The client, a local authority, engaged LEVA to provide a post implementation review of their project management software including success factors, pain points and engagement with the new software. This work included workshops with users and managers and designing, and implementing a staff survey, as well as the analysis and report on the findings. The surveys focus was on the clients’ recently implemented project management delivery and reporting software, to better understand identified pain points and how well the software usage had embedded across the organisation.
LEVA started by reviewing the pain points in the clients’ end-to-end project delivery processes. The pain points were categorised into themes, with a common theme presenting around the user experience with the project management software. Software pain points were centred around quirks with data entry, system speed, ease of use and accuracy of data entered.
The client sought to better understand how widespread the pain points were affecting delivery teams and wanted to broaden the survey scope to include participants managing differing project types, delivery durations and project values and to incorporate IT projects as well as Capex programmes/projects. The survey also needed to include project values ranging broadly into three bands, <$2m, between $3-15M, $16 -$40m.
The survey was constructed in a web-based application providing participants with a mix of predetermined responses and free form text to gain an understanding on the following key areas:
The completed survey data was analysed to quantify responses and a qualitative assessment was completed to better place those responses into context. The survey results resonated with the previous investigations and helped quantify the pain points into specific themes and impacts on the delivery teams and an organisational view of how supportive the project delivery software is for the teams.
Collaborative – LEVA met with a range of senior leaders from across the organisation to understand what success looked like; they wanted an independent perspective around how their teams viewed and utilised the current software. The survey content and key areas were collectively formed and agreed ahead of the survey launch.
Adaptive – During the survey process additional business units were identified and LEVA merged two survey activities into a single report.
Experience based – LEVA based its review and survey content on their PMO/programme and project management experience from across other organisations – utilising previous experiences and knowledge is key to LEVA’s approach.
Pragmatic artefacts – LEVA’s approach was based on presenting the complexity of the data captured through the survey process into easily understood and actionable decision steps. Documentation was PowerPoint based rather than Excel and long wordy documents making it easy for the client to navigate and digest.
Independent insights – LEVA’s approach is to call out what it has observed, providing candid and constructive insights to add value for our clients, our recommendations are well-considered and substantiated within our investigative approach.
The organisations seniors needed clarity of programme and project delivery from inception to completion and had invested in project management software to capture progress reporting.
The client understood that its project delivery teams were reporting issues with the current software, the diversity of project types, scale and value of projects was clouding their ability to quantify where the problems lay.
Survey results: Many of the teams had had little prior experience with utilising project management delivery software and how software could support project processes and reporting.
LEVA’s survey and analysis highlighted the variety of delivery processes within the organisation, which had resulted in the bespoke configuration of the project software across teams during implementation. Many of the pain points were common across all teams and project types and values. Duration of use and experience with using the software generally increased frustration and negativity towards the software.
The Leva findings report stepped the organisations’ senior leaders through our independent qualitative and quantitative assessment of the current software. Leva provided recommendations to sequence a series of next steps to guide the client through the next decision process.