Creating Technology Teams That Engage the Firm
2007 will be one of the busiest technology years in recent memory. For the first time in many years, Microsoft will simultaneously roll out a new operating system and a new Office application suite. These upgrades will require firms to replace a great deal of hardware on both employees’ desks and in the server room. New training is essential, and even the best planned rollouts will invariably deal with unexpected issues.
Moves like this are truly monumental in scope. Everyone in your firm will be affected, and the changeover will require company-wide effort and understanding. In a way, large scale projects like this are daunting. While the technical implementation may be straightforward, rolling out new software can present a series of personnel roadblocks and misinterpretations. To improve the success of large scale IT projects like this, you will need innovative thinking. You can accomplish this by pulling in new personalities into your technology planning teams.
Adding new personalities to the mix
Typical teams for IT projects should involve these people for a successful implementation:
- High level management for central accountability
- Project Manager
- Technical implementors
- Team leaders for affected areas of a technology upgrade
This abbreviated list reveals a strong focus on management and IT, which is very understandable. However, what happens when the scope grows to encompass everyone in the firm? Adding people to the team who bridge the gap between business and technology will improve understanding, adoption and success of a project throughout the firm.
Find someone who can get people interested and excited about the project. Search out the person who always come up with a bug or problem you never knew existed. Finally, discover the one who has talent for making complicated ideas sound simple. These three people can serve as a bridge for your firm, and bring success that is essential for large technology projects.
The Champion
In order for any firm-wide project to succeed, you need a Champion. This person is persuasive in meetings and encourages forward movement in spite of opposition or roadblocks. The Champion should be high enough to drive adoption and interest and understand the business case for the technical project. For many projects, the de facto Champion is the highest level manager for the project. If this person is not interested, committed or communicative about the needs for the move in business terms, the project can suffer. So find a Champion who cares about why you are doing the project—and get him or her on board.
The Critic
In your firm, do you have a vocal person who constantly offers feedback about a system or process? One who finds the first bug when you roll out your “bulletproof, dead simple” copier or program? This individual may not necessarily be a negative influence, but finding someone with a critical perspective is essential. Recruit the Critic for your large team rollout. A discerning mind can often spot hurdles before they become large, and if adhered to, may easily help remove them. Even if he or she is not technically savvy, the mind that comes to the table will force you to answer questions that probably should be answered, and the project will improve because of the Critic’s input.
The Translator
How many people in a firm understand that the new ribbon in Office will make their jobs easier? Or that the machines they love are one gigabyte short of being able to run Vista smoothly? Find a translator for the IT department. The Translator is capable of explaining technology in such a way that your most technically illiterate coworkers will at least grasp the basics. For example, he or she may explain that Vista needs a SUV to run well, and your computer is an older sedan that just doesn’t have the power. The Translator may also suggest that the Office ribbon works a lot like clothesline to bring you the “clothes” you need for the task at hand. People in your firm may already know and like this person, and recruiting a Translator will invariably improve early adoption as well as any follow-up training.
Treat your company as a client and improve your success
These personalities may already be on your team. If not, they may be easy to find and eager to help, or there may be friction between one of them and the team in place. In any case, the most effective way to integrate them is to approach the entire process as if you are dealing with a client instead of your own company. Plan for excellent customer service and strive for a strong communication stream to let everyone know how the project is progressing.
Use the Champion to show that the move is a good one, and the Translator to understand the needs, frustrations and hopes of your fellow coworkers. Don’t shy away from listening to the Critic (instead of bristling) and try to find solutions to the issues that he or she brings to the table. With these personalities in place, you can have a project that hums, with wider adherence and understanding of new technologies and procedures that need to be in place.
Start to think about the business and personnel gaps on your team. Where are you missing feedback? Where are you missing buy-in? The Champion, Critic and Translator can all be effective forces for change within your firm. This year is a perfect time to start, and the rewards you reap from innovating your team will continue much longer than the project length.
