In Part 2 of this article, David Berger, P.Eng., contributing editor, reminds you not to forget the human factor when designing a CMMS implementation process.
This month, we build on the change-management concepts introduced in September’s column ("Change Management, Part 1," www.plantservices.com/articles/2008/182.html). The typical change initiative success rate is quite poor. It’s critical to get attention from senior management and buy-in from workers. A potential weak point is the process you use. In some cases, a change is viewed as a technical move rather than a strategic move, and the human factor is ignored. Other times, a company won’t provide the time or resources needed to set the stage for acceptance. Change also can fail because there’s no formal process that describes the necessary steps.
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