IT/IQ’s Proven Technology Recruitment Expertise Fuels Client’s Ambitious System Implementation
Large Canadian transit company engages ITIQ to provide critical resources to roll out their most ambitious technology implementation in two decades.
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Background
More Than Maintenance: Launching a full system overhaul
IT/IQ’s Canadian transit client launched a landmark technology-driven initiative poised to transform daily operations management across their subsidiary bus company depots. This initiative marks the most ambitious overhaul for their depot operations management in the past two decades.
The program was designed to replace an outdated legacy system, enhancing the management of dispatch and timekeeping for over 3,500 transit operators. It introduced self-serve capabilities for operators, automated numerous manual processes, and replaced paper-based data collection with digital formats. These changes are expected to yield substantial operational efficiencies, alongside improved accuracy and timeliness of information.
A key component of the rollout was the implementation of an industry-leading operations system, complemented by a suite of new electronic devices—from state-of-the-art kiosks and workstations to large TV screens—which further reduced the reliance on paper and streamlined daily activities.
The Challenge
Hitting a Roadblock: Managing the most ambitious implementation in two decades
The legacy system had been labelled “out of state of good repair” and required replacement. After carefully considering and selecting the new integrated operations system, our client encountered various challenges moving the implementation forward. After significant delays, concerns about the project’s execution emerged and internal teams started to question the way forward.
The Staffing Solution
Shifting Into Gear: Staffing for leadership success
The client approached our account management team at IT/IQ Tech Recruiters, outlining requirements for a leader with extensive experience managing implementations of a similar scale from start to finish.
When assigned this search, our specialized Project Management Office (PMO) recruiters quickly identified the program managers within their networks who were best matched to the client’s requirements. Our team ultimately presented a well-respected Senior Program Manager with a long track record of effectively executing successful turnarounds of large and complex initiatives. This Senior PM was then selected by our client to lead and manage the implementation of their new operations system.
A core challenge when hiring senior technology professionals, especially those bridging the gap between technical requirements and people management, is finding a leader who possesses the gut instinct and leadership skills required to overcome a failing project. These intangible competencies cannot be determined through a certification, resume, LinkedIn profile, or even a series of interviews. Unbiased technology recruitment professionals who deeply understand the candidates in their network can verify a candidate’s unique reputation, strengths, and fit for a particular role.
The Approach
In the Driver’s Seat: Revisiting the business case
Credibility sets great leaders apart from good ones. The ability to inspire and influence others allowed our Program Manager to turn the page, drastically improving the outlook surrounding the implementation.
Detailing a wide variety of benefits to all stakeholders was crucial to reframing the program as a complete business transformation rather than a mandatory system replacement. This perspective shift played a major role in re-igniting excitement around the business case.
Route Planning: Defining the project scope
Our Program Manager organized an external Operational Advisory Committee of senior business leaders to help narrow the scope of the implementation. Working with leaders external to the program helped minimize bias. Defining which deliverables were required for launch (Minimum Viable Product), and which were not, minimized time-to-launch and allowed our PM to produce accurate budget projections.
Gearing Up: Fortifying project teams
The next requirement was to ensure teams were equipped for success, first by conducting a thorough assessment of the team’s capabilities, weaknesses, and gaps. To play to everyone’s strengths and eliminate skills gaps within teams, new resources were added, some team members were reallocated to different roles, and clear role definitions were created.
From there, our Program Manager, leading a six-member team of Stream Leaders/PMs, implemented a cross-accountability leadership structure to mitigate any potential accountability issues. Leaders of each team became responsible for their respective teams’ progress at regularly scheduled check-ins. These leaders, having to report their progress to one another, remained accountable and successfully delivered requirements within the budgeted timeline.
Accelerating: Re-establishing trust with the vendor
Where organizations often approach vendors with skepticism and criticism, our Program Manager knew to approach with transparency and accountability. Working in partnership with the vendor of the new system, rather than against them, allowed all stakeholders – both internally and externally – to work towards a common goal, encouraging collaboration and ultimately accelerating progress.
Creating a credible vision, firming up project scope, building capable teams, and establishing trust with the vendor were four crucial steps in reviving a failing project and laying the foundation for a seamless implementation.
Full Steam Ahead: Managing change
One year into the implementation, key priorities shifted to start preparing for launch. Senior leaders moved their focus from technical implementation to people and change management. With a runway of about one year leading up to the scheduled launch date, getting end users of the new technologies to buy in became a top priority. Our Program Manager generated various tactics in collaboration with the Operations Advisory Committee to expose as many end users to the new technologies as possible. Some of their most useful tactics included:
- Extensive classroom training that ran for several months.
- Hands-on demos during which actual operators would try out new technologies in front of an audience of their colleagues.
- Mega presentations to leadership, bus operators, and senior staff members.
- “HyperCare” teams that provided on-site support to operators.
- “Micro Training” videos accessible through QR Codes displayed on new devices, such as kiosks, to enable instant access to brief introductions to each new device including features and how-to videos.
“We were able to highlight some of the golden nuggets that we’ve developed in the system that [the operators] have been wanting for so long.”
These tactics helped gather feedback, gain buy-in, and generate excitement about the implementation of new technologies in the depots. Acceptance of the new technology can be credited not only to its ability to solve end users’ long-standing pain points but also to the effective communication of those solutions to the right stakeholders at the right time. “We were able to highlight some of the golden nuggets that we’ve developed in the system that [the operators] have been wanting for so long,” our Program Manager explained.
The Outcome
Destination: A ground-breaking and internationally recognized implementation
“Having this kind of strong, empathetic leadership with a clear vision I think was my biggest contribution.”
This initiative was the culmination of several years of diligent work and close collaboration among our transit client and their subsidiary company’s operations and organizational change management teams.
The program has now been successfully rolled out to all the company’s transit centers. The overwhelmingly positive reception of the new technology by operators and coordinators has highlighted the real operational value of this implementation, which has garnered interest from other transit authorities in Canada, the United States, and Australia who have reached out and connected with our Program Manager for helpful insights to aid their own implementations.
One of the most visible outcomes of this digitization initiative is the sharp reduction in paper usage during daily operations. This has been keenly felt by all the environmentally conscious staff, as user participation in the self-serve portal has reached an impressive 90% and continues to climb across all depots.
Work will continue as new features roll out over the next year. These include the introduction of remote access to the self-serve portal from home, eliminating operators’ unnecessary trips to the depots, and further automation of manual tasks to improve the efficiency of the dispatch and bidding functions.
The Senior Program Manager – placed in our client’s organization by IT/IQ’s specialized PMO team – successfully led the cross-functional implementation teams on this initiative to what is now considered one of the client’s most successful implementations to date.
When asked about his most significant contribution to the project’s success, our Senior Program Manager emphasized the importance of “providing leadership with integrity, with vision, with experience, and with respect for people. Having this kind of strong, empathetic leadership with a clear vision I think was my biggest contribution.”
About IT/IQ Tech Recruiters
Searching for an experienced technology professional to drive your projects forward? IT/IQ is a national provider of specialized technology recruitment and staffing solutions. Founded and incorporated in 2002, we have spent over two decades establishing ourselves as a top technology recruitment agency and preferred vendor across all sectors and industries.
Our certified technical recruitment teams remove the pain and work of hiring technical talent, and reduce time-to-hire, by owning clients’ specific problems throughout the full recruitment process.
Learn more about our specialized technology staffing and recruitment services at it-iq.com
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