Implementation

At Peletier we have two parts to the implementation of PromaCoin: the PromaCoin part and the organisational part. In most cases we are willing to carry out the PromaCoin part as a turn-key process.

Change Management
Evolution means that certain actions are prevalent above others. First, it must be determined at which level of development the project organisation operates. After that, a definition must be formed as to the level the project organisation wants/needs to work. In addition to this, every increase in level should be considered a different step on the scale of development. From all the necessary steps a so called 'Gap' analysis will be carried out. The Gap analysis gives insight into the reasons for making this step. Of course it makes a difference whether you want to implement PromaCoin on a project as a pilot or cover the whole organisation. Three levels are described in the deliverables: company, process and function.

Training
Employees must be well trained to understand the use, processes and methods of PromaCoin. The interaction between several departments plays an important role. Peletier offers such training primarily in the form of a train-the-trainer program.

Communication
All stakeholders should be well informed about the progress, the results and the consequences from implementation. It may be necessary that the line management is responsible for the communication outside the implementation team, in cooperation with the implementation team (or person). It is our judgement that communication should start at an early stage to get all stakeholders on the same wavelength. Our goal is to make all stakeholders understand and accept the objective, and make them willing to compromise.

Organizational Implementation
To obtain sponsors, commitment and consensus. This is the 'soft' side of our implementation. Based on our experience, we define six points that should be addressed:

• There must be a sense of necessity
  There must be good reason to change the organisation - or people may oppose the changes. Identify changes and threats that compensate for the risks of the desired change.
  
  
• Get sponsors
  Organizational changes should be backed up by a devoted group of influential people within the organisation. Without enough influence the group will only be led towards apparent changes and these will only be omitted when the opposing forces expand.
  
  
• Create a vision
  The upper management must have a vision. Changes will lead to a series of deviated projects which have been changed just for the sake of change, if it is carried out without a vision. Even the best vision loses its values if it is not being communicated.
  
  
• Give others the ability to act upon the vision
  The upper management will clear the way for the employees to develop new ideas. Obstacles should be removed from processes or even from people's heads.
  
  
• Create short term goals
  Employees should see results in order to be able to keep the momentum.
  
  
• Strengthen the changes
  After changes have been carried out, these should be made permanent. The upper management should link the changes to commercial success to show that they are permanent. All can be erased if the management relapses into old habits.