Relevant transformational management goes a long way in ensuring effective transitioning. Even then, without a relevant strategy on how to incorporate change, the chances of succeeding are slim. A SMART timeline ensures all the relevant project details are taken care of in a timely manner. To practically institute IT changes in an organization, each project task should be allocated enough time. Precisely, while there are tasks that take as short as one day to complete, there are tasks that can only be completed in more than a month. The figure below illustrates specific project timelines. Goal definition, adjustment of the organization’s information technology vision, and coming up with a change map are some of the undertakings that take less than a week(Greer, 2001). This is because they do not need a rigorous plan and a complex implementation strategy. The motivation of employees to adopt change is a continuous undertaking throughout the project implementation time. One of the reasons behind this is the hurdles experienced throughout change implementation. Examples are skills acquisition by employees and getting acquainted with the instituted change. Training of employees also takes considerable time. While some of the employees are technologically savvy, a number of employees, especially the older generation, could be less conversant with the change aimed at. At the same time, learning needs differ from one employee to another. For the skills that are intertwined, joined training can be done to employees. They can also be placed into groups to reduce resources spent, for example, time. Even then, considerable time will be. After project implementation, there are a few deliverables that signal the extent of project success. The implementation of the information system has not only internal but also external deliverables. The complete information system is one of the most fundamental deliverables. It should be functional and comprehensive yet simple enough for employees to use it effectively. Besides this, the enhancement of the quality of services is another critical deliverable. If this is not achieved, the project defeats its purpose. Some of the service enhancement aspects that might be easily observed are faster service provision, efficiency in service provision, and a reduction of errors. Another necessary deliverable is new skills by all employees. If this outcome is not realized, it implies that the institution will not take full advantage of the latest information system. Impact determination is part of the scheduled project time (Varajão et al., 2018). It is imperative that it is used to gauge the impact that training of employees has had on their skills. Depending on the outcome of the impact determination, employees could be trained again to reinforce their initial skills. Besides, other supportive structures, such as seminars and online class opportunities, can be put at employees’ disposal. There are also other deliverables whose impact might not be immediate but necessary in the long run. A usability report is one of them. Although the information system is not a product designed for a wide range of individuals, employees can be viewed as product users. Their needs as they apply to the new system requirements analysis. Lastly, given the technological background of the change, a variety of IT deliverables are expected (Varajão et al., 2018). The customer requirement specification is one of the requirements that is fundamentally related to the system. It helps in the identification of issues that customers might possess as well as those that might emerge in the future. Besides, data migration will be of utmost importance. The new system can be viewed as an application that replaces an old one. The crucial data used in the old system must be transferred to the new one. Besides, if the formats are different, data transferred to the new system should be tailored to the instituted system's needs and requirements.
References
Greer, M. (2001). The project manager's partner: A step-by-step guide to project management. Human Resource Development.
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Varajão, J., Magalhães, L., Freitas, L., Ribeiro, P., & Ramos, J. (2018). Implementing Success Management in an IT project. Procedia computer science , 138 , 891-898.
