Last week I attended a Webinar that focused on the leading environment, health & safety (EHS) software companies. During the Q&A period, an attendee commented that, while the software may lead the market, the firms that implement the software may not be up to snuff. This results in problematic implementations and unhappy clients.
At a business lunch the next day, a colleague asked why some EHS consulting firms are less successful than others when it comes to implementation. I replied that implementation success is not about the software alone. No matter how feature-packed, intuitive and functional the software package, it takes more than software-savvy subject matter experts and EHS-savvy software engineers for a truly successful implementation. The implementation team requires proven methodology, good project management and social skills, and the ability to foster user acceptance.
- proven methodology is important throughout the entire software life cycle–from concept through business needs analysis and software evaluation and selection to design, system configuration, rollout and support. Proven methodology helps to reduce the margin of error and ultimately saves the client time.
- project management skills are important in planning, budgeting and tracking, and critical in managing “scope creep.” Project management skills are critical in areas such as IT risk management and identifying and recommending solutions to issues as they arise.
- social skills are important since enterprise-scale IT projects involve different stakeholders with competing agendas. Members of the implementation team must be able to communicate with people at many levels and in various functions within the client organization. Some of the members must excel in facilitation skills, particularly when the group must reach a fact-based consensus. They must be able to work without showing bias towards certain stakeholders or software packages.
- user acceptance often will “make or break” an implementation. Fostering user acceptance requires organizational change management expertise, something often overlooked during large IT projects. Organizational change management activities should occur throughout the software life cycle, and include much more than training. Read more about organizational change management here.
If you contemplate starting an IT initiative in the EHS arena, or to manage other subject matter, make sure that you have a professional leading the effort. Hands-on experience in the above areas can increase the probability of success in software implementations. Of course, these are a select few of all of the skills required. Read more about IT program management here.