Rudi Brümmer, Professional Services Manager at Urgent, discusses how CAFM (Computer Aided Facility Management) software implementations can be better deployed to help boost staff productivity.
Having spent many years mobilising and managing CAFM projects for clients, it’s become clear that the success of each project has always been defined by clear business requirements and processes, the people and the quality of the data, rather than the software functionality itself.
CAFM implementations are significant projects that demand the correct approach in terms of vision, communication and delivery, from an internal team of stakeholders, to achieve successful deployment and adoption – and consequently boost workforce or contractor productivity.
However, all too often CAFM projects do not achieve the expected goals of improved productivity, cost reduction and enhanced asset lifecycle performance, due to a lack of end user buy-in, subsequent low rates of adoption and reverting to ‘old ways’ of doing things.
What’s holding you back?
There can be many reasons for end-user disengagement; CAFM strategies may not be driven consistently and constantly from the top down, reaching the engineer or subcontractor level; an initial lack of understanding of user requirements or participation; or an absence in communication of new processes and the expected benefits. The departure of an important stakeholder can also harm the organisational change process and system adoption, even if a project has been delivered as planned.
CAFM providers can hold the key to system adoption – and be the enabler for businesses to realise the increase in productivity that the software promises to deliver.
We’ve recently helped a customer in the care industry whose CAFM project was not meeting its objectives, due to a key stakeholder leaving the company. Our professional services team went into the business to understand and audit their challenges from different user perspectives, engaged with multiple stakeholders and as a result, reconfigured their system. Training was also delivered to increase awareness of the new system’s benefits and boost overall adoption.
An ongoing partnership between vendor and client can help FM leaders drive successful implementations by assisting in the change management approach and lifecycle, developing system proficiency and achieving adoption – long after the software has been installed.
The role of consultancy, training and project management should not be underestimated when specifying a project. Technologies such as asset performance management, IoT or predictive analytics may promise to deliver greater levels of business intelligence, FM efficiency or automation, however, their impact on a business will depend on strong adoption rates and achieving the successful cultural change necessary to underpin it.