Change Management With an EAM

There are a lot of articles touting Enterprise Asset Management (EAM) Systems and how they will save or make your company money Asset Management Wealth Advisory. Many people will try to provide you tips for making sure the purchase and implementation go smoothly. Tips are great but the real challenge is understanding that he purchase process and implementation of an EAM system, is a function of “Change Management”. Who is conducting your change?

“Change Management” falls under the category of strategic planning. Thinking through the idea is critical to avoid costly and time consuming mistakes. Strategic planning is not done by one person and involves many people in a company to execute properly. Too often a product is purchased based upon a need and then assigned a project manager who is not given the authority to cross all organizational borders to ensure success. .

What happens when a major change is not thought out? Cost overruns occur due to reactive management, full functionality is never installed, training is wasted, employees do not buy into the change resulting in turnover, discontent, and possible sabotage, and most importantly your ROI drops like a lead balloon.

You may be able to avoid all this by deciding ahead of time who in your company should be involved and at what stage. One solution is to perform a work flow analysis, identify the specifics of the pain that creates the opportunity for improvement. For instance, breakdown your planning into 3 major groups (Analysis, Implementation and Follow-up)

Analysis – Due Diligence

EAM system analysis (system compatibility with other systems – ex: billing, scalability, solution architecture, vendor technical support evaluation, service agreements, training costs, add-ons)/

Suggested team members: (depends on scope of the project): CIO, VP of Engineering, Operations Manager, Human Resources or Training coordinator, Legal Council. Management can bring any experts they choose to enhance analysis (staff members). It is important to assign each member a responsibility or question to be answered. Upon the collection of all the pertinent information – The Team makes a decision – you now have “buy-in” from all the critical areas.

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