Article from Murray Ferguson, Managing Director and Chair at Pro-Sapien.
With over 30 years in IT implementation—and the last 15 focused on health and safety software—I’ve had the privilege of working with organizations of all sizes, across sectors and geographies. Along the way, I’ve gathered a few pearls of wisdom (and the occasional glass marble) that might help you avoid common pitfalls in EHS software project implementation.
🚩 Red Flags Pre-project
- Rushed Decisions
“Married in haste, we repent at leisure.”
It is important to choose a vendor that is going to be as committed to the long-term success of the project as you are; therefore, engaging with the team that will be delivering your project is fundamental.
Too often, organisations seek a quick price and an aggressive delivery timeline without fully understanding their requirements.
Of course, these businesses may have already chosen a supplier but have been asked by their procurement teams to provide an alternative; however, we have seen decisions made based on year-end spending.
Hasty decisions can lead to discovering critical needs mid-project or post-deployment—resulting in awkward conversations and potential rework. A successful project starts with clarity: define your wildly important goals and align requirements across operational, geographical, divisional, and strategic levels before speaking with vendors.
- Overreach
‘Don’t bite off more than you can chew’
Is it possible to have too much of a good thing? We know the consequences of what happens when a youngster eats too many sweets!
Large projects should be rolled out in phases. Delivering in manageable chunks allows users to onboard gradually, supports business-as-usual for EHS teams, and reduces risk. Phased delivery also helps control budgets and resources more effectively.
- The 5 Ps
“Prior Planning Prevents Poor Performance!”
Projects inevitably run smoothly with a dedicated client-side Project Manager. While suppliers provide PMs, they can’t enforce internal client tasks. Weekly updates and clear ownership of the critical path are essential for keeping things on track.
- “Is this your first Rodeo?”
I probably shouldn’t compare an EHS project to a rodeo, but it certainly makes a difference if you have done it before. Knowing what to expect, knowing that not everything will pan out just as anticipated, makes a difference- potholes, pitfalls and anticipating potential hazards that could cause your project to be bumpier than it needs to be!
Everyone starts somewhere. Preparation is key. Internal support, a dedicated Project Manager, and a systems analyst to translate business needs into technical specifications can make a huge difference.
- ‘Silver Bullet’ Expectations
No software or vendor can solve everything. Success depends on people—aligned, engaged, and empowered teams, and this must start with your own project team. Vendors can support, but they can’t replace internal leadership and ownership.
✅ What Makes Projects Succeed?
- Leadership with Buy-In
Successful projects require leaders and supporters. A headstrong Senior EHS leader can come up with a well-defined requirements list and palm off challenges from their team; however, a system that does not consider the operational requirements of the user will ultimately fail, though perhaps not immediately.
EHS leaders who deliver successful projects take their people with them. High levels of trust within efficient teams mean the wider team buy into the vision that helps strengthen and ensure project success. The more supporters and influencers, the better. This is the number 1 factor for a successful project.
- Respect What Works
While it’s tempting to focus on what’s broken, don’t forget what works well. Avoid replicating old systems blindly—improve thoughtfully.
- Clear Goals
Everyone should know what the “cathedral” is, regardless of whether you are the architect, the person building the walls or mixing the cement. Align goals across stakeholders to avoid confusion and misdirection.
- Documentation of Deliverables: “Measure twice, cut once,”
Documenting the deliverables of a project in alignment with the chosen software is crucial for ensuring transparency, clarity, and successful implementation. A meticulous documentation process helps set clear expectations, provides a roadmap for the project, and eliminates surprises by clearly defining what the solution will look like. It also facilitates better communication among stakeholders, ensuring that everyone is on the same page and that the project progresses smoothly.
- Pragmatism
“The green reed which bends in the wind is stronger than the mighty oak which breaks in a storm.” Confucius
This proverb can be applied in numerous areas; here are a couple:
- The wish list or requirements become ‘must-haves’ and the project stalls because the business case doesn’t stack up. Global projects often have diverse requirements, and sometimes this involves trade-offs
- Sometimes seniority means leaving the decision to the judgment of those stakeholders who are closer to the operational parts of the business and instinctively know what will work and what won’t on the shopfloor
- Knowing that the thing you are most likely to create, if pushing parts of the organization to move to a system that does not meet their local requirements, is mutiny.
⚠️ Common Pitfalls
- ‘Seagull Management’
I’ll assume you are not this type of manager, ‘swooping in, making noise, shi**ing on everything and disappearing…’. We see less of this, thankfully. Having a clear directive early on from senior management and engendering support for operational needs, as well as the bigger picture, will help avoid shrill squawking.
Have they provided you with their three high-level objectives? Can you demonstrate the system addresses them? Seagull or not.
- Culture Clash…
New global EHS System? Nope, I don’t think so; we are doing our own thing!
Global implementations often face resistance from teams invested in local systems. Involve them early, show them clear benefits, and be pragmatic. Standardized KPIs should be delivered, but local requirements matter.
Large implementations often involve numerous teams and geographies, which may mean health and safety cultures and system maturity differ widely. Changing well-established systems of work and software can represent a significant amount of effort on the part of those people you are asking to change, resulting in strong feelings and cynicism. Often, a new system will appear like a step backwards for these teams, who are heavily invested in the status quo. This can be a tough sell; however, it can be made easier if they are involved from day one and get to see some benefits/efficiencies of the new system. Being pragmatic and realistic would be my suggestion. There may be a requirement that all sites publish standardized KPIs, but at a local level, there may be a high level of autonomy. Making people’s lives easier is ultimately the answer.
- Do you have the IT Team’s support? No? ‘Well, hell mend ye!’
IT Support Is Crucial
Thankfully, this doesn’t happen very often, but on occasion, we have been caught in the middle where the client’s internal IT Director and the EHS Director do not see eye to eye, and both parties take every opportunity to score points over the other. Now, if you don’t get on with the chef, you can take in sandwiches, but trying to work with a hostile IT team could mean that any IT requests will be at the back of the queue.
If your IT team isn’t on board, expect delays and frustration. Internal politics can derail progress, and a cooperative relationship with IT is essential.
- Personnel Changes Mid-Project
Losing key people and especially those who define requirements, can destabilize a project. Involve successors and influencers early to provide a level of continuity.
- Unsustainable Procurement Tactics
Know that the supplier needs to make a living. Driving suppliers to loss-making deals may feel like a win, but it damages long-term relationships. You’ll need goodwill eventually.
The concept of corporate businesses behaving like a psychopath continues to be a topic debated1. For EHS Software procurement, this could be wringing out every nickel and dime from the supplier. I’ve had a global procurement manager proudly tell me how they outfoxed a supplier to the point that it was actually costing the vendor money to provide them with their solution. The political zeitgeist may fly in the face of win-win philosophy, but my experience is that all relationships need balance for them to last.
“You can catch more flies with honey than with vinegar.”
- Static Dashboards
Metrics evolve. Review KPIs six months post-deployment and annually thereafter to keep reporting aligned with business goals.
- Ignoring the Implementation Team’s Advice
Vendors have deployed their solutions dozens of times. If they advise against something, listen and collaborate. It’s usually for a good reason.
- Incremental feedback!
Slow, piecemeal feedback extends timelines and increases costs. Be decisive and organized, thorough and systematic testing of the system makes for better efficiency and happy project managers.
- Over-complicated solutions
Keep it Simple! Stick to out-of-the-box functionality where possible.
- Holidays have an impact!
December is not a normal working month. Annual leave, year-end reporting, staff parties, Christmas shopping and general distractions make it a poor time for go-lives or major milestones. Similarly, Spring and Summer Breaks require navigation when trying to get Teams together for project collaboration. Person A goes on vacation, then Person B goes on vacation and so on…and your timeline moves out a month.
🧠 Final Thoughts
- Contingency Planning
Respect the time-quality-cost triangle. Projects rarely meet best-case scenarios. When we give a client a timescale, they are sometimes surprised at the length of time we set aside. Things always take longer because the chances of a best-case scenario are as likely as every traffic light being green on your way to work. Build reasonable buffers for delays and unexpected costs.
- Realistic Start Dates
Even after internal approval, contract negotiation, IT security reviews, and legal sign-offs, may delay the actual start date. Surprisingly, vendors often have a more realistic view of timelines than internal teams.
At Pro-Sapien, we pride ourselves on making the complex simple. We believe in investing time up front to ensure the success of our projects. Although we have a product, we spend considerable time with our clients in workshops, drilling into field requirements and workflows. This approach allows us to document deliverables meticulously, ensuring transparency and eliminating surprises. By clearly defining what the solution will look like, we align expectations and provide a roadmap for successful implementation.
Through detailed workshops and collaborative planning, we ensure our software implementations are aligned with your goals and set up for success.
Get in touch! We love working with people, listening to pain points and challenges, and turning them into a positive relationship and successful results. Contact Us | Pro-Sapien
Read Part 4: What a Failed EHS System Really Costs After the Project Is “Done”
