For most organizations, it is a significant hurdle to build a business case and get funding to support a talent management technology initiative. Once you get that far, high expectations for the impact of the software have already been set. Make sure that you position yourself for success by avoiding these common pitfalls that often impede the initial deployment and organizational acceptance of new technologies.
1.) Setting an arbitrary go live date.
There is nothing more frustrating than having a go live date set before an implementation project has been properly scoped. Without knowing what requirements must be met, what resources are available, and what task dependencies will affect your timeline, it is impossible to accurately select a production date. And yet, many teams are faced with just that—a go live date has been pre-selected and promised as an organizational objective or individual goal, and you must work to that date whether or not it is realistic. Obviously, if you are in a leadership position or have authority over the project the answer is simple: don’t announce a date until you have the necessary information to provide an accurate target. If this is not the case and you’re faced with an immovable date, manage it another way: identify the critical items that must be met by that date, and provide a roadmap showing what will be met in the initial phase and future phases. This approach will allow you to define a project that will be successful rather than aiming for a date you are likely to miss.