Change management in IT projects: Essential component for a successful transformation
A real classic and a “no-go” when introducing a new IT tool or application: user groups that are “suddenly” affected by the change and whose requirements have not been taken into account are only identified at a late stage – and then have to be given additional training and preparation. The reasons for this vary, but they cause the project team to break out in a sweat and sometimes even throw the schedules into disarray.
To prevent these and other challenges, successful change management begins at the initial stage of the project. It plays a central role—and we show you how we can support your company in this process. Our main focus is on change management for IT projects in pharmaceutical and life sciences companies.
An implementation project can only be successful if not only the technology works, but also the processes. And these processes only work if people accept them and use them in their everyday work – that is our focus when supporting system changes.
We prepare communication measures and training courses that are specifically tailored to the respective user group – because we do not offer a “standard” change management package.
Rebeca Lopez Galvis, trainer and change management expert at Sycor
To ensure that change management measures are tailored to the respective user group, we develop a change story for each project. This summarizes the messages of the changes for the project members of the core team so that everyone has a consistent picture. Only in this way can all employees, from newly hired sales representatives to medical directors, receive a clear and consistent answer to the question “Why are we doing this now?”
Back to the example at the beginning. To prevent this problem, the Sycor team creates a clear list of all stakeholders affected by the change right at the start of the project. Our more than 25 years of experience with pharmaceutical customers is a great advantage here, as it allows us to conduct the stakeholder analysis quickly while still covering all the important issues.
In some of the projects we support, system or process changes are initiated not only at the national level, but also globally. It is particularly challenging to meet local requirements without watering down key messages. This is exactly where Sycor comes in: Together with the project team, we develop a change plan that includes measures that combine global requirements with the local context. These include communication and training measures at the cross-team and cross-departmental level—such as a project logo and templates for emails, teaser videos, key user emails, and coaching sessions. In this way, we ensure that employees feel included and can understand and support the change.
If you have already experienced a project without change management, you will certainly agree with us that change management is not a “nice-to-have” but a crucial factor in any IT project. Because only when the people affected understand, accept, and apply the change in their everyday work can the change be truly successful.
Our conclusion: Focus on the people affected by the project. If you have their acceptance, the system will be used and the processes will be implemented.
Here is a summary of the most important factors that contribute to successful change management in IT projects:
Clear definition of objectives
What is changing? And above all, why? What are the advantages of the change? Example: Introduction of a new ERP system to increase efficiency.
Stakeholder analysis and involvement
Who is affected by the change? Who has influence? Early involvement reduces resistance and increases acceptance.
Transparent communication
Provide regular and open information about goals, progress, and challenges, using various channels (meetings, newsletters, intranet).
top management support
Managers visibly support the project and exemplify the change (“walk the talk”).
Training and qualification
Employees are empowered to use new systems and processes through training courses, workshops, and e-learning programs.
Change agents and multipliers
Identify trusted individuals within the company who actively support the change and mediate between the project team and the workforce.
Pilot testing and feedback loops
New systems or processes are first tested in small areas, and feedback is taken seriously and implemented.
Monitoring and performance measurement
Progress is measured using defined KPIs: e.g., user acceptance, system availability, process throughput times.
Taking culture and emotions into account
Change often triggers uncertainty or fear, so take an empathetic approach, create space for questions and concerns, and above all, take local circumstances into account in global projects.
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