•  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  

Four steps for successful software as a service (SaaS) implementation – Step 4

Step 4 – Embedding the change

You’re clear on the return on investment for purchasing a licence to a SaaS product. However, with so much else going on at work, it’s difficult to see how you’ll find the time and headspace to implement it successfully. Even though you know implementing it will help create that space in the future. Juggling the day job and change can be tough. Sound familiar?

We have this conversation regularly with new clients who are thinking through the implementation process to bring insightQ into their organisations to underpin their quality assurance and improvement processes.

Combining our years of change management consultancy with the experiences of our clients, here are series of short weekly blogs covering the steps that will help you to plan for success and make that ROI a reality.

In this series we have covered:

Step 1 – Raising Awareness

Step 2 – Motivation to Change

Step 3: Upskilling the Team

This week we’ll focus on Step 4: Reinforcing and maintaining new ways of working

If you’re an insightQ client you can access the templates in the Store and Share modules. If anyone else would like them to use for other SaaS implementation projects, please email hello@mesma.co.uk and we’ll send them to you.

Embedding the change

In my experience, this is the most important part of the implementation that requires the most thought to ensure you achieve your ROI. That time when a project moves from having someone managing it closely to oversee the roll-out, to it moving into a more operational day to day state.

Updating existing processes and documents

There are a range of processes you’re likely to already have in existence. For example, in the documentation where you described the process as it was before the software implementation. This should be updated as a matter of course or, if it didn’t exist, now is the time to create it. Consider where else an understanding of the process is required. For example, in step 3 we talked of the importance of updating induction training for new staff. Depending on the size and scale of the software change this could include changes to job descriptions, person specifications and performance management documentation.

To give you an example, our own software application insightQ results in changes to the client’s quality improvement framework, self assessment report and quality improvement plan process, policy and process of observation of teaching practice, process for thematic reviews, CPD records and appraisals.

However small, celebrate the successes

This is a really important activity to plan for. People like to see that the effort they’ve put in to making the change to their own approach to work has been worthwhile. Plan to share good news with staff members. Engage the champions in supporting you to evidence this. Consider, for example, using case studies of end users who can share their experiences and tips with other users. Ensure the sponsor of the implementation is still active in thanking people for their efforts and sharing progress towards your goals.

With insightQ for example, our clients use case studies of end users who share examples of their improved understanding of the Ofsted inspection framework, the time they have saved in completing what were previously very detailed spreadsheets and documents, their team’s increased engaged levels in observations of practice. Over time, the successes are shifts in self assessment grading, achievement of improvement plan actions and the impact and employee satisfaction levels with key quality improvement processes.

Act upon ongoing training needs swiftly

In step 3, we introduced the importance of determining how best to capture ongoing training needs. Step 4 is about acting on this. Ensure there is a process in place to capture feedback and any residual training requirements. Utilise the user champions to support with this, resolving any issues as they occur, directing team members to online support in the software itself so they can help themselves and capturing any trends that may require a more formal training intervention.

Step 4 Actions

Consider the following:

What are the policies, processes or documents that we need to change, prior to the roll-out concluding? Who will do that? Who will make any further changes in future?

Once the software is live, how can we best capture successes along the way? Who will do this? How will we communicate the results?

How can we ensure our user champions remain engaged once the software is live? How long for? How best can we support them to support end users to help themselves? What will be our process for capturing any trends in training requirement? Who will undertake the training where needed?

If you’re an insightQ client you can access the templates in the Store and Share modules. If anyone else would like them to use for other SaaS implementation projects, please email hello@mesma.co.uk and we’ll send them to you.

 


  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
  •  
Recent Posts