IT Employment

10 ways to overcome resistance to project collaboration software


Since the emergence of Web (insert arbitrary number here).0 -- with social networks, bookmarking, online applications, photo tagging, and blogs -- collaboration has become the dominant characteristic in the way we work, live, and play. To a large extent, software as a service (SaaS) has made this phenomenon possible, eliminating the need to buy, distribute, install, and learn conventional software.

According to a report by THINKstrategies and the Cutter Consortium, more than a third of small and large businesses will adopt SaaS into their technology portfolio during the next year to help bolster such activities as project management and internal collaboration. About 80 percent of those considering it say they plan to adopt it within the next 12 months.

Unfortunately, some project managers who may otherwise eagerly share vacation photos with family members through Flickr or freely respond to a blog posting remain reluctant to adopt project collaboration software. They have become bogged down in paper-based systems or standalone software and have not yet realized the benefits of turning to a networked environment for their crucial work projects. Yet the success of implementing a software-based project collaboration system depends wholly on the willingness of potential users to integrate the system into their work flow and work habits.

To help avoid such resistance, businesses should consider 10 practical steps that can enable the company to gain the support of its staff and the efficiencies inherent in project collaboration software.

Note: This article came to us from TechRepublic member Gil Heiman via our Blog Submission Tool and is also available as a PDF download.

#1: Start with the basics -- incorporate everyday tools

Choose software with familiar, everyday tools, such as e-mail integration, Wikis, and instant chat. This makes introducing new software less intimidating right from the start.

#2: Novel concept alert: Ask the user first

Consult the people who will actually be using the software before making a purchase. Take it from the experts: "IT professionals, project managers, and business development managers should provide input into the PPM [project and portfolio management] investment decision; otherwise, the tool might not be capable of providing all promised benefits." --Daniel B. Stang, Gartner research

#3: Loosen up - go subscription-based

Subscription-based pricing is more flexible, so you can deploy on a small scale first to make sure it is right for your company. Pay-as-you go flexibility allows organizations to add or subtract functionality as needed, so you're not locked into expensive commitments.

#4: Collaboration promotes adoption

Tools that offer enhanced collaboration abilities lead to more rapid adoption, as teams can grow virally and expand as more employees are pulled in.

#5: The key word is "user" interface

Remember that it's a user interface, not a developer interface -- navigating the system shouldn't be like solving a Rubik's cube or completing a scavenger hunt. Rather, it should be brilliant in its simplicity. Choose software with a friendly, intuitive interface designed with the end user in mind, and people will be more willing to give it a try.

#6: Fast deployment = fast adoption

Common sense tells us the quicker a solution is deployed and is up and running, the quicker employees can familiarize themselves with it. This means selecting software -- most likely SaaS -- that doesn't require an IT SWAT team of installers or hours-long training sessions. Venture capitalists are noticing this trend: "What we see now is a huge increase and adoption of Web apps that are equivalents of business or consumer apps that you used to install on your PC or Macintosh," said Jeff Clavier, managing partner of SoftTech VC.

#7: Adoption flows downhill

Lead by example. If others see team leaders using the software, they will be motivated to follow suit.

#8: Less is more

Make sure to distinguish between "must have" and "nice to have." Inundating your team with a solution that has all the bells and whistles will intimidate and veer users away from a smooth adoption. Apply the 80%-20% rule. It works!

#9: It takes a village community

Offer a help community -- quick, anonymous online assistance forums for troubleshooting and shared experiences.

#10: Offer cash rewards

When all else fails, bribe employees with cash and/or fabulous prizes.


Gil Heiman is the Director of Community at Clarizen, an online project management solution provider, acting as the User Advocate -- a liaison between Clarizen's user community and its internal members.

2 comments
ashishrt
ashishrt

I have been using Bootstraptoday since 1 year and found it very much easy and simple. It made project collaboration so easy and i must say that Bootstraptoday is best at project collaboration.

RobertSteele
RobertSteele

I have found that when I talk about project management collaboration software, some people get scared when I say words like "social media," or "Facebook." I think for those people, social media is something only kids and "hooligans" use. They only see Facebook in reference to its bad stories - the scandalous photographs, employees getting fired for posting things about their boss. I always have to be careful about associating project management with Facebook. In reality, project collaboration software that uses social media's concepts is one of the best ways for communication in the work place. It can replace memo boards, sticky notes, emails and even meetings (not all of them of course). I'd like to note how this is actually changing the workplace. The term "project management" is starting to become obsolete, and people are asking the question, "What is project management today?" Unsatisfied with project management's reach into their business, people are turning more toward "work management" as a solution. Work management umbrellas everything from task to project to program. Note: I am not saying methodologies of project management are going obsolete, but rather, the methodologies are beginning to expand its reaches into work management. What is distinctly available in these new project / work management systems is actually brought on by the social features. One project management industry leader, Ty Kiisel, is a major resource for this work management paradigm shift. This article, I think, touches on many of his same theories.