The choice of a new software package for an important process is usually not made overnight. This is true for the support of the primary process, but also certainly for the supporting processes. Test
If an organization wants to make this choice really well, it starts with forming a solid vision about the design of the application landscape. And – perhaps more importantly – it starts with choices about data architecture. After all, reliable information is needed to manage the organization. And for that, good quality data is crucial. The more structured it is captured in the various primary and support processes, the faster (and often: better) it will be usable.
In practice, there is not always a sharply formulated vision. Organizations are also faced with “legacies” from the past. This may be because insufficient budgets were available, or because there was insufficient expertise to make the right choice.
Once the choice of software is made, the design or implementation of the application follows. But what does it take to make such an implementation a success?
Good implementation is an engine for achieving solid change. This article describes five points, which can be seen as prerequisites for a successful project.
Overview and planning
Especially in a steam-and-boil-water context or in the absence of a solid vision, it is important that a project leader does have a vision.
But then focused on the success of the project.
A good project leader knows what he/she is doing and sets the lines.
Whether it is a waterfall project or a project with an agile approach, the project leader has the overview.
The project leader knows the dependencies and the sequences.
The trick is to make that insightful and share it with the client and the team.
A thorough planning in time certainly helps here as well.
For the long-term planning and the big picture, the epics are mapped out, for the short-term the stories and the work packages, prioritized on the basis of the value to the organization.
The following applies here: this is creating an overview.
A good team
Obvious perhaps, but a motivated team is crucial.
Different people, different roles, but all facing the same direction.
Project members are the ambassadors of a project.
Very important, that they are given sufficient time to fulfill their project role.
They know the organization, they know the processes and culture of the organization, they know the pitfalls of the organization.
Make sure there is trust and transparency in the project team so that bottlenecks are quickly identified and discussed.
In a mature organization, project governance is not a discussion. So establishing a Steering Committee and a project team gives body to the change initiated, even in an organization where governance is even less intensively established.
Engage the user
Although project governance is really important, because it also represents the user group, all too often it turns out that the real user is only addressed when the application is already running. So make sure that your interaction from the project team is also focused on that end user. Involve them in time. Scope of the project, approving the choices, testing, feedback sessions, acceptance testing, etc., you can’t really do enough about this involvement. By doing so, you will significantly reduce the acceptance time of the new product and save a lot of ‘damage control’ after the implementation phase.
Know the processes
A project manager with knowledge of the content helps.
And know why software is being deployed.
Know the processes that are being supported.
And knowledge about the interface to other processes and systems is very important.
This knowledge is directly applicable, helps to get the project team working well and helps to provide stakeholders with content, but also to ask and get critical questions answered.
A substantive project leader sails on the compass of his knowledge and experience. A purely process-oriented project leader will have a hard time bringing the project to completion.
Data integration
In addition to content, it is important to have a strong awareness of data integration.
This is often not an immediate area of focus for a content expert, often too technical in nature.
Proper exchange of data between existing systems is already often a challenge, let alone setting that up and adapting it for a new application.
Paying timely attention to this aspect, bringing the technical and functional professionals together in a timely manner and visualizing the actions will prevent a delay.
A good content project manager is the Haarlemmerolie for project success. One who provides structure, who has knowledge of the data and the processes, but above all knows how to build bridges. Bridges between the disciplines inside and outside the organization. Making contact with the team in order to develop synergy, this puts people in their power.
Just a few elements, with which an implementation can be carried out successfully.
We would love to talk through this topic with you. Please feel free to contact us!
