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An effective communication process should be established at the outset of the implementation phase, as a continuation of the communication planning function that has been recognized as critical throughout the project. Such a process will come into even sharper focus during the project implementation phase. If possible, a trained communicator, perhaps from the public relations office or a senior faculty member from the communications department, might be employed to lead this effort to deal with the problems of unveiling a "new system" with all the normal related anxieties and knee-jerk reactions. Keeping all parties informed along the way will help to avoid the "implementation shock" syndrome.
A number of technological aids are available to assist this process, but some of these should be used sparingly. For example, the electronic discussion list concept is a very good way to involve the users group, which can be both an excellent sounding board and a channel for communication as events unfold. More recently, the World Wide Web offers a less intrusive and in many ways a superior means of communication. Your institution could create a systems implementation Web site with various activities focused there such as a newsletter, a functionality discussion forum, a feedback vehicle, and a demonstration section. The University of Idaho found the use of such a Web site to keep users informed of their systems implementation to be a very effective communications device.
Communication with middle and upper managers will enhance a smooth transition to any new system. Although senior managers may not be daily users of the system, it is important to focus on the outcomes that will assist them in their duties. They must be kept informed during the process.
The functional leadership must spend the time necessary to keep all stakeholders informed, and written or electronic communication alone will not work. This needs to be done in personal meetings with the interested parties. This is the place to feature the most positive proponents of the system. If you don't believe in it, why should they?
It is probably not possible to do enough communicating, and project teams should err on the side of over-communicating. Buy-in on the part of the users will be impossible if they are not completely involved and informed.
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