Facing a Complex Problem in Project Management: Choosing the Right Path in a Business Transformation
Suhayb Albilasi, PMP, PMI-ACP?
Head of technology | Data Analysis | Transformation | Project Management | Supply Chain
During my tenure as a Transformation Project Manager at Ma’aden, I led a major project that involved migrating critical business processes to a new Oracle Fusion ERP system. This initiative aimed to improve efficiency and streamline our commercial operations. However, mid-project, we encountered a significant challenge — some of our key stakeholders were resistant to the changes we were introducing.
The Problem
The existing commercial processes had been in place for years, and some team members were concerned that the new system would disrupt their daily operations. Additionally, there were technical complexities involved in data migration and the customization of key workflows in the new system. I was faced with multiple possible solutions, each with its own set of risks and trade-offs.
The options included:
Determining the Course of Action
To decide the best path forward, I needed to gather input from various stakeholders, including commercial leaders, IT teams, and end users. I conducted a series of workshops to understand the core concerns and to get a clearer sense of which processes were most critical to everyday operations.
From these discussions, I found that one of the biggest concerns was the lack of familiarity with the new system. Many team members feared they wouldn’t be able to keep up with the new workflows. Another concern was the potential loss of historical data during the migration.
I evaluated the following key factors for each option:
Making the Decision
After weighing these considerations, I decided on the hybrid approach. This allowed us to implement the Oracle Fusion system incrementally, starting with the less disruptive modules like inventory and reporting. By doing this, we could train employees on the new system without overwhelming them. I also ensured that we ran both systems in parallel for critical functions such as financial transactions, minimizing the risk of errors during the transition.
Additionally, we created a dedicated training program, including hands-on workshops, video tutorials, and a support desk for ongoing queries. This helped address the resistance and ensured that employees felt more confident in using the new tools.
The Outcome
The hybrid approach turned out to be highly effective. We successfully completed the migration without any major disruptions to the business. More importantly, the incremental rollout gave the team time to adapt to the new system, and by the time the entire Oracle Fusion suite was live, the employees were proficient in using it.
Employee feedback was positive, with many expressing relief that their concerns had been addressed. Operational efficiency improved, and we saw a reduction in manual processes, which had previously been a bottleneck.
Lessons Learned
This experience taught me the value of flexibility and listening to stakeholder concerns in project management. While a full-scale migration might have been quicker, the phased approach allowed us to maintain business continuity and ensure high employee engagement. In complex projects, balancing technical needs with human factors is essential for long-term success.