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You’ve done it. You’ve chosen and purchased some great new business software which is set to transform the business. The contract is signed, and you just can’t wait to get it implemented. It’s an exciting time.
Before you leap in boots and all, we suggest you check out these 13 things-to-do during project initiation to set your project up for success and minimise the impact of any potential implementation issues.
Project initiation is the first active stage of your project (aka the mobilisation or planning stage), and the time to lay the groundwork for the success of the rest of your project.
By the end of this phase, every person who’s going to touch the project should know what’s expected of them and have a good grasp of the required outcomes for the business.
This all takes time. For a small to medium implementation project we suggest you allow six to eight weeks, but obviously it will vary depending on the size and scope of the project.
So, where do you start?
You probably started thinking about the ‘who’ of the project during the selection and sales process. If not, that’s your first priority.
Your get-the-ball-rolling list:
The contracts you signed to get the ball rolling include outlines for the specifics of the project including scope, time, cost, approach, and objectives, as well as your responsibilities and those of your technology partner.
Your what-to-do-next list:
Organisational Change Management (OCM) is the framework for managing the effects of change the project will have on your business. A lack of investment in OCM can seriously undermine the success of your project. However, a good technology partner can help you create your OCM plan by training your change manager, and by supporting your OCM initiatives during the project.
Your it’s-never-too-late-to-change list:
The rules of the game, so to speak. Project governance provides project oversight and support to the project teams, including defining delegated limits of authority, decision-making procedures, and establishes an agreed process for escalation of issues or approvals. It keeps your project running smoothly, to budget and on time.
Your project governance should be clearly laid out by the time you finish initiation.
Your get-it-right list:
Now’s the time to complete a full project risk assessment.
Your I-don’t-like-risk list:
Creating a project schedule or project plan is a key deliverable from the initiation phase. And don’t forget to consider that there may be several parties who are each developing their own individual plans.
Your plan-to-succeed list:
We’ve all heard how too many chefs can spoil the broth. Likewise, with a technology project. The number of vendors involved in a project can impact the complexity of managing it. Without clarity of who is doing what, it’s difficult to hold anyone accountable for outcomes.
Your round-em-up-sort-em-out list:
If you don’t have a clear and agreed line of communication and collaboration from the outset of the project, you will undermine every other initiative you’ve put in place!
Your tell-it-like-it-is list:
Phew. You can relax on this one somewhat, as most vendors will have a set of artefacts that can be used. But there will still be discussion required to ensure that the formats work for everyone and that ownership and update frequencies are agreed.
Project management artefacts include project registers (think risk and issues registers, and change and decision registers etc.), and project status and project steering committee reports.
Project charters outline project roles, responsibilities, goals and stakeholders for the project, as well as providing specific definition for the project manager and how the project will be run. It’s quite common for these items to be clarified prior to contract signing either in a charter, or through a combination of business case, scope, and statement of work documents.
If you haven’t already created a charter or covered these items through your contractual documents, then initiation is the time to get going. It’s important to work with your partners on this as your existing contracts will likely have some assumptions already in place contractually.
Your (mercifully short) to-do list:
Preparation is everything. You can equip your core project team to participate in requirements and design workshops by providing them with an understanding of your solution’s out-of-the-box capabilities.
Your short here’s-how-to-do-it list:
Ill-prepared data is one of the most common reasons for a project delay. It’s all too easy to underestimate the effort required to extract it or knock it into usable shape (or both!).
Your do-it-as-early-as-possible list:
Well, we could have made this number one, but that would’ve been a bit presumptive!
We know it seems like there’s a lot to do. Maybe you’re already seasoned pros at the software project implementation game. In that case, give us a call so we can high five you and wish you all the best! However, if you’re new to this type of project, we’re here for you.
With over 900 customers, many of whom have undertaken multiple projects with us, you can trust us to provide you with the benefit of our vast experience and knowledge.
Our can-do-will-do list: