As a former project manager, I quickly recall key factors and elements from successful implementations. As noted by Brenda Hallman (2011) key contributions to success in projects include solid testing, effective communications and the involvement of key staff members. (www.projecttimes.com) On the flip side, memories of those projects that seemed to never end also boil to my mind’s surface. Reflecting on the overall results of a project - good and bad - are essential in a project manager’s personal development. This reflective period serves as a learning experience which will hopefully provide support for future projects.
In 2002, I was tasked as the lead trainer and project manager for a privately owned trash and sanitation company. My responsibility for this implementation, included designing the call routing system, managing the entire system installation process and training company employees on the use of their new call center management software and telephone equipment.
My sole point of contact for the company was a middle aged woman by the name of Joelynn. My job for this project involved developing a week long training session for employees which would be completed days before the installation. Based on my conversations with Joelynn during our planning stages, I was given the impression her team had little to no experience in the daily operations of a call center.
Fortunately for me, the implementation was a success. However, several memorable issues popped up during the “post mortems” for the project.
What contributed to the project’s success or failure?
Although I was still relatively young in the project management (PM) position, my experience in designing call centers and developing training presentations was beneficial. As the subject matter expert for the project, I didn’t have to rely on others for the desired expertise for the installation. As a SME, I was able to “provide relevant scenarios for the job in question” which were used to insure proper participant understanding. (www.iosolutions.org, 2010)
In addition, the support team from my company (technicians, senior manager, programmer) all helped by contributing their insight and recommendations throughout the implementation phases. Without the support from this group of people, the project successes would not be as memorable.
Which parts of the PM process, if included, would have made the project more successful? Why?
As I reflect on the processes that served as learning and improvement experiences, I immediately shift my thinking towards my point of contact. Based on conversations with other employees (stakeholders), I was informed that Joelynn was placed in her role solely based on time in position with the company. Her personal lack of call center experience and the differences in the similar experiences of her staff immediately surfaced during and after training. Joelynn was new to the overall call center process but many on her staff had previous knowledge and expertise with the system I helped to install. Given a chance for a “redo”, I would have talked with more people during the planning phases.
Feedback from evaluations resulted in comments like “bored out of my mind” and “just kill me now”. I am thankful these evaluations were all anonymous as I developed great working relationships during my week long stay. In addition to these stakeholder conversations, I would have asked deeper questions regarding experiences and needs for training. My weeklong overview and activity based presentation could have been reduced to a one day training for staff members and extensive one on one time with Joelynn.
Although this project was very successful, I quickly learned that more in-depth work can create positive results and a better return on the time invested on the overall project implementation and design.
MFABRAMS - ID ArchiTech
References:
Hallman, B. (August 8, 2011) 10 Key success factors for application implementation projects. Retrieved from http://www.projecttimes.com/articles/10-key-success-factors-for-application-implementation-projects.html
“Purpose and Value of Subject Matter Experts” (2010) I/O Solutions - White Paper. Retrieved from http://www.iosolutions.org/uploadedFiles/IOS/IO_Solutions/Research_and_Resources/Agency_Resources/White_Papers/Purpose%20and%20Value%20of%20SMEs%20-%20White%20Paper.pdf
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