areas of intervention able to provide multiple solutions
- An area is linked to direct training, through courses and webinars dedicated to the company.
At this link you can find all information: https://twproject.com/it/servizi/
- The other is always available online (both in Italian and in English) https://twproject.com/support/it/
A proper user manual, simple and always available, which updates on the basis of new releises and requests from the users.
2) User Acceptance Test – UAT
This is an important step. The aim is to ensure that the software works as intended and to help in finding any bugs.
It will be important to test few data in order to see if the software correctly processes all the information and in order to allow the staff to get used step by step.
If the system is integrated with other software tools, it is important to ensure that the systems communicate correctly.
3) Coordinate the transition between one software and another
When it is time to start switching to the new software, it is a good practice to keep the information even in the old software.
This allows the staff to get used to the general appearance of the new software and creates a greater level of trust before moving on to full use.
For a short time, the two systems can run simultaneously.
It can take between 6 and 12 months for users to feel completely comfortable with the new software. During this period, historical information should be always accessible.
4) Reward the implementation team
When certain employees have worked harder to implement the new software, it is a good idea to reward them
A party, a small bonus, a gift, a verbal “thank you”. These gestures can mean a lot. Such gratification is often worth more than a cash prize.
5) Measure the results
After the implementation of the new software, it is a good idea to analyze and measure the results in order to monitor the trend.
This can include things like the ability to process more orders in a day, the reduction wages paid for overtime or other factors.
Continuing to monitor and measure during the year is a good practice to make sure that the investment made sense.
6)Ask for feedbacks
Problems always arise during the early stages of implementation. It is absolutely necessary for the team to expose the problems it faces.
To get suggestions and create a positive feedback loop, a suggestion is to perform an internal survey about a month after the introduction of the new system. The survey will be repeated again after three months.
Team members will feel listened to and the process will also lead to useful tips and best practices for the future.
These tips will help both the project manager and the team to properly plan the change.
However, it is fundamental to ensure that, in general, new implementations are not misaligned with company goals, otherwise they will be destined to fail for sure.
Have you ever experienced the implementation of a new project management software?
How was your feeling towards this change? Tell us your experience and write us your suggestions.
