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Download for FREE... the new Covalent research paper - Best Practice Guide to Implementing a PM system

 

Following extensive research within our customer base, we have published A Best Practice guide to implementing a Performance Management software system - a route-map for others who are addressing this issue for the first time.

Increasing numbers of public sector organizations across the world are implementing Performance Management (PM) software to better manage all aspects of strategic and operational performance.

Many organizations are undertaking these initiatives for the first time, with limited experience of how best to go about introducing the software to their staff. Therefore, one of the more critical decisions you will need to make when implementing PM software is the approach you take to rolling the software out to users across the various departments and service areas.

The goal must be to have a large pool of users who are both comfortable using the software and enthusiastic about the benefits it will bring them.

Guide overview:

  • fully profiles the six generic implementation models we have seen customers use
  • contains success tips and techniques from over 120 deployments of the Covalent CPM system
  • profiles each model and provides guidance based on Covalent staff experiences
  • details of what our customers told us worked and didn't work
  • practical tips and suggested techniques for getting user buy-in
  • making the roll-out to end users process as smooth and successful as possible

Covalent Software has been implementing its PM software in public sector organizations since 2003 and now has experience of a wide range of different approaches to making a success of such projects.

"With limited consistent information on how we were delivering our services to them we had a challenging role to say the least. Although there were basic processes in place and we collected the statutory PIs along with selected local indicators, there were no standard procedures for monitoring and reporting on Performance and no measured way of being able to compare data in a meaningful and consistent format. Only fragmented information was available and action and risk planning was done by each department in an inconsistent manner, making it time consuming and complicated to produce overall corporate performance information. Fortunately we had the budget to implement a PM software solution, and even though some managers in the organisation were initially wary of expenditure it what was perceived to be an "IT project", the results and changed reactions speak for themselves."
— Kevin Douglas, Executive Director, Department of Corporate Policy, Harrogate Borough Council