Taking Ownership in Business Software Projects Implementation

Filed in Projects     

Biz

Getting the Employee to Own Initiatives

The implementation of business software programs must include the objective of persuading employees to take ownership of the project and its success. Although employees work and they are paid a certain wage, it is sometimes important to make them feel as if they own the company. Some organizations have taken this a step further by offering shares to employees on long term contracts so that they literally own a piece of the company.

The relative success of such schemes in building team spirit is still under review but logic would suggest that someone would like to get the best for their own organization. If the individual members of teams feel that they have a stake in the success of a business software program, they will be more likely to commit to working with it.

Most employees will take ownership of business software projects when they are informed of the potential benefits for them. The problem with the people who normally implement these programs is that they make no effort to sell the programs to the ordinary user with the effect that there is limited understanding of the benefits of the project. It then becomes some sort of corporate ogre that must be resisted at all costs.

All that is needed is a good training and communication session whereby the experts can tell the employees about the potential benefits of the business software program that is being proposed. If those improvements make sense to the individual work programs of the employees, they will get support.

Managerial Responsibility

That is why some companies still insist that the business software initiatives must come from the employees themselves. If the employees have identified a problem that is going to be resolved by the introduction of business software, then it is more likely that they will want to do everything in their power to ensure that that project is a success in all circumstances.

Sometimes it is a good idea for the business software department to act like a publicity campaign for the various initiatives. The members of staff who work in those departments must understand their responsibilities for ensuring that individual teams take ownership of the business software program that has been approved by the senior management team.

The senior executives themselves have a role in ensuring that they are taking full responsibility for the project. This is one of those cases where leading by example is the best policy. Some managers attempt to shift the goalposts in order to absolve themselves of any responsibility for the projects that are under their care. That is when the blame game begins and prevents a full assessment of the project.

Although the business software project will have to have individual approval from members of the team, the senior management also has to ensure that it has taken its responsibilities seriously. If the blame game starts in earnest the business software projects will never get anywhere. That is one of the most difficult parts of the process.