Astute Planning, Flawless Execution,
Delighted Customers

Issue #170

Tuesday, September 20, 2011

If you've been a long-time recipient of our newsletter, you've undoubtedly observed that it has been several months since we last published. This is due largely to the fact that we have been focused on implementing the Enterprise Project Management Solution for a company in the high-tech / medical device manufacturing industry, which we wrote about in a prior article. I am pleased to report that the deployment is going well and it is now time to share techniques employed to facilitate user adoption.

People, Process and Technology - Ensuring User Adoption
by Craig Bailey

A key objective with the deployment of any enterprise-wide solution is achieving user adoption. This involves several steps that, while labeled generically below, will be expanded on relative to how each pertains to an Enterprise Project Management Solution.

  • Training, training and more training
  • Providing highly responsive support
  • Putting in place self-correcting processes

Training, training and more training

The Enterprise Project Management solution presently being deployed is made up of several components, including:

 -     People

  • Team Members (anyone who may be assigned to work on a project)
  • Resource Managers
  • Project Managers
  • Finance
  • Executives

-      Process

  • A revised process for reviewing and approving project budgets
  • Project management methodology based on standards from the Project Management Institute (PMI)
  • Resource management (allocation and utilization)
  • Task updates, timesheet entry and processing

-     Tools

  • MS Project Desktop
  • MS Office Project Server
  • Integrations with ERP and payroll systems
  • Reporting and analysis

Based on the scope of the initiative, a one-size-fits-all approach to training and deployment was not appropriate. Instead, a comprehensive training program was designed for each stakeholder group, based on the role it plays in the overall solution. Training was delivered over the course of an 8-week period.

The training and deployment began with the area of timesheet entry and processing, thus converting ALL resources in the scope of the initiative. This addressed a primary concern expressed by Project Managers during the initial pilot of Project Server, namely that if not everyone was using the solution, it would fail.  

The next stage involved training Project Managers on PM fundamentals as well as the use of the system to publish and maintain project plans with accurate resource allocations and task level assignments. Resource managers were then trained on how to view and manage resource allocations and utilization. Finally, executives were oriented to the project dashboards and related reporting to monitor the health of the most critical projects to the corporation. At this point, it became all about “execution” by the key stakeholders (Project Managers and Resource Managers) provided that appropriate support was delivered to the user-community, the topic of our next subject.

Highly responsive support

A primary objective was ensuring the user community experienced highly responsive support. Accordingly, the following approach was taken.

  • A “war room” was established where the core-team camped out offering the user-community an “open door” to stop in and ask questions or discuss issues.
  • An email distribution list was made available so that users could submit questions or issues to the core-team made up of subject-matter-experts.
  • As common issues or questions were identified, an FAQ (frequently asked questions) list was published online for reference by others who may have similar questions or be experiencing similar issues.
  • And, most importantly, as questions or issues arose, the team promptly responded by aggressively working at and removing any technical glitches or obstacles to using the solution as intended.

In our next issue, we will discuss putting in place self-correcting processes as a method of ensuring user adoption. In the meantime, if you are embarking on the implementation of an Enterprise-wide solution and would like to ensure it is done right the first time, or if you are struggling with an in-process initiative that has gone off-track, contact us. We’d be happy to serve as a sounding board and/or determine if there is an opportunity to assist you in succeeding on your most important corporate initiatives. To learn more about our project management capabilities, click here


+ People, Process and Technology - Ensuring User Adoption




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Customer Centricity helped SAP to streamline their inbound telemarketing processes to become more responsive and customer-focused.  The program included all inbound product and service phone inquiries as well as all emails from the "Contact SAP" link on  Customer Centricity performed as an integral part of the project team which developed an end-to-end process for inbound inquiry management resulting on a standard operating procedure and closed loop process.  The program included:  

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