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The value of a software implementation begins with adoption:
Identify ways in which the software will add value. For TeamHeadquarters, consider the different usage models in contrast with your organizational culture and goals for implementing the software.
Ensure that the software gets used in those ways. A well designed Usage Policy and Adoption Plan can help to ensure that the end users have achievable goals. TeamHeadquarters can be configured and used in many different ways; the Usage Policy acts as a design document for the configuration.
Adoption is supported, confirmed, driven, and improved through management interactions. Whether it's a portfolio review, project status meeting, or one-on-one meeting, management can significantly impact the success of TeamHeadquarters by using the reporting output. The more frequent these touch points, the more likely end users are to drive value through adoption.
Ensure that the key roles have been filled for implementing and managing the solution.
TeamHeadquarters is a productivity enhancement product. The cost of sufficient technology, particularly the server, should be easy to justify based on the available gains in organizational performance.
When setting requirements for how work is planned, remember that the most valuable plans are those which are followed and maintained. If the plan is too high level, it may not specific enough to direct the team's efforts or provide insightful estimates. However, it is also possible for plans to be too granular to maintain and follow. In other words, there little value in planning projects beyond your ability to manage the plans. In some cases, a plan that has "enough" detail to provide a credible estimate becomes too detailed to manage. This "Granularity Paradox" is one of the key drivers of the One Task List concept and may be a factor in determining the best project management paradigm for your organization.
Optimizing the match between your organization's skills and resource assignments can vastly improve performance.
The visibility of projects in relation to one another can improve an organization's ability to fund the right things at the right times. Portfolio review meetings with the TeamHeadquarters portfolio reports provide the basis of comparison.
Using TeamHeadquarters to manage the actual execution of the work is the core principle of One Task List. It drives benefits like these:
avoid duplication of effort
avoid prioritizing work based on timing
ensure a more accurate model for capturing time through tickets and time sheets
direct, real-time awareness of the specific work requirements that drive employees to work extra hours
productivity
A portfolio review process can help to detect late and over-budget projects earlier. The value multiplies when practicing One Task List because you know that plans are being followed more directly than under other management practices: reports are more accurate, and changed plans are more likely to be followed.
Closer monitoring of your support operation using queue reports can dramatically reduce unsatisfied and un-escalated support requests. It can also reveal opportunities to build customer goodwill with follow-up calls to ensure post-incident satisfaction. In addition, adherence to Service Level Agreements can be better controlled and gauged through real-time monitoring of the support operation.
