The scope of a pan-organisational software system implementation can be huge. Not only does it include installation of the new software and the hardware it is to run on, but also precipitates a panoply of potentially difficult and unavoidable human factors. Appreciating the conflicts that may arise will enable the organisation’s management to predict likely trouble spots and mitigate accordingly and in good time.
Understanding the System and its Limitations
The key skill is for the company’s management to understand that the new system by itself is not some sort of silver bullet. The entire implementation process involves the complete business process and/or pedagogic practice, customer service, interaction with suppliers and a bond with all other interested stakeholders. Many less tangible activities are crucial and those involved must:
- Have a sound understanding of the organisation, particularly in terms of its culture and values;
- Understand the rationale behind any new system implementation;
- Should have thoroughly considered how the system is likely to help provide a better service to all concerned with it;
- Undertake a very comprehensive review of all business processes and, where necessary, pedagogic practice, and begin to develop and introduce new policies and procedures before tuning the system to meet the agreed requirements;
- Have a complete appreciation of the complexity and flexibility of the system;
- Have an understanding of the inherent dangers of customisation of any software and how these can be mitigated against;
- Conduct a thorough set of system testing procedures, whilst accepting the potential need for software 'bug fixes' and upgrades;
- Budget for the real costs of staff time for their training and development;
- Train all users to use the live system and to fault-find and correct autonomously.
Planning the Implementation
Careful planning and efficient management of the implementation are vital to success and to negate the threats of spiralling costs, extended timescales, losing key personnel and general dissatisfaction with the outcome.
Go Live
Finally, it is crucial that the “go live” day causes as little disruption to the day-to-day business as is reasonably practicable. Issues that only arise at this juncture become magnified and will undeniably adversely affect the organisation's reputation, sometimes irrevocably, with all stakeholders. It is important to remember that poor project management and lack of communication at this crucial stage can ruin an otherwise faultless implementation.
Of course, there will always be some glitches and problems on the day, but the implementation of the guidance contined in this article will ensure that these are kept to a minimum and remain entirely manageable.
