# Rollout, change and acceptance | Krogis Źródło: https://krogis.pl/en/uslugi/wdrozenie-i-zmiana Język: en Opis: A major IT project is also a change in the way people work. Often the first of its kind in your organisation, though not in my practice. --- # Rollout, change and acceptance. *How do we deliver the project, win people over and hold the vendor to account?* A major IT project is also a change in the way people work. Often the first of its kind in your organisation, though not in my practice. I represent the board on the delivery team and guide the change so that people actually adopt the new system. The board only needs to step back in when a decision is required. [Book a call](https://krogis.pl/en/uslugi#kontakt) [All services](https://krogis.pl/en/uslugi) ## Questions worth knowing the answer to. If the answer to any of them is “we don’t know”, that is exactly where I can help. I put these questions to boards, secretaries, county heads and company presidents before decisions are taken and money starts to flow. 1. **Who on our side decides when the vendor asks about the process?** 2. **What will change in the work of the individual groups, and how will they find out?** 3. **How will we know that people really work in the new way?** 4. **What will we do when the project starts to slip or to grow?** ## What you get out of it. ### Peace of mind Someone on your side watches the scope, deadlines and changes, and you come back to the subject only for decisions. ### Better results People adopt the new system, so the investment pays off in everyday work. ### Fewer reefs and mistakes Acceptance against scenarios, not against a general impression. **The cost of a mistake at this stage.** A system that people do not adopt costs just as much as one that works, and delivers no effect. An advisor usually costs less than a single badly chosen technology, a single wrong vendor or a single trap in a contract. ## A major IT project is also a change in the way people work. Often the first of its kind in your organisation, though not in my practice. I represent the board on the delivery team and guide the change so that people actually adopt the new system. The board only needs to step back in when a decision is required. ## What you get. - Oversight of scope, schedule and change decisions, with a log of changes and decisions. - Change management: assessing the culture of the organisation and of its users, an adoption strategy, a communication plan, training, change ambassadors across departments, conversations with those not yet convinced, and metrics for implementation, adoption and impact. [More on change management](https://krogis.pl/en/transformacja-cyfrowa). - Short summaries for the board and for communicating with IT, the council or head office. - Acceptance against agreed test scenarios and criteria, verified data migration. - A maintenance contract that doesn’t lock you into one vendor more than is necessary. ## How I work at this stage. 1. **Before the vendor comes in** An adoption strategy: the organisation’s culture, user groups and the pace of change. Details on the digital transformation page. 2. **During the rollout** Oversight of scope, schedule and changes, a communication plan, training, change ambassadors across departments, and acceptance against agreed scenarios. 3. **After acceptance** Checking whether people use the system and whether the effect has appeared, and a maintenance contract that doesn’t lock you into one vendor more than is necessary. [What this looks like for an ERP rollout](https://krogis.pl/en/biznes#wdrozenie-erp) > “He understands that effective transformation requires not only technology, but also the preparation of staff, the ordering of processes and consistent change management.” **Krzysztof Pijanowski**, Deputy Director of the Department of Digitalisation and the Information Society, Marshal’s Office of the Łódź Voivodeship (Urząd Marszałkowski Województwa Łódzkiego). [The full reference](https://krogis.pl/en/referencje#umwl) ## My expertise at this stage. Adapting an organisation has always been the hardest part, whatever the technology. Twenty years in many organisations has taught me to fit a change to people’s culture and pace. ## Digital transformation and change management. This is the key competence that ties all the stages together: over 20 years of work in many organisations, on the client’s side. [Digital transformation](https://krogis.pl/en/transformacja-cyfrowa) [(Previous stage, 05) **Offer evaluation and vendor conversations**](https://krogis.pl/en/uslugi/ocena-ofert)[(Next stage, 07) **Project coordination and keeping projects in order**](https://krogis.pl/en/uslugi/koordynacja) [How these stages add up to digital transformation](https://krogis.pl/en/transformacja-cyfrowa) ## Frequently asked questions about this stage. ### Do you represent us on the delivery team? Yes, on the client’s side. I am not the vendor’s project manager and I am not responsible for the rollout, but I watch that it stays true to the board’s intent and I prepare decisions. ### How do we check that the change has taken hold? With three kinds of metrics: rollout, adoption and impact, each with an owner, a baseline and a date for checking. Responsibility does not end at acceptance. ## Let’s talk about this stage. The first conversation takes 30 minutes and costs nothing. I reply within 2 working days. [Book a call](https://krogis.pl/en/uslugi#kontakt) [All services](https://krogis.pl/en/uslugi)