How often are we faced with a system, process or application that leaves you frustrated and confused? Based on my own experiences this week, and that of many of my friends (thanks social media), it occurs pretty frequently. Feeling inspired by all this disfunction leaves me thinking about how we can quickly assess whether we have made it overly complex.
- It’s difficult to maintain – A well designed process or system is one that is easy to understand it’s purpose, and intuitive enough (or simply documented enough) for someone to maintain it. Our environments are not stagnant so we can expect our processes or systems to be.
- Users complain about it (or just don’t use it) – Processes and systems are designed to solve a business problem. If we make them so complicated and cumbersome users won’t use it, and if there is no other choice, will complain relentlessly about doing so. If the system or process requires more people to enforce it, then it’s time to take another look.
- It’s not delivering the quantifiable measure of success you thought – Again, you implemented this to solve a business problem. Hopefully, you defined a measure of success. If you are only seeing marginal improvement, or even a decline in performance against the business problem, this is highly indicative of having over-thought your solution. It’s may be time to start over.
I don’t think overly complicated systems or processes come from a malicious place, however they can be detrimental to the overall success. Be conscious of these warning signs and be aggressive if fixing these. It will make for a better overall user experience improving morale and positively impacting the bottom line.
To read more on this topic, see these blog posts by Gregory C. Smith, Code Simplicity, and David Meehan.
Data or software projects are usually purchased in one of two ways: as a part of a large, enterprise level deal that impacts multiple teams and has overarching corporate goals or as a stand alone purchase for a specific purpose for a specific team. This sales context can make for very interesting project management moments.
If we take the scenario where an organization makes an enterprise level implementation decision, you could have some additional levels of complexity. For example:
- The project team may have to “sell” the project to the individual teams of users within the organization. The teams will likely have different levels of familiarity and maturity with the business process or solution.
- Where there are varying levels of maturity, you have to be careful to effectively set expectations and cater differently to teams based on their desired engagement.
In another scenario, one part of the organization makes a purchasing decision with dependencies on other parts of the organization. This will often result is some interesting yet awkward project conversations. For example:
- If you need to engage with another part of the organization to make the project be successful, it’s important to lay out all the facts and deciding factors. Too often project conversations must occur to relieve stakeholder concerns without those stakeholders having all the facts. Those seemingly minute details can totally shift the tone of conversations, making or breaking success.
And last, let’s consider the scenario where a specific team is looking at a solution. In this case, there can be additional considerations both in the sales process but in the project management as well. For example:
- Does the team control the purse strings? Or are there other dependent groups or players? Make sure you fully understand the landscape of stakeholders & stakes.
- Does the pain points being discussed align to what you do best? Just because you can sell your solution, doesn’t mean you should.
- How does this sale fit into the overall goal of you both organizations? Is this a one-off purchase by a team without any broader organizational support? or are there opportunities for growth for both parties?
Project management in itself is a fairly straightforward undertaking. Your job as project manager is to deliver on the project goals. As the saying goes, “the devil is in the details.” You need to quickly assess the lay of the project land. Who are the key players involved in the project? Who are the key players not involved directly in the project? What are the potential pitfalls or landmines you need keep on your radar (not necessarily on your horizon as you should be working to mitigate these as much as possible)?
On-boarding customers to enterprise software can be a fairly long & daunting process. There’s usually a standard implementation process including setup, configuration, validation & training. The implied follow up to this occurs when the trained users start actively engaging with the software and embedding it into their business processes. Without this adoption and engagement, there’s a risk of undervaluing the investment.
Engagement is not passively granted, but rather actively earned. As part of the project implementation, there needs to be special consideration given to figuring out how to keep users involved & engaged. Here are 3 options for continuing the conversation with the user community:
- Develop subject matter experts within each crucial team – Working closely with a few key team members to develop their natural curiosity around your software and empowering them as experts can turn them into subject matter experts and advocates throughout the entire organization. Some ways you can do that is collaborating on a few critical business processes to meet a specific business goal. You should result in showing those users the possibility and delivering them a “aha” moment for them to share with others.
- Create opportunities for sharing – This applies to within the organization and with the vendor-organization relationship. Leverage the expertise from your vendor/implementation partner to identify best practices that can be applied to your business. Within the organization, it is rarely enough to wait for serendipitous moments to miraculously occur. Everyone is working towards their own goals, often on their own isolated path. Creating “train the trainer”, subject matter expert question time, or brown bag lunch show & tell opportunities can bridge the gap.
- Know your path to success – Hopefully, you defined your project success before the implementation. It usually isn’t instantaneous in nature, making it even more critical that you define your path to success as well. Understand where you started from, and develop a plan for moving towards that success. Measure your progress regularly and adjust the plan as needed. You may find that you’re starting point is different than you thought or it will take longer to fulfill your end goal.
User engagement post software implementation is instrumental in the success of your project. Don’t underestimate the importance or complexity of this step.
If you managed a few projects, you eventually come upon one with mislaid intentions of some sort. I’m specifically using that word because it comes bearing a sense of temporary-ness, and lacks a sense of malice. Both of which I think are what’s at play in these situations.
What do I mean by “mislaid intentions?” For me it’s those situations where things just don’t seem to add up. The actions of the stakeholders or members of the project team don’t align to the published project goals. It might be the subtle (or not so subtle) withholding of information or the constant flux of sidebar conversations or even the lack of follow through.
So, what do you do? Do you put your tail between your legs and run away? Do you whine to the powers that be? I rarely shy away from a chance to show my scrappiness and use this as an opportunity to insert myself into the process. I’m not too concerned about what others think of me. My goal is to execute on a project so I need to use all the resources I have at my disposal and pursue those goals (sometimes quite aggressively, if that’s required).
But, what’s the point? To me this is actually the more interesting question. If we are all working towards the same goal of delivering on the project goals, what’s the point in mislaying intentions? This is where the organizational and personal dynamics come in. Usually the reason for this behavior has nothing to do with you at all. It usually has to do lack of knowledge or understanding (of your role, value, or even the mechanics of the project); or it could relate to broader project issues that originated before you arrives; or it could have to do with personal insecurities.
It’s really not necessary for you to spend too much time speculating on why this is occurring. Remember these are “mislaid” intentions with implications of benevolence and a lack of permanence. Your job is to figure out how introduce your role, and work you way into the dynamics of the project often changing it as you march towards your goal of execution. Don’t stop fighting the good fight.