The Power of Connection: A Key Lesson from Our ERP Implementation Project

After five years of dedication, the City of Port Arthur implemented an Enterprise Resource Planning (ERP) system that integrates Finance, Human Resources, Payroll, Utility Billing, Asset Management, and Municipal Court into one cohesive system. We had our share of technical and knowledge hurdles throughout the six-phase implementation. However, our highest hurdles were team dynamics and leadership. The biggest hurdle was influencing team members without authority. The implementation project experience validated how crucial connecting is to a project's success.

Hurdle: Team Commitment and Prioritization
Many team members struggled to prioritize the project alongside their regular duties. Delays in meeting deadlines and completing tasks became common. The issues were not with the technology itself but with the human side of the project—getting people to engage and follow through.

Hurdle: The Role of Leadership and Connecting
When leadership did not provide clear, consistent messaging about the project's importance, team members were not motivated to prioritize it. A lack of clarity made it harder for the Project Managers (PMs) to get everyone on the same page. In his book "Everyone Communicates, Few Connect: What the Most Effective People Do Differently," John Maxwell states, "Leadership is influence, nothing more, nothing less." He also states that influence requires connecting. When PMs actively connect with their team, influence increases, fostering a shared sense of purpose.

Hurdle: Internal Project Management
Executive management made a critical decision to have information technology staff members serve as internal project managers and vendor liaisons. However, the decision did not address the need for authority.

Fortunately, influence is the result of connecting, not authority. The internal project managers had the technical knowledge and relationship-building skills necessary for success, but limited authority made their ability to influence others more challenging. Cultivating influence through trust and connecting with internal and external team members were essential to the project's success.

Influence Without Authority

Lesson Learned: "Connecting Increases Your Influence in Every Situation"
In the first phase of the project, we faced some unique challenges. Right out of the gate, we hit several walls created by negative team dynamics and a lack of cohesiveness within the team. The department's staff members were eager to complete the implementation, but their "leader" did not have the same attitude and was a source of constant resistance.

Consequently, the project's first phase exceeded the planned implementation schedule by several months. In phase one, we learned a lot about the importance of connecting. Despite the resistance, the influence created through positive connections with internal and external project team members pushed this phase to completion.

Lesson Learned: "Connecting is All About Others"
Everyone needs to feel valued and supported. We saw evidence of this during our Human Resources (HR) implementation phase. The Implementation Consultant went above and beyond her contractual obligations. She gave the HR team extra time and assistance, listened to their concerns, addressed their questions, and, when necessary, held their hands. She was patient with them but firm at holding them accountable. This balance established trust and motivated them to keep progressing forward. 

Connecting is about showing genuine care and concern for others, understanding their needs, and meeting team members where they are. When team members connected, they developed a mutual commitment that significantly contributed to the project's success.

Lesson Learned: "Connecting Always Requires Energy"
Energy could be anything from offering encouragement to clearing roadblocks. Energy is required to keep the team motivated and focused. Keeping the momentum going when everyone else wants to quit takes energy. Recognizing accomplishments and calming nerves takes energy. Project Managers must consistently invest energy to sustain connections. Connecting requires energy! 

All About Connecting

The lessons learned from this project highlight that technical skills and expertise were necessary, but quality relationships and influence through connecting carried us through this project. Connecting significantly improved collaboration, communication, productivity, and overall morale. For PMs without formal authority, connecting is crucial.

Start connecting now if you are about to take on a large enterprise project. Don't limit connecting to internal team members. You will want to be able to make direct calls to external team members after the project closure letter is signed. Introverts, don't worry. Building influence through connecting comes from who you know, what you know, and the trust you build. Connecting is a skill you can learn through energy, patience, and empathy. You can do it!