Implementing the Enterprise Asset Management System (EAM) requires a lot of time and considerable planning. But if you’re new to implementing enterprise-level software, as many business managers or assets, how do you approach the roles that people should play?
You may ask a consultant, but how can you be sure that he doesn’t just tell you what you want to hear? The reality is that implementing the EAM system requires the participation of most of your organization. The good news is that the roles are pretty easy to identify.
Key roles in implementing EAM
The role of key staff is triple; The first actors are responsible for meeting their objectives in a timely manner, and secondly, it is the people who must be responsible for setting expectations. Finally, all the main characters are responsible for ensuring buy-ins from everyone affected by the new EAM system.
The decision-maker is also responsible for appointing a project manager, ensuring that staff understand the workflow, the ability to gather information about assets, and train staff.
Customer service personnel play an important role in getting support throughout the organization. Once implemented, the team will take on the role of continuously improving the workflow and processes with EAM.
The ultimate responsibility for successful implementation lies with the supplier. They adapt the supplier’s product to the customer’s needs and expectations. At the same time, the client takes full responsibility for receiving support and identifying those who resist change.
Regardless of who hires his services, the consultant is responsible for ensuring that the expectations of customers and the supplier’s products are correctly defined to achieve the desired goals.
Seller: Their goal is to create a need or channel the needs of a potential customer into their product. Sellers form an initial relationship with decision makers and are responsible for setting the initial expectations of customers for the transaction.
Decision-maker (manager): Decision makers form the first line of communication with the supplier or third party as soon as interest in the product is shown. Their role is to determine whether there are enough internal resources to complete the project and to get support from the entire company.
Customer Service Personnel: This is a software implementation team made up of people who share responsibility with the supplier/consultants for ensuring that the EAM system works properly. This group of people is also actively involved in planning and should have representatives from all areas that will be affected by the EAM system.
Supplier operations: The vendor is responsible for managing the planning, usually through the project manager. They are also responsible for training EAM employees, technical support and any other resources needed to exceed customer expectations. It is this group of people trying to understand what was sold and how to deliver it.
Consultants or third parties: Sometimes when a company has no experience or resources. Clients hire external consultants to oversee the project. Sellers may also offer to bring in an external consultant who is familiar with their product and can perform one or more tasks for them, such as training.
What could go wrong?
It is estimated that 50 to 90% of all asset management software implementations fail. Although there are many theories, the reality is that implementations fail because sales sold a product that could not really meet customers’ expectations. That’s why it’s so important to determine customer expectations.
Exceeding customer expectations does not mean that everything should work perfectly. However, this means that the customer is happy with how the system works and how you have solved the problems. In short, setting expectations and managing them will determine the success or failure of the EAM system. Understanding the roles of all the main characters will make it easier.