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Tag: Change Management

The influence of efficient projects, skilled project managers and quality reporting on Digital Transformation

Written by Ambadapudi Sridhara Murthy on . Posted in Articles.

We know the world is moving through a rapid digital transformation phase wherein various organizations, companies, industries, institutions, and governments are transforming their processes, infrastructure, applications, software products, design, testing, customer management, and other elements into a more robust, automatic and sophisticated foundation to keep themselves business and customer-focused, progress faster with cutting-edge technology and march ahead of their competitors in this disruptive and advanced digital transformation journey. While we talk about all these so-called businesses digitally transforming themselves, we are referring to so many changes or advancements that are taking place internally within those businesses under the umbrella of ‘digital transformation’. Each of those advancements mostly starts with a strategic idea in the direction of transformation aimed at long-term growth, gets converted to a requirement, and then moves on to the fast-paced design and implementation depending on the respective domain and industry where the strategic idea is born. If we break this down into smaller pieces, at the end of the day, each implementation of a digital transformation element is eventually a ‘project’. While all these digital transformations are executed ultimately as a project, it is also worth noting that in this process, even projects, project managers, and project reporting are also getting transformed into more innovative, cutting edge and erudite resources or execution processes thereby becoming the most prominent factor and the vital launchpad for the success of multiple digital transformation journeys. This article throws light on the several variations, enrichments, and successful challenges that projects, project managers, and project reporting have been and are going through implicitly while also driving and strongly influencing the successful execution of several digital transformation initiatives in a global and competitive environment.

Talking about projects and project executions, gone are the days when manual copies of project contracts and other documentation were filed and protected throughout the duration of the project. Project processes are now digital, automated, and saving a lot of administrative time. Project creation, assignments, tracking, and monitoring all happen through various automated tools and applications. These management tools are also web or network-based such that these can be accessed and updated by a project manager (PM) irrespective of where the PM is located.  Digitalization has revolutionized the project execution processes to be implemented in a completely remote manner without the need for a team to be physically present in one location. Communication channels, stakeholder meetings, project testing, and training are all web-based thereby removing the barriers of physical presence and additional admin time to be invested in projects. These progressions and reserves also indicate and prove that cost saved is cost invested in executing more projects than was the case before – which fundamentally means that with the advent of digitalization and automation, more and more strategic ideas and hence projects will get successfully accomplished at less cost and with more automation and innovative execution techniques. This transformation of projects (at the ground level) is the vigorous and the most effective instrument that plays and will play a key role in the larger picture of implementing scalable digital transformation programs within giant organizations.

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The main drivers or the pilots for the progress, execution, and success of digital transformation projects are the so-called “Project Managers” (PM’s).  PM’s have themselves automatically transformed over the years and with the dawn of automation, artificial intelligence, and cloud technologies, PM’s have found their competent ways of getting projects executed at a much faster pace without an impact on the quality, timeline, and other relevant execution parameters. In other words, PM’s have become more agile, are using technologies for quicker and effectual monitoring/tracking, and executing more projects in parallel than a year or two ago. Thinking in the grand scheme of things, it would be more apt to say that PM’s are spending less time on individual projects but still delivering them within the boundaries of scope, time, cost, and quality and have also transmogrified themselves into a state where they are executing more projects than before within the same amount of time – which means more transformations (or transformation projects)  are actually getting executed at the base level, resource usage is optimized, revenue generation is at its maximum possible thereby putting organizations on a growth trajectory in this intense, disruptive and competitive transformation journey. It is also to be noted that while PM’s in the era of traditional project management were only focusing and executing projects strictly based on a set of quality processes and procedures, PM’s in the digital transformation era are following a combination of “technology-processes-automation” to fast track multiple areas of the project thereby increasing delivery efficiency, decision-making and creating/releasing additional free-time to be utilized on other transformation projects.  The combination of automation and technology has been a boon in disguise for the PM’s in recent years due to the fact that these two elements take care of the intelligence that needs to be analyzed in the back end and presenting the most valuable decision making information to the PM’s – thereby saving more time for the PM who otherwise would have to spend a lot of mechanical effort to decrypt the available data and convert it to a form that can be analyzed easily. This in turn also helps the PMs (and hence the organizations) to focus more on the big challenges (farming out the labor-intensive repetitive work to the automated intelligent tools) or the problems hindering the transformation, come up with effective analysis and decisions, and deliver products/value to the customers at a faster pace and with very little time to market.

Figure1: Traditional Vs Transformed Project Execution

One other important element that measures the success of these transformations and the accuracy of mechanisms used for execution the digital transformation is the financial and other reporting that comes out of this “technology-processes-automation” combination being used by PM’s and organizations for digital transformations of all sizes. For any program or a project (large or small), organization always need some kind of a measure to check whether their project (and or investments) is progressing in the right direction and or need some kind of a corrective action(s) to be implemented in case of deviations from the growth path. It is for this reason that PM’s and stakeholders always have a continuous feedback loop based on measurements coming from automated tools. These measurements contain vital information about the various project financial and non-financial reporting which give the stakeholders enough food for thought on what’s causing the current issues (if any) and/or if something is going to cause panic in the future. It is to be noted that though there are a lot of non-financial reporting parameters that could have an impact on the overall progress and hence on decision making; it is also evident that at the end of the day all of these parameters eventually impact the financial numbers associated with the project progress or execution or results. It is not always the profit that the project should aim at but also on the value or the projected return on investment that’s expected from the digital transformation. It is here that the automation/tracking of all the financial information comes in handy and serves as the most important instrument for PM’s and stakeholders to review how and which direction are the transformations going. Organizations are and should make more investments in this space as these metrics and reporting drive the easy decision-making when it comes to actually executing transformation projects. Day by day, it is becoming clear that projects or organizations that are zooming fast through the digital transformation phase have these automated financial tracking tools in place aiding them through each step of the transformation and providing them immense information on how their investment will be yielding them a much-enriched return in the years to come.

In Summary, the three dimensions of projects, project managers and project reporting together with their fast-paced evolutions are a vital ingredient to the progressions of the digital transformation journeys. While success of digital transformation journeys may vary based on domain, technology, and other aspects, it is worth noting that these three elements may form the foundation of most of the transformation journeys when we look at it from a bottom-up approach. A concept without a clear execution path or project, without a central focused leader (PM), and without measurements of the progress could lead it to failure and confusions. To add, it is also evident that in the recent years, these three dimensions have taken leaps and bounds in their specific areas and have embraced “technology-processes-automation” combination to such an extent that any projects or transformations that are built around these dimensions have a higher success rate – due to the fact that these combinations not only have the ability to automatically analyze and report, but they also provide a very high value in enhancing quality decision making which is the key to resolve bottlenecks and spearhead the digital transformation projects onto their completion, success and growth trajectory.

Why do businesses need digital dexterity now more than ever?

Written by Mahendra Gupta on . Posted in Articles.

User adaptation is one of the major hurdles faced by the digital workplace today. As the work and the workplace continue to adopt and adapt new technologies available, employee usability lags. Sure, some organizations adapt faster than others, but for the long haul, digital dexterity helps organizations to acclimatize faster amid disruption and digital transformation.

According to Gartner, employees with a high level of digital dexterity are 3.3 times more likely to use digital initiatives to improve how they work. Coined by Gartner, digital dexterity is a terminology that goes beyond specific hard skills and technical abilities. To succeed and keep up with the world that’s going digital, inculcating digital dexterity should be a priority for every organization.

What is Digital Dexterity?

According to Gartner, “Digital dexterity is the ability and desire to exploit existing and emerging technologies for better business outcomes.” It is all about fostering a culture conducive to drive a successful digital transformation. Simply put, it is the willingness to engage, adapt, and learn to use new technology and include it in the way of work so that it fits the mission of the organization.

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CIO’s role in digital dexterity:

The onus is on the Chief Information Officer to create a digitally dexterous company. The CIO is responsible for supporting and encouraging desired behavior prerequisites to change management. However, transforming an entire organization from one that resists, or at the very least accepts new technology, can be very challenging. CIOs have an arduous road ahead, but not one that is impossible to conquer. Following these steps, CIO’s can mold digital dexterity into the workforce.

1) Begin with figuring out what failed to work in the past and how it can be corrected. Use surveys and focus groups to identify factors that trigger an aversion to change in employees.

2) Create a benchmark that evaluates employees’ outlook toward new technology at the workplace. This data will help you identify the areas that need a higher focus, like a particular department or a process.

3) Envision the future of your workplace and share it with your employees. Doing so will enhance the willingness of your workforce to accept new technology as a stepping stone to a digitally transformed future

4) Train users on the new technology extensively, and explain the benefits of increased collaboration, efficient data collection, and improve business efficiency. So that they are less resistant to adopt the change.

Prerequisites to digital dexterity:

1) Digital-First Mindset: The first and foremost step to create a digitally dexterous culture is seeking, exploring, and prioritizing digital solutions. In short, a digital mindset should be in place.

A digital mindset is an outlook that tends to reach out to technology to have a competitive advantage, and systematically approach enterprise data. When managers and employees instinctively resort to digital tools and data to improvise processes or create new products, they reap the benefits of agility and enhanced collaboration more often. To create a digital mindset, CIO’s must ensure these 3 steps:

i) To engage key stakeholders, communicating the benefits and importance of digital transformation is crucial.

ii) Practice what you preach. When executive management is engaged, employees are automatically engaged.

iii) Align rewards to digital transformation be it tangible or intangible will drive employee motivation and transformation goals.

2) Digitized Practices: The key practices that boost digital dexterity are digitizing operations, data-driven decisions, and encouraging collaborative ways of working and learning. Digital organizations display more advanced data capability levels than their peers. In a study, it came to light that less than 18% of organizations displayed digital dexterity. This also explains why 70% of digital transformations fall through the cracks. The following steps can ensure digitized practices at your workplace:

i) Start by hitting refresh on your current operational practices and restart practices by implementing digital solutions at the vanguard. This encourages collating and analyzing data systematically to drive better decision-making.

ii) Focusing on adoption instead of deployment of digitized practices leads to increased collaboration among actively engaged users, intelligent decision-making, and, over time, incessant behavioral change. Role model, rewards, gamification, etc, can have a significant impact on employee behaviors.

iii)  Ensuring new work practices are set to default and accordingly, adapting the management, people, and processes to institutionalize the updated process. Doing this CIOs advocate transparency, core process standardization, and operations efficiency that digital technologies provide.

3) Empowered Talent: To create a culture conducive to digital dexterity, leveraging the digital IQ of the organization, developing key skills, and increasing engagement is important. In a McKinsey Global Institute survey, it was predicted that by 2030, nearly one-fourth workforce shall be retrained or replaced by AI and automation.  Intel provided a Digital IQ training program for all employees to increase collaboration, communication, and innovation. In just a matter of two years, more than 20,000 employees completed the training. When this level of commitment to learning exists, it helps organizations retain their key talent and build an appreciation for digital initiatives.

4) Data Access & Collaboration Tools: Once talent, competence, and engagement are established, data access and collaboration tools can complement performance-related outcomes to drive innovation and share intelligence across the enterprise.

Data access is pivotal to digital transformation. Precise and timely data not only aids in improving business operations but also helps in proactively catering to customer demands. When employees realize the importance of data-driven outcomes, they continue to deploy data-driven approaches consistently.

Also, access to effective collaboration and coordination tools facilitates the key practices of employee engagement.

Advantages of digital dexterity: 

1) More flexibility: Digitally dexterous employees are more willing to try new roles and don new hats to support the company’s adaptation to a digital workplace.

2) Higher autonomy: Employees are more willing to work on projects with initiatives and requirements that are susceptible to change or are unclear. They are also able to harness AI and other disruptive technologies at the right time.

3) Enhanced efficiency: As digital opportunities surface, employees can take advantage of and adapt themselves to improve their team or department’s efficiency.

4) Remote workability: The remote workforce is adept to work from anywhere as long as the right technologies are deployed. Collaborating with diverse perspectives and experience in remote work encourages digital dexterity.

5) Willing to take risks: Employees with high digital dexterity understand the positive impact of digitalization on the enterprise-wide level and are thus willing to take risks to pursue this result.

Takeaway: Creating a culture that fosters digital dexterity is a daunting task, especially for firms where employees are averse to trying new technologies. But with the right mindset, practices, talent, and tools, organizations can successfully establish digital dexterity. This is possible with a human-centric approach that will navigate the digital transformation. To facilitate this, businesses must ensure that their digital initiatives include training to existing and new employees on board. Also, CIO’s and senior management need to communicate long-term strategies and take accountability to ensure digital initiatives from start to finish.

User experiences, Customer Journeys, Change Management and everything in between: The Common Element of Human Factors

Written by Priyanka Agrawal on . Posted in Articles.

There is a lot of conversation happening these days about Artificial Intelligence (AI), Machine learning, and Robotics. Artificial intelligence or AI is the ability of a system to understand what it is being asked of and then infer the best possible answer from all the available evidences. These trendy buzzwords, AI, robotics, machine learning, etc. may sound fascinating. However, they pose a serious and real threat – the threat to potentially alienate users and their experiences leading to trust issues and therefore abandoning adoption.

In one of my co-authored papers 14 years ago, at the Rigi Research group at the University of Victoria, we had proposed that humans should be treated as modeled, managed elements in an autonomic control loop to deter user alienation, improve user experiences and build user trust. We suggested synergistic design ideas to make communication with users more effective, and to allow the system to learn from the users’ actions. A system that exhibits initiative and interaction, creates a dialogue with humans and engages the people side of things is hence likely to be better adopted.

Fast forward to today, I am elated to see that our research aligned exactly with what is being asked of in today’s world. No wonder then our paper received 5,939 citations. Be it an enterprise-wide transformation or localized self-service web application, the human factor is of utmost importance. Today everything lies, not only around but also, within human experiences. As Digital-Media puts it, there can be no transformation without the human touch. Circumscribing digital transformation to the technological area is a grave error because change must be driven by the will, capacity, and commitment of people, in an organization where different generations coalesce.

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Social media frameworks today have spread contagiously and seen unprecedented success. These social media platforms such as Instagram®, Facebook®, and Snapchat® were built with a focus on people and their experiences. No, I am not suggesting to build or buy social networking tools but the point I am trying to make is that these applications were instantly intuitive and appealed to their users. Nobody needs formal training for Instagram. The same expectation of instinctive usability has to be part of any transformation initiative. In other words, User Experiences, Customer Journey and Change Management is not just about graphical user interfaces—it’s about interactions, collaborations, value mapping, and adoption. Therefore, while human factors determine the success of digital transformations, those same human factors must guide transformative actions in a smooth, efficient process for making the shift to the new digital environment. For example, analyzing available raw data made through a “Human” prism provides the ability for decision making. Without a human dimension, data is just a massive occupier of storage space that adds more problems than it solves.

As digital continues to penetrate our lives and transform our world at an accelerated pace, it will also expand the ways in which it permeates every aspect of our everyday lives. Giving heed to Human Factors, today and in the future, is therefore, fundamentally required to transform digital from a distinct, disconnected field into something that’s embedded in the fabric of everyday businesses. By ensuring people are at the center of any change, organizations can ensure they are on a path to success so that it can adjust naturally to the rapid tempo of future transformations that are yet to come.

Improve Performance by Tapping into the Power of Collaborative Intelligence

Written by George Pitagorsky on . Posted in Articles.

Decisions drive performance. When making important decisions, take the time to consider multiple perspectives, facts, opinions, and feelings.

“If you rely only on your own knowledge and experience when tasked with deciding, you are missing an opportunity to get to an optimal outcome.  As smart as you may be, you can only gain by getting information, opinions, and experience from multiple sources with meaningful diverse perspectives.”[1]

Important decisions have both short-term and long-term impacts on your ability to meet objectives. The more important the decision, the more you want to combine analysis and intuition to come to the right one.

Edward de Bono’s Six Thinking Hats approach is an example of a technique for looking at a subject from multiple perspectives, considering data and feelings with optimism, caution, and creativity, while managing the process.

Taking multiple perspectives on your own is powerful. Getting input from others increases the power. If you have access to knowledgeable people willing and able to give you the benefit of their intelligence, you augment your own intelligence.  You are still the decision-maker.

Collaborative and Collective Intelligence

Collaborative and collective intelligence are areas of study about sharing the intelligence of multiple people, machines, etc. to enhance the power of individual intelligence, with particular emphasis on decision making.  While there are differences, we will use the terms collective and collaborative interchangeably, with the focus being collaboration.

“Collective intelligence is the body of knowledge that grows out of a group. When groups of people work together, they create intelligence that cannot exist on an individual level. Making decisions as a group, forming a consensus, getting ideas from different sources, and motivating people through competition are all components of collective intelligence.”[2]

To make the power of collective intelligence a reality requires awareness, intention, sponsorship, and techniques to facilitate the sharing.

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Awareness

Being aware is the starting point. Often this awareness is so natural that there is no need to discuss it. Everyone thinks “Of course I will seek out information from others to better inform my decision making.”  People regularly and informally engage peers and subject matter experts.

Is knowledge management recognized as a critical success factor? And if it is, are leaders aware that collaborative intelligence must be considered when implementing knowledge management tools and procedures. For more on Knowledge management see the paper, Managing Project Management Knowledge[3]

Whether or not those around you aren’t regularly taking advantage of collective intelligence, some evangelizing, and a program to implement or better enable it may be needed to promote awareness of the power of collective intelligence and enable them to use it.

Obstacles: What gets in the way?

As intuitively sound it is for a person or team to seek out information from knowledgeable others when tasked with making a decision, it is often not done.

Several things get in the way. For example:

  • Know-it-all-ism: The belief that there is nothing to be learned from others; closed-mindedness.
  • The belief that asking for help is a sign of weakness
  • Lack of access to knowledgeable people who are willing and able to offer input in a constructive and well-facilitated way
  • Not enough time (and there may not be)
  • A sense that the decision isn’t important enough (and it might not be).

Creating a Sharing Environment

Collective intelligence thrives in an environment that values and enables, objectivity, knowledge sharing, and collaboration. In that kind of setting, obstacles are overcome or avoided.

The first two obstacles, Know-it-all-ism, and belief, operate on a personal level, often encouraged by cultural norms. Overcome these obstacles by candidly addressing them and changing any cultural norms that promote them. This implies that there is enough organizational maturity to engage stakeholders in meaningful conversations about behavioral change, mindful awareness, emotional and social intelligence, and the personal beliefs that influence performance.

To ensure access to the right people with the time to take part in collaborative knowledge sharing, create communities of practice, and use formal techniques, sponsored by senior leadership, and embraced by the staff. Assess the need for communication skills training and facilitation and inject them into your approach to promote useful and efficient sharing.

As with any improvement program, sponsorship and stakeholder buy-in are critical to success. While collaboration and collective intelligence can operate on a local level – like, within a project team – it is best when there is a wider organizational program. But don’t wait for the organization-wide program if you can work on the local level without it.

Techniques

Formal collaboration techniques provide structure to successfully address complex issues without being caught up in either-or thinking, competition over ideas, and common group communication issues such as going off-topic. Formal models include facilitation guidelines and standard agendas and questions.

For example, Wicked Questions can be used in planning sessions, retrospectives, and design sessions. It is used to address complex issues like conflicting design concepts, strategies, or “tension between espoused strategies and on-the-ground circumstance and to discover the valuable strategies that lie deeply hidden in paradoxical waters.”[4]

Mindful Life Mindful Work’s Co-development [5] brings people together in facilitated sessions to tap into the group’s collective intelligence. Groups may consist of members of an operational or functional team with a variety of roles, across different departments, and levels of experience. They might also be members of a practice group, for example, project managers or business analysts. The purpose is to enhance team members’ ability to address their issues, goals, or challenges. The group is not making the decision, which is the individual’s job. The group discussion informs the decision-maker.

o-development events might be part of a community of practice, or they may occur in the context of a business process, program, or project.

Managing Cultural Change

Managing the change in a collaborative environment can be a challenge. Particularly if there is a need to change cultural norms and values and cut through individual barriers.

If the environment is already collaborative, then collaboration can be supported and improved. For example, the skillful use of collaboration tools and methods better enables people to work together.

In any case, within your scope, promote knowledge sharing and collective or collaborative intelligence. Sponsorship and engagement at the working level are critical success factors in any change.

The next time you have an important decision to make, engage knowledgeable others to get the benefit of their perspectives and knowledge.

[1] https://www.mindfullifemindfulwork.com/2021/08/02/collaborative-intelligence-and-co-development-by-george-pitagorsky/
[2] https://www.organizationalpsychologydegrees.com/faq/what-is-collective-intelligence/
[3] Pitagorsky, G. (2008). Managing project management knowledge. Paper presented at PMI® Global Congress 2008—North America, Denver, CO. Newtown Square, PA: Project Management Institute. https://www.pmi.org/learning/library/managing-project-management-knowledge-6950
[4] https://www.liberatingstructures.com/4-wicked-questions/
[5] Mindful Life Mindful Work MLMW: CoDevelopmentGroups-HedyCaplan-9.25.19.mp4
Hedy Caplan MLMW  https://youtu.be/CPBr6hzvsV4

Change Management in Projects – The Overlooked Methodology

Written by Rory McNamara on . Posted in Articles.

The Scenario

The decision to implement a new technology solution is a significant one and, in many cases, a project that typically an organization is unlikely to undertake often. It is a project that requires a significant investment of money, time, and effort and so, return on investment (ROI) represents an important set of metrics that an organization should keep at the forefront of their minds. In almost all cases, the primary ROI metric is in fact a question – “How many people are now using the new software?”. This basic question should never be overlooked and I recommend asking it at the earliest stage of the project and phrasing that question differently- “How do we ensure everyone embraces our new software?”. This subtle nuance is so frequently missed or undervalued, which is understandable as so much focus is applied to the traditional method of running technology projects; the priority is delivery and subsequently, user adoption does not get the attention it requires. Like a motor car, you can build the finest, most performant engine but if you only include one seat, only a select few people will choose to drive it.

The Culture

First and foremost, it is important to understand that having a perfectly designed and configured technology solution will not alone deliver a truly successful project. In the modern professional world, each of us has a significant level of autonomy in how we work and when using technology; we do not share email addresses or mobile phones and we typically undertake our day-to-day jobs differently from the next person. These examples are obvious when we think about them, so we should look at change through a similar lens; change affects people at an individual level.

The human mind is a complex thing; 1.4kgs of intelligence, hope, love, fear, and everything in between. We celebrate and promote our individuality in life, so we must consider everyone’s uniqueness when delivering a project. When we think back to previous changes we have experienced in our professional lives, almost always the same combination of positive and negative questions and remarks are made. Such examples include:

  • “Great! It’s about time we improved that.”
  • “Not for me. The current solution works just fine.”
  • “The last project was a nightmare.”
  • “Wow! This might actually make my life a lot easier.”

It is natural to respond negatively to change. Even as a Project Manager, in the past I have instinctively reacted with pessimism when I have felt a change was forced upon me! It is this realization that has driven me to adjust and develop project delivery methods to encourage people to embrace change.

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Delivering Change

We need to view delivering successful change as both a lineal and perpetual process. Embracing change starts at the onset of a project and continues throughout the weeks and months ahead until we reach ‘go-live’ and beyond. The sections below include suggested methods for embracing change and delivering a successful project.

1. Ignite Interest – 0-1 month of the project

It is important to start communicating with the user community as soon as possible. This is a vital step- addressing the common complaints raised by users that they were unaware of and/or not consulted about the new software.

Below are some ways to get you started on communicating and igniting interest:

  • Announce during any regular “Town Hall” style company-wide meetings
  • Send an email to announce and sell the benefits
  • If appropriate, force-out screensaver/ desktop wallpaper announcements
  • Print free-standing banners and place in communal areas of the office
  • If screens exist in communal areas, display messages of the new project
  • Utilize the Intranet

The key to these activities is to build interest, not provide copious amounts of information. View this as a method of igniting some excitement so focus on the key selling points of the product.

2. Develop Interest – 1-3 months of the project

It is now time to build upon the initial interest that has been generated in the project. We should now be at a point that everyone in the organization is aware of the incoming software; this initial interest needs to be developed. We must remain mindful that one of the most common complaints following a project’s implementation, is that the end-users have not been consulted or felt involved. If someone feels negatively towards an incoming change, it is often because they feel that change has been forced upon them. Here are some recommended activities you can undertake at this stage of the process:

  • Run demonstration Workshops of the software
  • Establish user groups from each business area and run “interview” sessions to develop an understanding of how they work and how the software will need to be optimized for them
  • Set up a small number of workstations for users to “play” with the software
  • Provide regular project updates – most people don’t want huge amounts of detail; they just want to feel included and updated so share timelines and high-level updates

3. Empower Users – 3-4 months of the project

Training users on the new software is not a new concept but it is vital. The training delivery method is of particular importance and tailoring the training to specific departments is something that is highly recommended. When planning the training, ask questions such as “How will this department use the software?” With the knowledge built from the steps in stage 1, you will already have this knowledge so let’s use it to develop tailored training sessions. Training can of course be delivered in many forms:

  • Face to face, classroom sessions
  • Training videos/ eLearning
  • Quick Reference Guides (one-page graphical guides)
  • Remote, web-based training sessions

4. Support Users – Go live

To reach this point of the project, a significant level of investment and effort will have been expressed by all parties involved. Users have been trained, informed, and updated, but now they need to use the software. The risk here is that if there is one small gap in a user’s knowledge, then that can spark negativity that spreads throughout their user experience and transfer to their colleagues rapidly. To counter this, I always strongly recommend floorwalking. As outlined in this document, floorwalking ensures users are supported immediately during the first few days of using the software.

5. Into the Future

Change- specifically managing and embracing change, is a perpetual concept. Think of it as sliding down a curly-wurly slide and landing on a roundabout! Each twist in the slide represents the steps required for effective change during the project, followed by the roundabout which is the ongoing process of ensuring the change continues to be embraced and enjoyed. Whilst a new piece of software might not be as enjoyable (or nausea-inducing) as a roundabout, it is important to continue to communicate with your users after they have started using the software. Be sure to give that roundabout a “nudge” every now and then to keep it spinning. These nudges are often best delivered as metrics. The good thing about metrics is that they are typically easy to generate and simple to communicate. Consider options such as:

  • Usage stats – share how many people are using the software and when
  • Tangible benefits – where possible, calculate the direct or indirect cost benefits that have been realized vs the cost of the solution
  • Speak to your user community – remember, most software solutions are to benefit the users so be open to their feedback and share it

Summary

I honestly believe that there is no perfect solution to implementing a successful change. The wonders of humankind and technology mean there are just too many variables to have a concise set of rules to follow, in order to achieve a successful change. The points I have made in this document are simply my thoughts and broad suggestions, not a roadmap for success. If I can leave you with one concise suggestion, it is to always put yourself in the shoes of the end-user; base your approach on one that you would be comfortable being a part of.