We are going to discuss a couple of more methods of successfully implementing project management software.

If you missed the earlier posts, read them here:
All About Processes
Take It In Phases
Planning: Another Key Strategy
Tackling Project Management Skills
Project Management Skills and Project Management Software
Implementing Project Management Software: Common Strategies

I want to talk about communication. Communication is a topic that has been discussed over and over again. In light of that fact, I do not want to discuss why communication is important. I am going to assume that you already realize that communication is important, and that communication while implementing project management software is no exception to that fact.

Instead I would like to focus on some practical tips to enhance your communication specifically when implementing project management software. Even more specifically, I will focus on the recipient groups and the type of information to convey to those recipient groups.

What I see happening quite often is that the majority of people in the organization either do not know what is coming, do not understand why project management software is being implemented, or do not realize what is expected of them. Often times, this is because information is not communicated properly. Now…let me take a side note here. One can say that you need to communicate in order to achieve buy-in from everyone. I don’t think that’s the goal because you will almost never achieve buy-in from everyone. Implementing project management software and the associated processes is strategic and while it is a good idea to solicit feedback, it is important to have demonstrated leadership that makes decisions on the implementation based on that feedback, and communicates those decisions and expectations.

Now, who are those recipient groups? In a nutshell, communication needs to be done upwards, downwards, and horizontally.

Upward means that you need to communicate to senior management what is happening, what is working, what support you need, etc. to ensure continued buy-in and to help some senior managers understand the strategic value of what you are doing. Hopefully, you have already secured a level of buy-in at that level, which means that you need to keep them in the loop.

How can you do this? Provide a weekly “progress report” whether it is asked for or not. If you have the opportunity, sit down one on one and provide communication while at the same time soliciting feedback. Make sure they know what is going on, what is being accomplished, and what problems have surfaced. You also need to listen to understand what is happening in the organization and how this project fits into and is affected by that.

Downward means that you need to communicate to all of your team members / user community / personnel / whatever you want to call them. Everyone that will touch the system needs to be included. This group often times gets missed. For example, a project management software system is selected, processes are put in place, a roll out schedule is created, and the average user walks into the office one day and is expected to attend training or start using this system. All they have known up until that point is from the rumors at the water fountain. While you don’t necessarily need their sign off, you do want to have them on board.

What can you do? Communicate to them periodically before they are expected to do anything. Let them know what is coming and when. Give them an idea of what will be expected of them. Try to identify the primary objections that will be raised and hit them head on. Hold a brown bag lunch session and at a high level give them a little “demonstration” of what their experience will look like and how they will be affected. Listen to their feedback. This will help to assuage concerns, make them feel like they are more a part of the process, will prevent them from feeling surprised, and may even result in feedback in areas that you simply had not thought about properly.

Horizontally usually means communicated with those “middle managers” that will need to support this initiative in order for it to be successful. Communicate with them early and often. Solicit feedback as to what their needs and problems are, and how the new processes / tools need to work in order to be practical in their areas. You will have to separate the wish lists and the grumbling from the true needs and issues to address. Try to find ways that will add value for them. For example, one of our clients was manually submitting time forms on a weekly basis and going through a rather lengthy paper routine to track and submit these forms. Well, since all of that information was now in the project management system, they soon saw the value in clicking on a report to do the same thing and eliminating a tedious process. Another client went through a reporting drill periodically to collect and concatenate key information about projects into a word processing document. They realized that by adding a few fields to the project management system, they could do the same thing with a lot less work, and thus eliminate another tedious process. Sure you are going to have the grumblers, but overall you will be in much better shape by communicating to this group.

How can you do this? Holding a formal meeting may not work too well here. You may want to try more informal methods. Sit down with individuals one on one in the office or over lunch. Let them know what you are doing. Send them information on the system, or perhaps even let them play around with a “test copy.” After this, you may want to provide more formal yet simple updates in an existing weekly staff meeting or similar mechanism.

You should also communicate to a fourth group: champions. There will be key people that simply “get” why this is happening and can become champions of the effort. They will champion it, answer questions, and deal with objections in their groups when you cannot be there. Stay close to these people, let them know they are important.

Finally, don’t forget that communication does not mean talking or providing information. Equally, if not more important, is to listen. Listen to the feedback that you receive. That point right there will improve your communication and relationships immensely. I have found that listening and not simply talking can diffuse tense situations, make people feel more a part of the process, and provide ideas that improve your implementation.

Those are some basic tips. Whatever you do, like any other project, be sure and communicate to all of these levels. It will greatly improve the opportunities for your implementation to be successful.