Dear {!firstname},

In this issue, you'll find information on Software and Change Management. Learn how to make sure your project isn't one of the failure statistics. We also continue our series on New Business Software, with Part II - Packaged Software.

The recent swine flu outbreak is yet another reminder to update (or create) your business continuity/disaster recovery plan. See the article on Creative Business Continuity.

Feel free to forward this to others who may find this newsletter helpful.

Sincerely,

Laura Pettit Rusick
OPT Solutions, Inc.
www.optsolutionsinc.com

• Have a business sponsor and a lead technical manager on the project. Both viewpoints are critical to project success.
• Define the goals and benefits of the project. Know what business issues need to be solved.
• Do involve the people who will be using the system. Not only will they be more likely to buy into the system choice and use the software properly after implementation, but the software selected (or designed) is much more likely to be the right choice for your organization.
• Eliminate existing, unnecessary processes and streamline the inefficient processes. Evaluate how the software will be used to support your redefined operational processes.
• Aggressively manage the scope of the project and implement it in a phased approach when possible. When changes are requested, review them against the goals and expected benefits when approving and prioritizing the changes.
• Increase the numbers of users involved during testing. Allow the objectives of testing to not only be the testing of the system (identifying bugs and configuration issues), but also to familiarize users with the system before they need to use it. Identify users who like the system and are willing to help others with questions and best practices, and encourage acceptance of the system.
• Don’t forget about formal training. If your staff doesn’t understand the new processes or isn’t comfortable with the software, you will miss out on the benefits of the software.
• Plan implementations around business peaks and valleys. Allow users to begin using the new system during their slower times, whether that be a day of the week or time of the year.
• The business benefits when it can realize system advantages quickly. Any time a part of the project can be implemented early, or enhancements delayed past initial implementation, the overall project risk goes down.
• Do realize that productivity will go down before it goes up. People need time to get used to the new system and the process changes that go with it. You should begin seeing productivity increases after 3 to 6 months.

Following these steps will minimize the chance that your software project ends up over budget, late or short of its goals. For a successful implementation that doesn’t create a permanent drag on productivity, proactively communicate, train and address the impacts of the change.

Copyright © 2009 by Laura Pettit Rusick.

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