Many people have been eagerly anticipating a post about common problems in software implementation. This post addresses the third consulting and customer pitfalls, as identified through personal experience and teaching. The goal is to share these insights to help others avoid similar mistakes.

Let’s revisit the list of common pitfalls:

Top 5 Consulting Mistakes:

1. Believing you are solely responsible for the project’s success or failure.
2. Neglecting customer service, even during challenging implementation phases.
3. Disregarding risks to evade difficult conversations and maintain a sense of harmony.
4. Avoiding proactive change management for reasons similar to number 3.
5. Getting caught up in minor details and losing sight of the implementation’s objectives.

Top 5 Customer Mistakes:

1. Believing that the consulting team is solely responsible for the project’s success or failure.
2. Viewing the consulting team as opponents rather than collaborators.
3. Downplaying the organizational change associated with software implementation.
4. Failing to recognize the value of employee time invested in implementation.
5. Not adequately communicating goals, whether due to budget, resource, time, or energy constraints.

Let’s delve into the third consulting mistake: Ignoring risks to avoid difficult conversations and maintain a sense of harmony. Many individuals avoid addressing issues, hoping they’ll resolve themselves. Risks involving people are often the most challenging. For example, imagine working with a customer’s internal project manager who is a pleasure to interact with personally but struggles to keep up with work responsibilities. Delays and oversights become more frequent, requiring increased management of the customer’s resources. Ignoring the situation and hoping for improvement is tempting, and gentle attempts to address it might have been made. However, the key questions are: Does this situation jeopardize the project? And is there an obligation to proactively mitigate this risk?

The answer to both questions is yes. A more direct conversation with the internal project manager might be necessary, potentially involving the customer’s project sponsor or the project manager’s supervisor to brainstorm solutions. Focusing on proactive measures and solutions, rather than dwelling on individual blame, is crucial. While details are essential for focused brainstorming, avoid assigning blame. Ultimately, the entire project team—customer and consultants alike—share the same goal: success. Emphasizing risk management’s role in enhancing success can help everyone prioritize the bigger picture.

On the customer side, the third mistake is underestimating the organizational change associated with software implementation. This is a critical aspect, as change brings uncertainty about roles, processes, and implications for the organization. Effective organizational change management, like pain management, involves anticipating and addressing potential challenges proactively.

Consider Mark, a customer service representative. He’s aware of the new system but hasn’t been involved in the implementation process. He understands the new system aims for efficiency, potentially impacting staffing needs. Having recently joined the company and still learning the current system, he worries about mastering a new one right before their busiest season. These concerns are crucial for executives, project sponsors, and managers to address during implementation. Openly discussing the changes and their implications for the organization and employees is essential.

By fostering communication about upcoming changes, the implementation becomes a company-wide endeavor, shared by everyone. While customer service staff might decrease, new opportunities, such as sales analyst positions, could emerge due to enhanced reporting tools. Striking a balance between organizational benefits and employee well-being, coupled with strong, positive leadership during the change, is vital.

This covers today’s discussion on common pitfalls. Two more points will be shared in the future. Feel free to contribute your thoughts. This emphasizes that software functionality is only one element of success; people, processes, and methodologies are equally crucial.

Update: Thanks to Mark Polino for reminding me about a valuable resource: the book “Difficult Conversations” by Stone, Patton, and Heen. It offers guidance on approaching challenging topics with confidence. Consider checking it out to enhance your ability to handle such situations effectively.

Christina Phillips is a Microsoft Certified Trainer and Dynamics GP Certified Professional. She is a supervising consultant with BKD Technologies, providing training, support, and project management services to new and existing Microsoft Dynamics customers. This blog represents her views only, not those of her employer.