IMPLEMENT FM SYSTEMS FOR RESULTS (continue ...)
You need to recognize and plan for the resources required, provide refresher training, audit the system and the processes after implementation to make sure it's working as intended and make the appropriate changes to adjust and improve the processes. You may even be collecting too much data or you have installed a system that is too comprehensive and complicated for your needs.
Problems are created when you don't clearly establish what information you really need and how you will use it to improve your operations. Built-in reports may not be enough. The information you get from your system is the most important feature along with better management of work processes, yet information overload can paralyze you.
If you already have an under-utilized system in place, there are things you can do to get better value from it by going back to square one and fixing the things that aren't working - and making changes so your system can start working for you instead of against you.
If you haven't purchased and installed a system yet, there are ways to ensure your new investment will deliver the benefits you expect and the results you need.
In addition to considering the business implications, needs and priorities, you must ensure your overall implementation plan addresses some of the fundamental problems organizations face when they implement new systems. This needs to be in addition to the software implementation process your software consultant or vendor specialize in:
NOT ENOUGH ADVANCED WORK
Advance work establishes why you need the system, building it into their strategic planning and deciding what they will use the information for, what you need and how to use it for decision making. In addition, you need to clearly and honestly assess your current organization's ability and willingness to work with the new system. Then you must develop a plan to make it work, including integrating it with your current practices, staffing and resources and then seeking the system that matches.
NO SELLING THE IDEA TO STAFF
You may have sold the idea upwards with a business case and got the money you need to implement a system, but how much effort was spent selling the idea to your staff, showing them the benefits, giving them training, asking them how to build it into their daily schedules and work with them on processes in a way that makes it easy and demonstrates the benefits not only to the organization but also to the staff.
NO CHANGE MANAGEMENT
Most organizations and most staff resist change. Along with everything else, you need to consider the process, communication and personalities you need to deal with and build change management into a flexible implementation plan, along with your complete business process. You may need to counteract pre-conceived notions about systems and weed out those who are roadblocks to success. After all, the software is just one part of implementing a system.
NO PLANNING FOR UPKEEP AND MAINTANCE
Implementing and populating the system in the first place can take a lot of effort, but often the amount of effort it takes to keep it up-to-date and accurate after it's up and running is ignored. Unless the processes, resources and support needed for this are part of your plan, you may end up with a system and data you can't rely on.
NO FOLLOW UP
You can't introduce something new and then simply let it run on its own. You need to build follow-up into your plan to verify that the systems, processes and resources are working as designed, just like commissioning a new building. This includes revisiting the procedures, conducting a quality control assessment on the data, listening to the staff using the system and then making changes that ensure the system works like you expected it to.
