PEG Lessons Learned - Ownership Starts on Day One

Project Lessons Learned Ownership Starts on Day One

What you would attempt to do if you knew you could not fail?

Vol I, Issue 4 - 4Q2007 - Ownership Starts on Day One

Finding and Keeping Project Enthusiasm

One of the greatest challenges of major system implementation projects is sustaining
the enthusiasm and commitment throughout the course of the entire project.
Involvement engenders ownership, and employee involvement secured early and
maintained consistently can spell the difference between success and failure. This
involvement starts with requirements definition (the SCOPE) and software selection.
The more people feel they have had a say in setting priorities and selecting a
system, the more they will feel compelled to stay involved, even during rough times.
If the software selection is perceived to have been done by a chosen few, the
masses can feel justified in remaining aloof. Full-scale mutiny is unlikely, but if most
of the crew feels they are just along for the ride, the odds of weathering the
inevitable storm are greatly reduced.

While ownership can be secured with involvement, it cannot be sustained without
constant forward movement. Long lapses between action steps are certain to lessen
workers' focus and dedication. From the moment of the project kickoff, time
becomes the project's worst enemy While care must be taken not to rush into
premature decisions, getting bogged down in weeks or even months of analysis work
will sap the energy of those waiting to get to work. The longer you spend analysing
the problem, the fewer people you'll have ready to roll up their sleeves to solve it.

The process of defining system requirements and narrowing down the list of
acceptable software vendors is most often the biggest culprit in the time versus
enthusiasm scenario. IF it takes months for the selection team to emerge from the
conference room with its list of software packages for people to start viewing, they
will have a tough time recapturing that enthusiasms that has dissipated in the interim.

Encouraging Ownership
No matter how anxious you may be to make your project a success, not everyone
will jump at the chance to participate. Sometimes incentives need to be offered to
elicit a higher degree of ownership. For so-called bad apples - those who refuse to
go along, becoming a detriment to the project - the incentive of keeping their jobs
may be enough. Let them know they must be either part of the team or not involved
at all - the only alternative is removal. Big-ticket projects are tough enough without
naysayers. Another more accepted practice that encourages a willing team spirit is
awarding financial incentives. If all responsible managers' end-of-year bonuses are
dependent on specific project and financial goals, their buy-in, especially as the
implementation approaches, becomes even more committed. The company must
recognize that some project goals must be rewarded when met, regardless of
whatever overall profit and sales goals for the the business are.

NOTE: Successful projects comes only from management with a strong sense of
responsibility.

Lessons Learned

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