Why did I fail to implement a new process or system?

In my experience in Consulting, I have heard several reports of frustrated experiences of implementing new systems and changing processes. At least a few hundred thousand reais invested, hours of work, involvement of several employees for the new system to fall into disuse. Usually a cause is attributed to the failure, but it is hardly the only one, it is a set of problems that make it difficult for the project to move forward.

In most cases, the project manager underestimates the difficulty of its implementation, whether due to lack of experience in predicting all the stages of an implementation process and the problems it will face along the way, or due to pressure from the board, costs and deadline for the project to bring return as quickly as possible.

Another cause is the difficulty in managing changes, especially in terms of people. Leaders of this type of project experience difficulties in convincing employees that they will perform new activities, that they will be part of a new process that is better for the company, guaranteeing greater productivity and information control. They often don't see the role they play within the organization and how essential executing their work exactly as planned is for everything to work out. It is natural for human beings to be resistant to changes and in an implantation process, it is no different.

This cause is accompanied by another, which is the lack or inadequacy of training, not only technical, but also of awareness, which allows the employee to understand his role and its importance in the whole.

The absence of leadership in the implementation of the project will inevitably make the project take longer than desired and necessary and that it will constantly suffer setbacks during the process. Being the expert employee in the process or system being implemented is not enough to be the leader or “owner” of the project. The project manager should preferably be someone with great power of influence over the sector or management where the project is being implemented. He must have “hands on” to know how to deal with the resistance he will encounter along the way, difficulties in the transition, he must have independence in decision-making, engagement, exclusive dedication in the case of large projects and, most importantly, believe in the project. Otherwise, if management changes, there are chances that the deployment team will not have the strength internally to keep the project moving forward.

When the process to be implemented involves the development of a new system, it is essential that the software specification team is composed of people who understand a lot about the current and future process, to foresee process integrations and possible user difficulties, and for technology specialists, so that together they can develop a tool that is integrated with the company's main ERP, that is user-friendly and that is fast processing, scalable in the medium term and that can be easily evolved in the future. Sometimes it is necessary to develop temporary tools that help the user adapt in the transition from the current process to the future.

There is no magic formula to ensure that you do not fail to implement your project. Each project has its particularities, which must be dealt with on a case-by-case basis. The advice I can give is first to map out all the processes related and interfacing with the new process or the process that will be modified, whether for the introduction of a great tool or system or simply changing activities that have been done differently for a long time in the company. company. By identifying the processes before and after what will be changed, it will be easier to identify the possible impacts of the change.

The next step is to create a risk matrix for these impacts, listing both the benefits that the project will bring and the changes that pose a risk to the project itself, to other already established processes that are taken as a reference and also to employees whose routines of work can be changed. It is essential, therefore, to put together an action plan for action in case any of the risks materializes.

Drawing a detailed schedule is a fundamental piece. A lot of time should be spent in this planning stage, in order to have control over the deadline and be prepared to absorb or reverse the identified and unidentified risks that arise throughout the project. This schedule must include all the activities and steps necessary to prepare for the implementation, such as:

• Definition of procedures and work plans for new functions;
• Specification of changes in systems for integration or new systems;
• Development of a communication plan to periodically inform all stakeholders of the project status;
• Preparation of the work plan and activities that each of those involved in the implementation must perform;
• Transition plan for processes and/or systems;
• Milestones for decision-making that are key to the next stages of the project;
• Training in change management, for teams that will be impacted by modifications or inclusion of new processes;
• Conceptual change training;
• Hands-on training of the software to be modified/introduced etc.

This list tends to grow in projects that are long and involve many stakeholders. Although the schedule is the starting point for estimating project completion, it is common for managers to commit to the board with an estimated deadline, which does not foresee all the steps and risks involved. As a result, they find themselves in a predicament, as they need to adapt the schedule to the deadline they have committed to, having to carry out many activities in parallel and with a higher number of resources than planned. However, there are stages that cannot be accelerated, as they demand a fixed time for testing and corrections, essential for the success of the project.

Unidentified risks, such as changes in management and company guidelines, can make it difficult to meet all schedule milestones. Adjust it if necessary, but be sure to use it as it is your guide to ensuring you reach your end goal.

Always ensure that all stakeholders are involved with the project. Without their support, the project may be discontinued, even after it is fully implemented. If the process generates more hours of work for the employees directly involved and they do not recognize the importance of their service, without strong leadership to accompany it, little by little it is no longer fulfilled and all the effort and capital invested to make it work will have been in vain.

It is difficult to find companies that have a project implementation area. There are often employees with advanced knowledge about what will be implemented, but do not have the differential skills, as some mentioned above. In these cases, to avoid the risk of failure, seek external support, such as consulting companies specializing in implementation. There are several on the market. O ILOS  has experience in implementing processes and logistics systems and planner provides support in the development of customized systems and day-to-day support of the implemented process. External teams often have the necessary strength to convince stakeholders and perform good schedule control and risk management, due to their expertise in the area.

Last but not least, be sure to control costs. After all, the project was approved based on financial indicators that indicated your return to the company (IRR, payback, NPV, etc.) and for which you will be charged. Adapt whenever necessary, without forgetting the goal you want to achieve with it at the end of the day.