As project managers, we are driven to execute projects by the maxim: “deliver all requirements on time and within budget.” Of course, this is nothing new, nor is it as simple as the statement sounds. We often find ourselves with pushback from many sides. One reason for this pushback is often because sales people may sign contracts without checking to see if the resources are available to complete the project when promised. Another reason is Finance and Accounting may want us to do more with less, so margins look better for a cost center. Also, Operations and Customer Support may want the programs and applications to work perfectly to reduce the amount of time they spend dealing with angry customers and coworkers. However, these departments are not the only areas of concern when deploying upgrades and/or installing new system. The current maxim only provides a myopic, 100,000 foot view of some of the issues bearing down on us. The basic maxim above is due for an upgrade to enhance the value of the project manager.

Many PMOs and IT professionals are realizing that in order to be a successful project manager, more focus must be placed on the satisfaction of the people who will be using the systems. The three parameters mentioned above can be measured against plans with simple statistics covering scope, schedule and budget. Unfortunately, none of these statistics measure users’ satisfaction, which benefits you and your team’s political capital by bringing emotional approval to the value of the work.

Over time, I have found that customer satisfaction can be overlooked for a variety of reasons. Below I have listed a few issues that may arise, and offered ways to align your thoughts with the customers and end users to enhance adoption of new systems and upgrades.

 

  • End users may not be looking for a solution or an upgrade.

From the perspective of the application users, the systems may be working just fine. Everything they want to accomplish is handled without a problem. They are able to find what the need, perform job tasks, file artifacts, and complete the day’s job regularly — they feel fine with their application just as it is.

The issue arises because the technology team can see the benefits the project is capable of delivering. We may also believe that those benefits are obvious. Unfortunately, we deal with the application as our primary responsibility all day, every day. We may know the machine, but we haven’t made it clear how it can impact the users’ business.

Solution 1:

Create a gap analysis between the current system and the new solution, focusing on the benefits to the user. Meet with the customers and managers to provide the vision of how the new application will enhance the ability to complete their work and provide better service to the people they support. Take these ideas and show how by doing more at the same time, they may open themselves up to greater pay raises, promotions, and spend more time away from the office.

And don’t wait until deployment to start working with the users. Start working with the users and customers shortly after the project kickoff meeting.

 

  • The users do not want to learn a new system.

For the majority of users inside of a business, deploying a new system can only be worked on part-time. Their regular day-to-day duties do not change. Training adds an additional burden on an already full working day. For those who are not excited about new technology, this new time demand adds stress to their lives.

 

Solution 2:

Start introducing the changes and new functionality early. Create training, on-line FAQs, and always have open lines of communication to assist with the adoption of the new program. Also, don’t wait for the users to come to you. Send out periodic questions through emails or other media, which focus on the bigger concerns of the customers. Call the managers to get feedback. Send quick surveys to check on how engaged the users are in adopting the new technologies.

 

 

  • Your enthusiasm for technology is greater than many end users.

Technology is your career, and you probably love technology more than the typical employee in your company. The best analogy of your passion is presented in a scene from the movie, A Christmas Story. Ralphie (i.e.: you) daydreams about how he, alone, can save his family (i.e.: the end users) from thieves and invaders (i.e.: old system issues) only if he has his Official Red Ryder, Carbine Action, Two-Hundred-Shot Range, Model Air Rifle (i.e.: new system — see clip here). Ralphie’s enthusiasm parallels some IT professionals and project managers, and may make us seem just like Ralphie when switched back to reality.

 

Solution 3:

Curb your enthusiasm for the new system. The key remains that the customers have fears, concerns and apprehensions. They are bidding farewell to a system that has worked for them, which they have become comfortable using. Their concerns must become your concerns without any judgment that may distract from you assisting with the transition.

 

By looking at the deployment of code through customers’ and end users eyes, you will come to understand the emotional issues they will be facing during the transition to the new system. The ability to create solutions for those issues will aid in the smooth adoption of the system. The qualitative value you bring by resolving end user anxiety will be appreciated, and will get you called back for more work.