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Improving Your Aim: Trying Out the Implementation Planning Model

Event Date

Apr 01, 2008

Type

Workshop Presentation

Research Team

RT-246

Slides

Topic

Support for Implementation Champions

DOCUMENT DETAILS

Abstract

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Abstract

Once a new opportunity is identified and an implementation path is laid out, the implementation process will result in the need for change. The implementation of new or improved practices is the driver for change management. Organizations face many challenges to overcome barriers that come up during the implementation of new practices. An Implementation Champion will drive the implementation process with support and resources from upper management. He/she will also communicate each step of the implementation process to all levels of the organization and get employees involved in the process. CII has come up with a number of tools that will help the implementation process and the development of this process at different stages of implementation. Implementing new or improving existing practices is a critical component in the continuing improvement of an organization. The adoption of new practices can trigger many potentially disruptive responses including reluctance by personnel to adopt a new or improved practice, reluctance by management to provide resources, and a challenge for implementation champions regarding the necessity for the proposed practice. Although these responses may be different for each organization, no organization should enter an implementation process without understanding the potential for both positive and negative responses. However, the potential for negative responses should not preclude any organization from attempting to adopt new or improved practices. In short, a reluctance to introduce practices will ultimately lead to stagnation within the organization and perhaps organization failure. The Implementation Planning Model is intended to help organizations reduce the likelihood that negative responses will stop practice implementation. The underlying premise is that a well-designed implementation plan will guide an organization to a successful outcome. However, the model is not a fail-safe approach to implementation. Rather, an organization must evaluate individual circumstances to determine where the model needs to be expanded to fit specific needs.

Filters & Tags

Knowledge Area

Business and Project Processes, Project & Program Management, Project Organization & Communication

Best Practice

Implementation of CII Research

Project Phase

Feasibility, Concept, Detailed Scope, Detailed Design (Engineering), Procurement, Construction, Commissioning & Startup, Handover & Closeout

Project Function

Project Business Sponsor, Project Management, SBU or Corporate Functions

Industry Group

Light Industrial, Heavy Industrial, Buildings, Infrastructure

Research Topic

Support for Implementation Champions

Keywords

Implementation Champion, Experience Reference Index (ERI), Benchmark Development, First Implementation, Institutional Integration, Change Audit, Need Analysis, Project Link, Resource Allocation, Visible Return, Implementation Planning Model, Implementation Matrix, Staircase Implementation Model, rt246