The outline summarizes our experience with system implementation, faced while implementing solution for a customer or internally. The findings apply to virtually any system implementation or to any process being automated.
Experience matters during technology implementation, largely we see that implementation efforts are being led by individuals who are extremely proficient on the technology being deployed, but do not correctly identify and understand the conditions that are requiring change, do not correctly include relevant team member or do not get every team member aligned on critical success factor, roles, and responsibilities. Managing this only comes with years of experience and we have learnt this the hard way.
Our experience and research highlights the conditions for pangs and pains of technology implementation:
1. A technology tool does not satisfy the need, when there is a limited vision (As a process automation tool)
2. Dosen't address the need when the proposal does not adequately address current process issues, problems and requirements
3. Full implementation does not happen, which can be in the form of: A. Phase wise implementation not completed, B. Process elements overlooked during implementation, C. Operating manuals / guides not published, D. User training is not completed, E. Documentation not finalized and retained
4. Technology does not operate as intended
5. Does not get used
A common root cause is that all the intended participants are not fully aligned on the problem, strategy, solution, implementation, use and benefits (impact):
- People who know the situation best, often are not involved in defining the problems and identifying potential solutions. i.e. Organisations many a time fail to rely on its own internal consulting experts, people who run the system daily
- Clear expectations are not laid between all participants including consultants, vendors, leaders, designers, builders, installers, and users.
- The team members who perform the work don't buy in and fully adopt the solution
An added challenge is that many of the technology systems do not provide tools, for addressing the critical daily routines of documenting alignment activities; i.e. expectations and supporting competency development.
We have gained experience on handling such implementation tasks overtime and our learning has led us to develop a framework enabling us to overcome the "How to do it" challenge, we:
1. Map formal and informal relationships
2. Use alignment and competencies to gather information about the decision makers
3. Ask questions and uncover the problems to be overseen for the issues to resolved
4. Move people towards decision using a framework which is provided as part of technology tool
5. Address real alignment through development of core competencies
6. Remember that interpersonal skills competencies precede technical competencies
