emagine helped an International Airport introduce a new IT system to use for portfolio management. After the technical implementation came an organizational initiative, which made the employees able to actually begin using the system.
The challenge
The airport has a large project department, which manages around 100 active projects across the organization at any given time. This involves everything from the expansion of runways to renovations of tax-free stores.
Therefore, it was necessary to implement and introduce a new portfolio management system in the project department, so management could have an overview of the portfolio. But it was also necessary to create a connection and compliance with this new system, so employees would be actively using it during project work.
The solution
emagine's consultants assisted with the acquisition and implementation of the new IT systems for portfolio management.
The advisory tasks involved everything from supplier- and contract management to roll-out and transition to operation.
But rather than only introducing the new software, emagine also assisted with the actual change management of the employees.
The initiative was based on the ADKAR model, which outlines five steps of an appropriate change process - however, it had been tailored to suit the reality of the organization.
Activities included the following:
The initiative was based on the ADKAR model, which outlines five steps of an appropriate change process - however, it had been tailored to suit the reality of the organization.
