There are always traps when implementing software-based business solutions.
In the past many tools have failed to deliver to their promises. This can make software an easy target. It is therefore critical that neither the provider not the customer oversell the capability of the i-lign software. Software is only as good as the people that use it.
Issues to consider
- Tools don't deliver; people do. Don't make the tool an target by branding it as a "silver bullet".
- The best tool in the world will fail if the culture is not right. Many management teams talk up transparency and collaboration as desirable ways to operate but struggle to get past the talk. Committing to a new way of working can be tough. If you're going to do it, do it properly.
- The longer it takes to implement any software without demonstrable benefits being delivered, the less likely the implementation is to be successful. Make sure you get some quick, measurable wins at key points in the implementation cycle.
- Good information is critical to support accurate decision-making. This means that people at all levels of your organisation have a valuable role to play in providing information that will be of great value to others. The power of the "mutual value" proposition should not be underestimated.
- Most of your project managers are likely to be "accidental" project managers with limited skill and experience. This means it is essential to provide them with the right tools and support, as well as time to learn their trade.
- Project management is no longer just about execution; it is also about outcome realisation. Increasingly, project teams will need to look past the stage of delivery to the point at which future benefits are delivered.
- Project management must be left to the project teams. Micro-management by senior managers will quickly demotivate any project team.
- Managers at the programme and senior levels can provide invaluable support to project teams by ensuring that the environmental issues around the projects are being managed.
- Don't spend too much time developing business process to support the software. Use the software for a while and then implement process, as required.
Be aware that
- Double entry of information into i-lign and other "supporting" systems will make users question the value of i-lign, as they will view it as adding to their workload.
- "Selling" i-lign as a portfolio / programme tool and ignoring it's rich project management capability is likely to be damaging, as project staff will continue to use other project management systems.
- Adopting a project management approach without selling the value of portfolio management will be equally damaging. Project and portfolio management are on the same continuum.
- Setting your sights too low and adopting a very cautious approach to project management while you wait for your maturity levels to rise will add unnecessary delay, and place the i-lign implementation at risk.
