| 
By: Aneliya Chervenova, PMP, DASSM
Last month, I presented at the Project Management Institute’s PMXPO 2024 event, held on 21 March. This was a great event with featured speakers, exhibits and networking activities.
My presentation Integrating Change Management for Successful System Implementation dove into the heart of what makes or breaks the adoption of new systems within organizations.
In our fast-paced world, the only constant is change. Yet, the sobering reality remains that a significant number of system implementation projects fail to meet their objectives, not due to technical inadequacies, but because of the human element - resistance to change. During the session, I was exploring the critical importance of integrating change management principles from the onset of the project lifecycle to ensure not just adoption, but successful optimization of new systems.
Here are the key takeaways from the session:
- Integrate Change Management: Project managers who skillfully integrate change management enhance the likelihood of their projects delivering value. By understanding and addressing the human side of change, they create a smoother transition for stakeholders (end users, their line managers and leaders).
- Phased and Iterative Transition Planning: Transition activities should be approached methodically. A phased and iterative strategy allows for gradual adjustments, reducing disruption and ensuring a more seamless implementation.
- Crafting Effective Change Plans: Successful change plans involve a blend of strategic planning, clear communication, and empathy. Focusing on the people impacted by the change ensures alignment, engagement, and positive outcomes.
During my presentation, I received a lot of great questions that we didn’t get the chance to cover, and my responses are below.
Q: The phrase “new ways of working” has been mentioned a couple of times. What does this mean in this context?
A: In the context of system implementation, “new ways of working” involve shifting from well established, well understood working practices to using new system features and functionalities to drive efficiency. Let’s explore the key aspects:
- Leveraging Features: Users actively utilize system features that were previously untapped or are newly developed and deployed.
- Efficiency Focus: The goal is to enhance productivity, streamline workflows, and achieve better business outcomes.
- Adaptability: Users remain open to change and adapt swiftly to system enhancements.
Q: Any recommendations on how early to start engaging impacted parties, particularly when the questions you know they’ll ask are related to development items that are still in flux?
A: When it comes to integrating change management for a successful system implementation, early engagement with impacted stakeholders and users is crucial. Here are some recommendations:
- Start Early: Begin engaging impacted stakeholders as soon as possible - even if development items are still in flux. Involving stakeholders (start with leadership to align on the expected outcomes/business benefits and get their endorsement) early allows them to understand the context, anticipate changes, and feel part of the process.
- Transparent Communication: Be transparent about the ongoing development. Share what is known and what is uncertain. Acknowledge that some details are still being worked out. Transparency builds trust and reduces anxiety.
- Change Champions: Identify change champions within the impacted groups of end users. These individuals can act as advocates, answer questions, and provide reassurance. Their involvement helps bridge the gap between uncertainty and understanding.
- Frequent Updates: Regularly update impacted stakeholders and users on progress. Even if specific answers aren’t available, communicate the direction, milestones, and expected timelines. Frequent touchpoints maintain engagement.
- Feedback Loop: Create a feedback loop. Encourage impacted users to share their concerns, questions, and suggestions. Use their input to refine development decisions and address uncertainties.
Remember, early engagement sets the tone for a successful implementation. By involving stakeholders from the outset, you build a foundation of collaboration and alignment.
Q: Where does change readiness come into play?
A: Change readiness is a critical factor that spans across all three phases of the system implementation process: Prepare Approach, Manage Change, and Sustain Outcome. Let’s explore how it fits into each phase:
1. Prepare Approach:
- Assessing Readiness:
- Before diving into implementation planning, evaluate the impacted team’s readiness for change.
- Understand the current state, including ways of working (especially when legally regulated), capacity, and commitment.
- Identify potential gaps or barriers that may hinder successful adoption.
- Ownership and Commitment:
- Leadership ownership is crucial. Leaders must actively promote the value of the change.
- Commitment involves psychological investment and proactive action.
2. Manage Change:
- Communication and Training:
- Effective communication ensures everyone understands the purpose, scope, and timeline of the change.
- Training equips individuals with the necessary skills to navigate the new system.
- Change Champions:
- Identify and empower change champions within the teams of end users.
- These champions act as advocates, answer questions, and promote adoption.
- Feedback Loop:
- Create a mechanism for ongoing feedback, such as regular ‘clinic’ sessions.
- Adjust implementation strategies based on real-time insights.
3. Sustain Outcome:
- Continuous Monitoring:
- Regularly assess the sustainability of the change, including the level of adoption.
- Monitor whether the new system is delivering the expected benefits.
- Adaptability:
- Encourage a culture that embraces change.
- Be prepared to adjust as needed based on evolving requirements.
In summary, change readiness ensures that the end users are well prepared to embrace the new system throughout all phases, leading to successful implementation and sustained outcomes.
Q: The change plan seems to assume a lot of very thorough and detailed knowledge of the business to anticipate impact. How do you test to determine if the knowledge is sufficient before trying to determine impacts?
A: Running small-scale pilots with local or selected end-user profiles is crucial to quickly learn about change impact, assess knowledge adequacy, and ensure readiness for scaling. If improvements are evident, these changes can be implemented more broadly.
I had a great time presenting, and the full presentation will be on demand through 31 January, 2025. Visit PMI’s PMXPO 2024 for more details.
|
