Here are my study notes jotted down while reading an awesome reference book. The book is called Implementing and Administering Microsoft Office Project Server 2007, and was written by two leading experts in the MS Project Server realm Gary Chefetz and Dale Howard who head up the company
MSProject Experts located in New York. Great book, recommended buy/read for anyone involved in implementation of MS Project Server as an EPM solution.
Organisations and people have different levels of resistance to change, but they’ll also desire improvement on current processes and practices, how can improvement be achieved without change?
EPM is not a self-fulfilling solution it requires full support and cooperation of the organisation. People make it work, technology enable it.
Some tips to succeed with bringing on change:
- Don’t take on more than you can handle;
- Start with a proof of concept/pilot because EPM changes the way people work it has a serious psychological impact on an organisation. These pilot groups should contain a small number of people who are receptive to change. Then market success to promote buy-in.
- Big projects don’t justify the need for an EPM tool.
- EPM implementations are not to be driven by the desire to force adoption of a specific methodology.
EPM deployment commonalities shared process and shared resources.
Cross departmental deployments are harder, more mindsets to convert. Do not overlook people’s personalities and their tolerances in consideration of an EPM deployment.
Succeed at getting people to consistently track project process and EPM will be a success.
- EPM deployment inevitably requires implementation of management process change in order to achieve the level of progress tracking required to make EPM work.
- Get resource buy-in, make deployment useful, compelling and valuable to resources, at the end of the day, they are the ones doing the progress tracking which will make or break the success of the deployment.
Must sell EPM solution to all stakeholders by instilling ownership, give them a voice in the planning process and keep them involved. “Inclusion sparks the collaborative spirit” this is so very true, what a great saying.
Identify and evaluate organisational culture. Defining the culture shift required highlights the gap to close in managing the change proactively.
Changes an EPM implementation brings to an organisation can be likened to a maturation process.
There are different organisational cultures, a task oriented culture who’s focus is on the job, product or task are the ones who will have the best chance at adopting the changes required for a successful implementation.
Other cultures outlined are;
Person – do own thing no structured.
Power – Single power sources rules/makes decisions.
Role – Bureaucracy characterised by procedures, rules and authorities.
Tailor EPM implementation to fit organisations reality where possible.
Understand the organisation’s process, completely.
Present the workflow at a granular level (resource allocation of tasks) so people can still see and understand they will still do the work, they own it and are responsible for it. Will help to soften the blow their process is changing.
Build a flawless schedule which reflects the tasks required by all. Errors in the schedule will completely undermine the hard work to build trust in the product which is not an option at a time when trying to sell it! They will be looking for the flaws to give substance to their natural resistance to change, don’t give out freebies!
Sell the solution well, incorporate selling as a serious part of the deployment strategy. Even try some quirky marketing ideas to generate interest in the product, relate to it in their terms, get marketing help if need be, people gather and listen where there is free stuff on offer, use these opportunities.
Get management support and do not underestimate the importance of the people in making the deployment a success. Don’t let it be a senior management thing…
