“The process has to be more efficient and costs must be saved. We are therefore proceeding to acquire a new system, in which ease of use for customers and employees is central.”
That mentioned above could be a comment that emerges in the boardroom of any profit or non-profit organisation. Afterwards, a program of requirements is designed together with, possibly the tendering procedure, the formation of a project team and ultimately the start of the project. In all this, the term implementation regularly shows its head. Implementation with the aim that the new system contributes to improving the organisational result. Nothing more and nothing less.
The fascinating thing is that while writing this blog a blue underline follows with the word implementation. The reason that the spell check gives this is “vague use of language” and that is also not an unknown picture within organisations. Everything can be found on the internet nowadays when it comes to the meaning of the word implementation. Sometimes this is vague and other times enlightening. Based on the idea of an explanation in ordinary human language, the description In Wikipedia fits in well with the desired clarity and reality:
“Implementation is the introduction of a new system, plan, idea, model, design, standard or policy in an organisation. The term is used, among other things, in the IT world, in public administration and in legal context. ”
Tip of the iceberg
The essence of this description is that implementation is about the introduction of something new. Clear enough right?, but this seems to be more difficult in practice. Especially when it comes to IT projects. In recent years, you have seen it regularly appear in the media that IT implementations in large companies and government institutions are accompanied by cost overruns, mismanagement, malfunctioning systems in practice and ultimately major disinvestments. And the things that appear in the news are probably just the tip of the well-known iceberg. Causes are also sufficiently recognizable in this context. Consider, for example, a poor basic design, in which the end-user has not or hardly been listened to or that the goal was simply not clear.
Implementation is humon work
Implementation of a new system or design can be successful of course. However, the basis for success is not just a sound design. No, everything stands or falls by listening carefully to the (end) users and using the right (communication) instruments and supervisors during the process. And the latter starts with the right person at the right time in the right place. Therefore always bear the following in mind when starting a new project:
Implementing is human work.