Implementation Planning - Key Aspects

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.

1. Timing, Pace and Starting Point

Timing - 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?
Pace - 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?
Starting Point - Is it possible to start in those parts of the organisation, which are most ready for the changes.

2. Method of implementation.

Direct changeover - on day one of implementation the old system ceases and the new one commences
Parallel running - old and new both continue until the new is operating without problems.
Use of pilots or trials
Phased - introduction of the change in phases. Either, parts of the change into the whole organisation or the whole change into selected parts of the organisation.

3. User Support.

Organising support - to ease through the changes, minimise disruption, and accelerate learning and adjustment. Typical approaches are:

Training.
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 & help for those 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.