1. Vision and business case
A clear vision of what the implementation of an CMMS has to bring is vital during implementation. It needs to include a realistic idea of the future, i.e. where are we heading, and it needs to be translated into solid objectives. The basis is the translation of objectives into a business case. In other words: what are the costs and what do we get out of it?
2. Coordinate expectations
When you implement the system, the client’s expectations need to be in line with those of the software supplier. Do you want step-by-step guidance? Or will system-technical implementation support suffice? This needs to be clear before we get going. In this prep phase, discuss all of this with your supplier and be clear and open about what you expect and intend to contribute. How about sufficient support in the organisation? Tell your supplier. By sharing, they can help contribute to a solution and offer the required support.
3. Wide support
It is important that the different layers of the organisation feel the need for an CMMS. For instance, the Technical Service department, back office, and the management. The realisation department and management need to be involved when a Maintenance Management system is being selected; and this includes the higher management, they need to join the substantive debate. People need to be aware of the business case and support it, so you can have sufficient resources at your disposal.
4. Manageable pieces
Divide the project in manageable subprojects and implement them step by step. This implementation will usually occur alongside your daily activities. Therefore, it makes sense to divide the work into phases. Use the success of completed subprojects as a lever for the next subprojects. Celebrate the intermediate successes!
5. Clear internal communication
Contribute to the upcoming commissioning of the system with sufficient communication. Talk about the how, what, when and why of the introduction of the application. This especially applies if procedures change also. An effective internal marketing campaign contributes to the success of the implementation of the maintenance software. Use, for example, the promotion materials your supplier makes available to you, like the Ultimo Compliments Kit.
6. The right project leader
The client’s skilful and well-chosen project leader is perhaps the largest contributor to success. This project leader preferably has sufficient knowledge of the processes that have to be automated. Also, they need to have affinity with IT, and have the standing and remit to organise matters. A good project leader monitors scope and budget and can make the right choices between the main focus and details. The project leader is a positive person, unwavering, commercially apt and purposeful.
Being aware of all these elements means you are laying the foundations of a successful implementation.