Risk Management Software Deployment Your Guidebook to Success
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Managing workloads: the human element
We have found that a crucial, and often overlooked, step involves managing
employee workloads. On a RMIS implementation, nearly every employee also
has a day job, and the implementation is an unplanned addition to her or his
workload. Both provider and client should be realistic about time constraints,
both foreseen and otherwise, for participants. Managers should build in breaks
for vacation and holidays, and allow for potential emergency projects to arise.
And they can celebrate milestones, hold team-building activities and build RMIS
project activities into overall performance goals. Some clients simply want their
RMIS provider to do the job. But we continue to encourage a collaborative
implementation since one of the key ultimate goals of adopting a RMIS is to
improve the organization's working environment and work product. Put in that
context, it's a bit easier to understand why a collaborative implementation should
cross all levels of users, business units and departments that will ultimately touch
the product.
Manage schedule, cost and scope:
Project managers know it as the triple constraint: schedule, cost and scope. If
one of those variables changes during an implementation, the others must also
change, because the variables naturally self-balance, or recalibrate themselves.
Imbalances in the schedule-cost-scope relationship can be a major contributor
to IT-project failure. Positioned in positive terms, and if communicated correctly,
the triple constraint provides a way for project managers to communicate this
paradigm with our stakeholders. The provider and client must work together to
avoid adding features that are not critical to the business. They must agree and
stay true to the project plan to meet objectives they've jointly defined. But often
change is unavoidable; the important thing is to analyze the change (scope)
and understand the effect on cost and schedule.
