Selection and implementation is only as successful as your project management tool adoption. Thoughtfully thinking through selection , implementation , and processes pave the way for staff project management tool adoption. Below we offer tried and true ways to troubleshoot tool adoption issues that may arise post-implementation and get your organization to use your project management tool.
Introduce the change
Share what is coming and why it’s coming. Paint a picture of how staff fit into the change.
Present your adoption alliance
An adoption alliance supports staff through transition and project management tool adoption. It lets staff know who “owns” the tool and cements the expectation that there will be uniform processes. They help by sending nudges, reminders, and providing feedback on tool use. Each alliance member has a role in supporting staff through the change. Your convention setter sets the timeline; masters know the best/most efficient ways to carry out implementation activities; champions have the pulse on what is happening because people feel comfortable coming to them; and awareness builders invite people to use the tool and remind them to use it.
While someone can fall into more than one role, it’s important to fill each role and follow strengths . You don’t want to put a high executor in a master role because they will struggle to get your organization’s support to use your project management tool.
Identify roadblocks
Take time to spot potential roadblocks (this can be situations, processes, or people). For those people who might struggle with change, boost their confidence by including a trusted colleague in the adoption alliance.
Build a timeline
Implementing a new tool is not a two day or even two-week project. Plan for roughly 8 weeks. This allows you to understand your organization’s requirements, the tool’s features, and to develop training for successful project management tool adoption. It should pinpoint 6-8 medium processes, identify features everyone in the organization will use, train everyday users to use the identified features, and train masters on how to use the whole tool so they can become an internal resource.
Provide focused training
Avoid a kitchen-sink approach or it will overwhelm teams. Train teams on what they need and how your organization plans to use it.
Plan for exceptions
Inevitably a project won’t follow set conventions. Plan for this so the exception doesn’t swallow the rule and cause staff to abandon your tool or adopt their own personal approach. Always make sure the tool works for your project, not the other way around.
Stay positive
Every tool has limitations. A positive mindset is more likely to help you find a solution. Rather than focusing on limitations, approach the situation from a position of what the tool can do.
Never stop learning
Expect to continue learning how to use it long after implementation. Repeated use will reinforce what you already know but keep an eye out for updates to improve use.
Maintain the change
Ensuring leaders at the top are using the tool is key to getting your organization to use your project management tool. Have awareness builders or convention setters step in as well. Send reminders and nudges through your adoption alliance. Provide support (e.g. use the first 5 minutes of staff meeting or provide tool office hours). Create SOPs and communicate repeatedly where they can be found.
You can’t stop at implementation if you want to get your organization to use your project management tool. Take the time to build a tool adoption plan that takes your organization’s needs (and objections) into consideration.