New technology is exciting.  Implementations can go horribly wrong.  A well-executed transformation project has to be delivered on task, on time and on budget. 

On task – the right choice needs to be made.  This means due diligence is required and it takes time and energy.  Sitting in on a 30 minutes online demonstration is NOT due dligence. 

On time – clear milestones have to be set, clear expectations of the business established, and clear authority provided to the team managing the project. 

On budget – if clear outcomes or deliverabes are laid down in the due diligence phase, then this is always possible.  “add-ons” and “would like’s” need to wait for Stage 2. 

Business owners and partners of professional firms should then get out of the way.

What is more important is to identify the Change Management required to maximise the benefits of the new technology.  It is almost guaranteed that to get the most benefits, you WILL have to change the way you do things.  And for staff and partners or owners who have been used to doing things the same way for a decade, this can be challenging.

When looking for the right tranformation partner, you want someone who can not only manage the technology deliverables, but someone who can also engage the owner or partners and the team on the changes required to get the right outcomes for the business.

At pSE Advisory, we have the experience in managing stakeholders and team members for great outcomes.  Here’s how we can make a difference:

1. The business knows the technology is needed.  But how many have been through a change project before of this size.  We have done lots of them.
2. The owners or partners are great client relationship managers and great technicians.  This doesn’t mean they can manage this kind of project effectively.  We’ve done this kind of thing before.  So we do come with experience, lots of it.
3. One of the biggest killers is lack of time to focus.  Owners or partners are busy, doing great things.  They don’t need to be running this project.  They should have all the input necessary, know what the outcome should be, and then let someone they can trust who is on their level, take hold of it and deliver it. We can do that.
4. Many times the gold in the efficiency lift is to be found by spending time with the team.  Sometimes the team just won’t open up to the owners or partners the same way they will to an outsider.  An outsider who has the time to walk them through the proposed changes.
5. The technology vendors have a goal – get in and get out and as quickly as possible.  It helps to have someone who can talk their language, who knows how to run a business or a professional services firm, and who can speak with some authority of experience, to be in the middle.  To answer the questions quickly, to keep them within the guidelines, to keep track of the deliverables, the time line and the budget.

Managing the technology transformation and change management can be delivered by pSE Advisory. Here’s a guide to how we go about it.

1. Speak with you to understand the need for change, what is the current position and what are the desired outcomes.
2. Depending on where the business is at, either work with you to develop your requirements or else review your progress to date.
3.  If required, we can present an RFP setting out your requirements for your sign off and then take that to market, arranging meetings and demonstrations, refining choices and moving towards a project plan.  All relevant team members would be engaged in this process.
4. Any project sign off would include deliverables, timeline and budget.  It would also include a process review project to align the business processes and the proposed technology, again setting out deliverables, timeline and budget.
5. Establish a project team and confirm authority with the owners or partners. This means complete buy-in to the project from all, and appointment of persons respnsible to make decisions – quickly.  It means the busienss is agreeing to prioritise the project.  Time delays kill enthusiasm and ultimatley can kill projects.
6. Once the project begins, provide regular updates on progress.  If points of reference arise, call for input to enable the project to continue.
7.  Keep stakeholders informed of progress towards timeline milestones, building enthusiasm along the way.  Periodic “show and tell” provided where appropriate. 
8. Ensure pace of change on external processes is aligning with project timeline.
9. Go live. 

The scope and shape of how we help depends on you.   A proposal and quote is provided once the scope is agreed.