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Best Practice for Implementing PPM Tools 

What are the key factors for success when implementing PPM tools? How can your business minimize risks while at the same time maximize the benefit by applying established best practices?

Antura has carried out approximately one hundred successful implementations over the past decade. Here, we share some tips to help you on your way towards implementing a common, effective PPM tool in your organization. 

Time to Choose a PPM Tool? 

Congratulations! You now have every opportunity to choose correctly. Before you set off to look for the best alternative, you should define clear goals. This will help you maintain a clear focus on the project.

  • Determine the primary purpose and overall objectives. 

  • Have a clear picture of what you want to achieve in both the short as well as long run. What long-term business objectives do you want to achieve? What will the implementation project provide? 

  • Do not assume that everything can be done at once – prioritize and plan with milestones. 

  • Identify and establish your driving force. Is it about gathering information for decision-making or getting a tool that facilitates project management? Or perhaps both? Are there conflicts? Are there synergies? 

  • Will the PPM tool only manage projects or will it also include support for administration, tasks and line operations? What challenges does it entail and what new stakeholders might be implicated?

Who Takes the Lead? 

Be sure to firmly establish the project internally. A senior sponsor should lead the change project, someone who can act as an advocate and who adopts the usage of the project tool early in his decision-making. This way, you get support and understanding from management at an early stage. In addition, persons who are supposed to make decisions based on input from the PPM tool should be involved. During the implementation project, be clear about who has a mandate and what they have a mandate for.

A PPM Tool According to Your Needs 

Investigate the opportunities and the advantages as well as the disadvantages of merging the implementation, for example, with the implementation or improvement of project models, portfolio processes, project offices and governance. 

  • Will the tool be integrated with other existing or future systems? What advantages do you want to achieve? 

  • What additional demands will be placed on the implementation project?

  • Can the integrations be evaluated at a later stage or will they need to be in place from the start? 

  • Will the system be hosted internally (on-premise) or externally (SaaS/Cloud)? The selection will result in different implementation projects and different challenges. If you choose external hosting, you won’t need to involve internal IT or outsourcing partners in the project, instead you can focus on the implementation of the project tool from a business perspective. 

Which Supplier is Right for You? 

A good PPM tool supplier is more of a cooperation partner than a supplier. Preferably, you and the supplier will have:

  • Common goals 

  • Transparent communication 

  • A good working relationship 

A good supplier is a cooperation partner that you can trust. You have confidence that the supplier wants what is best for you and has the ability to meet your needs. 

Listen to your supplier and utilize previous experiences as an aid in your implementation. Beyond deep and unique knowledge of his product, the supplier often also has knowledge about the business areas that its product supports. 

Staff Successfully 

The implementation is owned and operated with the advantage of internal personnel. Don’t make yourself dependent on having third party consultants to manage the project. When the project is over, the consultant disappears. Who carries it on? Who takes ownership? Who has the competency and understanding of why things are the way they are?

  • Ensure the implementation project manager is well versed with the business and that the business feels represented by the project manager. 

  • Staff the project with representatives from various business areas to get many different perspectives and a broad consensus. 

  • Think long-term, i.e., at least one year beyond the end of the project. What will the organization look like then? What will the management around the project tool look like? How will the project tool be used? What kind of support organization will be needed? 

Additional Tips and Advice 

At Antura, we have gathered a wealth of experience over the years and we are happy to share tips and ideas to help you choose the correct PPM tool for your organization. Please feel free to contact us for additional tips and advice or fill out the form above!

 

"The true challenge lies in ensuring that people embrace and adopt the change."

Consultant at Antura

 

 

Would You Like us to Get in Touch with You?

At Antura, we have gathered a wealth of experience over the years and we are happy to share tips and ideas to help you choose the correct PPM tool for your organization. If you would like us to contact you, please fill out the form below.

 







Some Good Advice 

  • Avoid in-house solutions or solutions that need to be updated by the customer on an ongoing basis.

  • Consider the possibilities of the PPM-tool; does it have the features that are needed to fulfill your requirements?

  • Is the system sufficiently user-friendly for your intended target group?

  • Has the supplier successfully carried out similar implementations (industry, requirements, size)?

  • What does the supplier require in the implementation, development, support and training surrounding the project tool?

  • Can the supplier provide expertise in project management, portfolio management, program management, resource management, business development and change management?

  • Your guiding principles should be what you want to be able to get from the tool – and what it will be used for – far too often, the focus is on what you can stuff into it.

  • Will the supplier have established concepts for key customer management, user groups and customer days?

The Details that Make Up the Whole 

  • Ensure that the tool replaces existing procedures and tools (PowerPoint, Excel and others). 

  • Clarify user groups’ needs regarding various supports from the different tools (PPM vs. ERP) since economists and the PMO / project managers often see the finances in different ways: Financial year vs. the duration of the project. (A delay within a year at the turn of a year generally doesn’t make a difference to a project manager, but it can make a huge difference to an economist.) 

  • Consulting costs vs. internal time (depending on how you work with hourly rates, it can affect project costs differently compared to the business’ costs.) 

  • Expenses and investments vs. project budget. This is not that important for project managers, but it is very important for economists. 

  • A PPM tool does not solve problems that are actually the result of a vague allocation of responsibilities or poor discipline. A project tool can often make these shortcomings clear, but is rarely the cause of them. 

  • Think long-term and invest in a PPM system that can grow with your organization.

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