| M | T | W | T | F | S | S |
|---|---|---|---|---|---|---|
| « Nov | Jan » | |||||
| 1 | 2 | 3 | 4 | 5 | 6 | |
| 7 | 8 | 9 | 10 | 11 | 12 | 13 |
| 14 | 15 | 16 | 17 | 18 | 19 | 20 |
| 21 | 22 | 23 | 24 | 25 | 26 | 27 |
| 28 | 29 | 30 | 31 | |||
- product manager (4)
- projects (36)
- resourcing (3)
- software selection (1)
- tax billing software (30)
- vendors (42)
- water billing software (32)
- 8. June 2010: More on project success
- 6. June 2010: Project success
- 3. April 2010: Screwing up
- 2. April 2010: When things go wrong
- 31. March 2010: Do projects ever end?
- 29. March 2010: Project costs
- 7. March 2010: Implementing the software wisely
- 21. February 2010: Dealing with regulation
- 18. February 2010: Effective project management: the client perspective
- 14. February 2010: When projects go bad
Taking care of the people
Any new billing implementation will challenge the people who will be using it to carry out their day-to-day jobs. Anticipation of changes in process and culture that occur when implementing a new system can cause considerable anxiety throughout the business. It is important to foster confidence, support, and active engagement from the end-user community. This will help lead to quicker adoption of any new business processes and a stronger return on your investment.
Anytime a change as significant as implementing a billing system is made, the business must seriously rethink how all the people, processes, and technologies fit together to support the business goals. A strategic planning process including change management should reinforce implementation plans and identify potential pitfalls early on so that they can be addressed them in advance.
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