Collective Wisdom from the Experts 79
Next, document how these processes will differ once the new software has
been rolled out. Speak frankly with target users of the new software. Discuss
how the changes will affect their work. Listen carefully, evaluate the impact and
costs of each feature change, and adjust the software design accordingly. Make
sure that the changes will be acceptable to target users and their management.
Involve managers of the target user community early and often. They will
be important champions of change who can make or break the transition to
the new system by incentivizing and/or mandating that end-users make the
switch. They are invaluable partners to remove obstacles and solve unforeseen
issues with the rollout.
Create a plan for change. Determine the list of training and team-building
activities that will need to happen prior to the project launch, and build these
into your project schedule. Enlist help from the management community to
create the change management plan. At a minimum, this group must buy into
the concepts, implementation and training approach, and timelines whole-
heartedly. Listen carefully for objections or warnings about approaches that
will not work with their teams.
In summary, users and their management are interested in keeping their focus
squarely on meeting their business objectives. Transitions to new processes,
tools, and systems pose a potential threat to these goals. Solid upfront plan-
ning helps provide a smooth transition to the new system, paves the way for
buy-in and acceptance, and increases the chances of its long-term use.