There is no doubt that adopting an integrated PMIS (integrated project management information system) is a sound business move, especially when you keep in mind that 90% of projects go over budget and/or schedule and a PMIS helps companies deliver on time and on budget. But what about projects which have deployed a PMIS and are still struggling? When this happens, the reasons usually cited are linked to operational or procedural bottlenecks in monitoring and planning and so on. What we don’t often hear is an extremely important factor that can make or break a project, and that is: human behavior.
The fact is: implementation of project management software is one thing, getting people to use it properly is another.
The efficacy of your integrated project management information system starts with a user who accepts it (difficult for emotional/human), learns it adequately (requires an investment of time and effort), and finally uses it as it was designed to be used (transitioning from manual to digital is not intuitive). None of this happens overnight. Adoption of any new software is gradual, and companies would be wise not to expect too much too soon – and keep this in mind while assessing the success of their PMIS. Therefore, EPC organizations should embark on internal change management policies when they adopt a PMIS, making it understood that it will change the way everyone works. In most cases, such efforts are driven by the project manager but for best results, it should be a team-wide effort that lasts well beyond the software go-live.
Now, there are some things a project manager can do to ensure successful PMIS adoption. Let’s go through a few:
First, the manager should adopt a hope-for-the-best-plan-for-the-worst policy, at least in the early days after implementation. He should be aware of stakeholder engagement and user engagement. How well are people engaging with the new systems? Are they comfortable? Are they happy about using it or is it seen as a burden? Knowing this will give the project manager a realistic picture of what to expect by way of productivity, and from here he can develop effective correction strategies.
Next, he should be careful to align the team’s objectives with the project objectives. Meaning, he should get everybody on the same page. Remember that when you adopt an integrated project management information software you’ve broken down barriers between teams and disciplines, between management and teams, between company and vendors, and between stakeholders. You’ve also made the process transparent – which takes some getting used to in any situation! So the project manager should be sensitive to this, and be proactive about dealing with doubts or insecurities.
It would also help if the project manager identified a few individuals who can act as internal evangelists and help make the transition smoother for their colleagues. Such people should be enthusiastic and excited about the new systems, and that will help bring others on board. These people are the project manager’s best allies in ensuring the successful implementation of project management software.
Showing is more powerful than telling. The project manager should hold product demonstrations as often as needed and as in-depth as needed. Product Training can be frustrating, not to mention expensive, but it is very necessary. It is rare that a user understands a new software perfectly after just one round of training sessions, and even if he understands it, the scope of PMIS software is so huge and inter-connected and the details of a feature so intricate, that even the most seasoned user can get lost in the weeds from time to time. And this is why having good support from the vendor matters a lot, and why it is advisable to factor that in while evaluating a PMIS.
After initial training, multiple follow-ups should be expected and planned for as a matter of course. Don’t see repeated training as failure, think of it as strengthening the core skills of your team as they move into a post-PMIS phase.
Finally, there is feedback – a very critical tool to ensure the successful adoption of project management solutions. Bottom-up feedback is underrated, if not overlooked in some EPC companies, but when adopting enterprise software like a PMIS, user feedback is vital. Don’t expect every user to appreciate the benefits right away; if you think from a ground-level perspective, it’s easy to see how the new systems can be perceived as a negative rather than a positive for the guy on the ground. And here again, patience and time is the key. Give users sufficient time to get used to the system before you judge either them or it.
In conclusion, there is no one-size-fits-all method of ensuring successful PMIS deployment. A great deal depends on the type of organization, the size of the team, the experience and skill level of the team, etc., but as a universal principle, factor in sufficient post-implementation time into your plan. Give everybody time and support as they transition to the new systems, and always keep communication and feedback channels open. That way you will see the benefits of implementing your PMIS sooner rather than later.
