Any golfer knows the importance of a good follow through when swinging the club. A golf shot is not over when your club makes contact with the ball. The follow through is as critical to the shot as the backswing.
In a similar way, the follow through on a project is as critical to achieving success as the upfront planning and design work. A project is not successful when it goes live, only when it delivers value to the enterprise. In addition, only after a system has been ingrained in an organization is there the ability to pursue innovation.
The first step in addressing this critical phase is to recognize it exists and to plan for it. It and business partners must understand what is likely to happen and be in alignment on the actions to be taken.
There are four main stages after a project goes live that should be considered:
Hypersupport – The first few weeks after a project launch when end users need extra support to address unforeseen issues or to help them learn how to use the system correctly.
Settling In – The first two to three months after implementation as people get used to new the system and new processes. This is typically a time that requires less day-to-day support. It is also an important time when changes should NOT be made so that the organization can get comfortable in the new environment.
Optimization – This is an important stage where IT and business leads assess what is working well in the new system and what needs to be improved. It is a time where small enhancements may be made. Critically, it is also a time to ensure all users are following a consistent set of best practices with the system.
Innovation – The final stage once the environment has optimized is to step back and look for opportunities the system has created for improved ways of performing functions, or new insights that can be made available from data now gathered.
In a similar way, the follow through on a project is as critical to achieving success as the upfront planning and design work. A project is not successful when it goes live, only when it delivers value to the enterprise. In addition, only after a system has been ingrained in an organization is there the ability to pursue innovation.
The first step in addressing this critical phase is to recognize it exists and to plan for it. It and business partners must understand what is likely to happen and be in alignment on the actions to be taken.
There are four main stages after a project goes live that should be considered:
Hypersupport – The first few weeks after a project launch when end users need extra support to address unforeseen issues or to help them learn how to use the system correctly.
Settling In – The first two to three months after implementation as people get used to new the system and new processes. This is typically a time that requires less day-to-day support. It is also an important time when changes should NOT be made so that the organization can get comfortable in the new environment.
Optimization – This is an important stage where IT and business leads assess what is working well in the new system and what needs to be improved. It is a time where small enhancements may be made. Critically, it is also a time to ensure all users are following a consistent set of best practices with the system.
Innovation – The final stage once the environment has optimized is to step back and look for opportunities the system has created for improved ways of performing functions, or new insights that can be made available from data now gathered.
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