How many times have you worked on a project where your initial drive and energy were through the roof? You were excited to work on something new, thinking it would be great not just for yourself but for the betterment of the company. Then as the project continued to evolve, that same drive you had at the beginning dwindled. Unfortunately, this is all too common when it comes to EPM projects.
EPM implementations, like any other project-based work, are frenetic, fast-paced, and dynamic. Not only must everyone involved in the project manage schedules, quality and cost, but they must constantly manage the ever-present effects of conflict and stress. Too often, early warning signs that project fatigue is about to hit are ignored, which is why project fatigue seems to hit hard and fast.
Project fatigue can lead to disastrous results. With stress, burnout, and motivational impacts affecting the performance of the team – and the success of the project, project fatigue can become one of the biggest challenges facing an EPM implementation.
Here are some tips to help fight project fatigue:
Read the room
Reading the room is one of the most important skills a project leader should have. Negative body language, disinterest, or lack of follow-through/participation are all fairly common indicators of project fatigue. In some cases, a break can reset the mood, whether it’s a simple coffee break or a day off for a member of the team. In others, a venting session where people can voice their complaints can help overcome any hurdles that may have cropped up. The most important thing is an open line of communication at all times, allowing the team to face any challenges head-on without being overwhelmed.
Stay flexible
Pressure is increasing to deliver great quality faster at a lower cost. People talk about continuous improvement, agile processes and short sprints, but most are too busy just getting the daily tasks done to truly stay flexible. An EPM project is a living and breathing thing, requiring constant updating to identify improvements and innovations. Cultivating a culture of flexibility doesn’t have to be hard. Breaking down projects into smaller, more manageable portions, combined with regular engagement across the entire team, can help drive the agility that will ensure a renewed focus and better outcomes.
Revisit expectations and goals
In a fast-changing business environment, it makes sense that the expectations and goals of the EPM project might need to evolve. Meetings can become repetitive and opportunities to fine-tune the solution might be missed if the team doesn’t keep asking the right questions. While it might seem obvious, it is crucial to visualise the end of the project as well as reflect on its purpose whenever possible, revisiting expectations and goals even if it seems like nothing has changed.
Choose the right partner
An EPM project is a complex undertaking, and success rests on consistent engagement and support from all stakeholders. While it’s tempting to allow the requirements to dictate the pace of the implementation, many organisations can sabotage their success by becoming bogged down with too many details or trying to push the project in a specific direction. When everything is important, nothing is important, and project fatigue can quickly set in. A good partner should be able to help define where the project should be going, what can be reprioritised to reach goals sooner, and how to adapt when necessary. Most importantly, a good partner will ensure that the EPM project is a joint effort between the client and the EPM specialist at every stage.
