Planning Implementation

Implementation is virtually always a disruptive, stressful and uncertain process. The normal operation of the organisation is disrupted and replaced by ambiguity and disorder. However, there are always some means available to reduce the disruption. Below is a checklist of some of the possibilities to consider.

Method of Implementation
Timing
Pace
Where to Start
User Support
Management Structures & Resources

1. Method of implementation.

Think through your changes in terms of the following six main tactics used to implement change.

Direct changeover - on day one of implementation the old system ceases and the new one commences.
Parallel running - of the new and the old until the new is operating without problems or until all work which was started under the old has been completed.
Use of pilot projects in part of the organisation
A Trial - introduction of the change for a trial period followed by a review.
Phased - introduction the change in phases:
Either, introducing parts of the change into the whole organisation (perhaps starting with the least radical or controversial elements and then introducing the more complex or problematic ones). And/or, introducing the change in parts of the organisation (starting if possible with the parts) of the organisation where the readiness for change is greatest and extending to the rest of the organisation - after success has been shown)
By Stealth - new procedures are instituted without comment or fanfare.

2. Timing.

There is sometimes an optimum point in relation to work cycles, workload pressure, annual leave and other environmental factors. Of course having identified such an optimum point, tight project control is then required to ensure that the change is ready to be implemented when planned.

Is there a "best time" to introduce the changes in relation to work load, work cycles, and political pressures? What freedoms do we have in this?

3. Pace.

This will doubtless be constrained by external pressures but the degree of readiness for change, the scale of the change, and the degree is ready of uncertainty involved should all ideally be taken into account in thinking about how fast to go.

Is it best to introduce the changes quickly or gradually? There are always pros and cons to each. What freedoms do we have in this?

4. Where to start.

It is usually desirable to start (where pilots or phased implementation are to be used) in those parts of the organisation which are most ready for change. (This might mean hurting most, or most committed to a new vision.)

Is it possible to start in those parts of the organisation, which are most ready for the changes?

5. User Support.

People going through change may need support in the face of difficulties and uncertainties they encounter, both at the point of implementation and in the teething period that follows. Some combination of the following types of support may be employed:

Training.	Workshops and seminars designed to get discussion
Documentation	manuals plus updating circulars. Hard to avoid although they tend to be bulky and cumbersome and suffer from indexing problems.
"Help Lines"	facilities inviting the user to specify his problem and the degree of help they require.
Support team	typical located at the centre of a distributed system - e.g. acting as a help desk.
Local support	a user who has become particularly skilled in the use of an IT system ( a local expert).
Management support	counselling & encouragement of supervisors & staff who must adjust to a new role
Change/learning mechanisms	to allow users to enhance and improve the system once it is in operation, and to identify problems and propose changes.

6. Management structures and resources.

Implementation can direct considerable resources away from the ongoing work of the organisation. Detaching individual managers to take responsibility for some or all aspects of implementation is likely to ensure that they are handled properly. Conversely, wherever possible additional resources need to be sought by eg: use of casuals, overtime, changing priorities, deferring or closing down activities, exporting work, temporary promotion. For major implementations this may entail a full time project organisation.