This is the fourth post in a series related to Robotic Process Automation*, begun in association with PMI's Information Systems and Technology Symposium, June 14, 2017, where I presented Becoming an RPA-Ready Project Manager. You can filter posts in this blog to find all related to "RPA". You can also watch that presentation for PDU credit.
Without the right prepared resources during organizational change, frustration will be the order of the day. Deadlines will cause conflict. The much-touted vision will ring hollow. Success will be difficult.
In an initiative where organizational change is brought about by automation, including rolling RPA projects, resources have to be available at certain times to complete specific work. If they are not available, then the frustration spiral takes over. Examples below from such a hypothetical organizational change show how to identify and deal with resource problems and how to avoid errors managing resources over which you have control.
Organizational Change Effort Role: RPA Project Team Business Process Specialists
Potential Problem: You lead an RPA project that will be completed within a couple of months and representatives from the business that know the process to be automated are not available or not assigned near the point at which you are to start. This could be due to:
- Group’s lack of knowledge of the commitment required in such a project. The work is rapid and agile-like if not agile, and the significant time involved for many days is not familiar to some.
- Group does not have firm acceptance of the vision of the organizational change.
…or other reasons
What You Can Do as Project Manager: No matter what the reason that caused the problem,
- Ask advice on how to proceed from your peers in the organizational change effort. Nuance is critical for your success.
- Attempt to contact the individual in charge of assignments to understand what the situation is and resolve it quickly.
- Log a risk or issue if you don't have name(s) on time.
- Talk directly to assigned specialists and explain what specific time commitments are required. Identify any lack of availability during project.
- Communicate to stakeholders any availability problems. Again, log a risk or issue to manage this formally. In a short project, any small delay hurts.
Organizational Change Effort Role: Change Specialists
Potential Problem: Your project is dependent on a separate effort to communicate about the change in advance and to get general agreement with the vision but evidence you see does not indicate that the communication has occurred, or the vision has been accepted. This could be caused by:
- Too few change specialists
- Badly managed change communications
- Change specialist (or change manager) role given to some who did not have time or ability to do it correctly
…among other reasons.
The result is that certain project team members, partners, stakeholders are not hurrying to work with you. They do not know what your project is. Or they are avoiding your project.
What You Can Do as Project Manager: No matter what the reason that caused the bad communications, you must act when the environment is not conducive to success. In any organizational change effort,
- Attempt to contact change specialists who can remediate the problems with communication/training. Be positive, but don't hold your breath waiting.
- Raise a risk if there is a pattern of non-participation or obstacles related to lack of communication. Be specific about who has not committed as expected by a certain date and what the consequences are to the project. Do not exaggerate. Clarity on your part minimizes ugly drama that can be involved in resolution.
- Look for change-related communications sent (or that should have been sent) by change specialists, explaining what the organization is doing for automation and the benefits being sought. They may also include success stories from elsewhere in the organization. Integrate key principles and points in your communications for your specific project for continuity of message.
There are many other roles in an RPA project, but the example of business process specialists is good to address because success of the project is mostly dependent on their availability. Likewise, there are many roles in a large organizational change effort, even one that is solely built around continuous automations. Change specialists are key to setting up a positive environment for you to manage your project. Unfortunately, you as a project manager have less authority to manage problems associated with roles outside the scope of your project. Still, your usual tactics of (a) direct communications with constructive problem-solving and (b) risk management are useful there as well. Using those tactics will make you a positive force against frustration in organizational change.
(If you are thinking that Resources needs certain skills for automation projects and organizational change then you are correct, but we will deal with the issue of skills in a future post.)
* Robotic Process Automation: Configuring a software robot, using one of the relatively new tools available, to complete a certain part of a work process formerly completed by FTEs. RPA is not Artificial Intelligence, but simply a way of automating the execution of well-defined business rules. Projects are short and bring quick benefits to the organization.