There are a lot of different strategies employed to implement project management software (or software in general). Here are a few that I have seen.
1. The "If We Provide It, They Will Come" Strategy
The theory behind this strategy is that if you put a project management system in place, people will use it. Or they will use it if it's good or easy enough. I am sure that there are instances where this has worked, but I cannot think of a single time I have personally seen it work well. If people don't have to change and there is no pressure to do so, why change? It is human nature to stay the course. This is usually the type of organization that comes back later and indicates that "no one is using the software".
2. The "Let's Do It All Now" Strategy
This strategy is employed when there is consensus to setup project management software, and everything is done at once. Forget phased approaches or initial goals and milestones...let's overhaul all of our processes and implement as much change and features as we can right away. It sounds great, but like most projects that start with the "wild enthusiasm" phase, disillusionment often times follows from trying to bite off too much at once.
3. The "We Can Wing It" Strategy
Why employ project management to implement project management software? What fun is that? Yet that often times happens. Project management software is implemented without someone overseeing the process and / or without good project management principles being employed. The implementation of project management software can have a significant, positive, strategic impact on an organization, and it should be planned with that in mind.
4. The "Let's Get Consensus" Strategy
Consensus is an interesting word, especially when applied to project management software. Don't get me wrong, consensus can be good when applied correctly. But all too often "consensus" is the goal when both selecting software and determining how to implement it with the right processes...instead of what is best for the organization. What happens? You guessed it. Nothing. Everything languishes waiting for "consensus" and for someone to make a decision. It is good to get feedback from the people that will be using the software and from folks that understand the business objectives. But like everything else it should be balanced.
Have you experienced one of these scenarios in an organization you have been a part of, or have you yourself gone down one of these paths? What other types of scenarios have you seen? Share them by emailing blog@teaminteractions.com and if we get some interesting ones, I'll post them.
We'll also begin to explore some real strategies on how to properly implement project management software.
