Avoiding Common eQMS Implementation Project Pitfalls: A Must-Read Guide

The selection and implementation of a new electronic Quality Management System is a complex process. To ensure a successful transition, it is important for organizations to understand the potential pitfalls that may arise. In this article, we will look at five of the most common pitfalls that organizations should be conscious of when selecting and implementing an eQMS. From unclear User Requirements Specifications to failing to align the eQMS’ end users’ organizational objectives. These pitfalls can have significant implications for the success of an eQMS and should be addressed to ensure a successful implementation.

Pitfall 1: Deliberately or accidentally not involving the end users in the process

It is essential to involve end users in the selection and implementation process of an electronic Quality Management System (eQMS) to ensure that the system is tailored to the specific needs of the organization. End users can provide valuable insight into the organization’s current processes and can offer feedback on how the new system should be designed to accommodate the unique needs of the organization. This can help the organization to avoid costly mistakes during the implementation process, as the system will be built around the specific tasks that need to be accomplished.

In addition, end users are essential for providing feedback during the implementation process. By involving end users in the process, the organization can ensure that the system is implemented in a way that meets the specific needs of the organization. End users can provide feedback on how the system is performing, allowing the organization to make any necessary adjustments to the system. This can help to ensure that the system is working efficiently and effectively, and that it meets the needs of the organization.

Pitfall 2: Lacking People Change Management

It can be difficult to get all team members and end users on board with the implementation project of a new eQMS system mainly because often they are accustomed to using a different, perhaps more familiar, system. They may be resistant to change and may not see the benefits of the new eQMS. This can lead to low adoption rates and a lack of buy-in from the team members and end users, which can ultimately hinder the success of the project. So good People Change Management is essential during an eQMS implementation project. There must be balance between the technical and people side because users are a big part of the key to success: when they adopt and use the new way of working, that will help delivering the anticipated benefits of the new system.

• Often in technical environments there is a tendency to focus on the content and the technical side of the project and take the people part for granted.
• By integrating people/organizational change management in the project planning, this receives the required attention and will balance the ‘technical’ and the ‘people’ side of the project.
• Enabling sponsors and line managers in what their role is in leading the change we can support your organization in realizing the required changes.
• Providing adequate training and support to ensure that users are able to effectively use the new system. If employees are not properly trained, they may not be able to use the system effectively, which can lead to errors and inefficiencies.
  

Pitfall 3: Business requirements are not properly translated into a User Requirements Specification

It is important to clearly map business requirements and intended use in the process of selecting an electronic Quality Management System (eQMS) to ensure that the system is the most suitable for the company’s needs. By understanding the company’s requirements, the eQMS can be tailored to the specific needs of the business, enabling the company to achieve quality goals more efficiently. Additionally, it ensures that the system is fit for purpose and does not contain any unnecessary features or functions, saving the company time and money. Mapping the business’s requirements also allows for a more informed decision when selecting the system, as the company can compare various systems and select the most suitable one. By doing this, the company can be confident that the eQMS it selects will fully meet its needs and will help to improve the quality of its products and services.

Pitfall 4: A vaguely defined scope with room for interpretation

The ‘scope’ of a project essentially refers to the entirety of that project’s requirements – it’s the full collection of relevant tasks that need to be completed for a project to be considered finished. When there is no clear scope, there will be room for scope creeps, referring to the uncontrolled, unmanageable, and often inevitable widening of a project’s scope.

Scope creep often happens gradually and incrementally. Once a project is underway, its scope will change depending on how many changes or modifications are made. The most obvious reason as to why scope creep occurs is an ambiguous project scope – in other words, a lack of clearly defined project goals. If this is the case, the opportunity for it to creep is almost endless. Other reasons why scope creep occurs include:

• Poor planning – if deadlines, resources, and budgets aren’t set out properly before a project, and a requirements analysis isn’t performed, then the scope of the project will be narrower than it should be, and scope creep may occur as a by-product of you wanting to achieve the project’s goals.
• Lack of team understanding – if there isn’t mutual clarity among team members about a project’s parameters and goals, then it will be harder to identify what is and isn’t within the scope, and pointless work may end up being completed.
• Poor communication – there are many different people involved in a project, including the project manager, team members, project stakeholders, and more. Insufficient communication between these parties can lead to a poorly defined project full of unmanaged changes.
• Lack of change mechanism – projects that don’t have a clearly defined mechanism that allows for changes to be made and feedback to be implemented are much more susceptible to scope creep than those that manage change efficiently and methodically.
  

Scope creep isn’t necessarily a bad thing. It can occur, for instance, if someone has a good idea – so good, in fact, that it changes the course of the project or turns it into a bigger workload. Some amount of scope creep is simply inevitable, as projects do often change after delivery commences.

Pitfall 5: Choosing the wrong vendor because of unclearly defined requirements

The User Requirements Specification (URS) is a document that outlines the specific features and functions an electronic Quality Management System (eQMS) needs to provide in order to meet the needs of your organization. Without a well-defined URS, it is difficult to accurately assess a vendor on the needs of your organization and thus to choose an eQMS that meets the real needs. Without a clear understanding of what an organization needs from its eQMS, vendors can end up providing the wrong solution, or a solution that does not meet the organization’s requirements. Worst case you could end up in a vendor lock-in.

This can lead to dissatisfaction with the eQMS and result in costly re-engineering or re-implementation of the system in order to make it work as intended. Therefore, it is essential to have a URS in place before choosing an eQMS vendor to ensure that the chosen vendor can actually provide the right solution for the organization.

To ensure the successful implementation of an eQMS, organizations should consider the discussed pitfalls and seek out the appropriate resources to provide guidance and support. If you would like to learn more about selecting or implementing an eQMS, please contact us.