Project Prioritization: Contact Center Automation (part 2 of 4)

Securing prioritization for an IT project is challenging, but it becomes much easier when there’s strong advocacy behind it. Building a base of advocates can make the difference between a project that stalls and one that gets prioritized. This article offers insights into building effective advocacy for IT projects, consolidating lessons learned by our expert, Jim Simmons, founder of Queueless and former VP of Productivity and Initiatives of Synchrony Financial, from his 26 years plus career in the contact center industry.

What’s the first step in building advocacy for a project?

The first step is to understand the current needs and challenges of your organization. I find it crucial to start by listening to what challenges senior leaders and peers are facing, particularly those who will be most impacted by the project. When you approach a project as a solution to their challenges, you position yourself not just as a project lead but as a problem solver who aligns with broader business goals. For example, if efficiency improvements are a top concern, framing your project as a solution to drive efficiency naturally aligns you with your peers’ and leaders’ priorities, increasing their likelihood to support it.

For example, when we considered Intradiem as a solution, I spent time understanding how each group in the organization felt about the inefficiencies we aimed to address. By fully grasping their perspectives and frustrations, I was able to speak directly to the value that Intradiem would bring, addressing each group’s specific concerns and increasing our advocacy base.

Additionally, it’s equally important to recognize potential detractors early on. Knowing who might oppose the project or be hesitant about it can help you prepare counterpoints and address concerns proactively. In my experience, including detractors in initial conversations allows you to incorporate their insights, potentially turning them into advocates. This process ultimately ensures that you’ve considered all angles, bolstering the credibility and resilience of your project plan.

How do you go about gaining IT support?

Gaining IT’s support is critical because they play a central role in implementation and technical feasibility. I engage with IT early in the planning phase, introducing the project’s goals and inviting their input on how best to align with technical priorities and requirements. I think the key phrase here is “inviting feedback”. Inviting feedback, rather than just presenting a plan, allows IT stakeholders to feel heard and valued, which fosters greater support and collaboration.

It’s also important to understand IT’s current workload and priorities. This helps you position the project in a way that aligns with their strategic goals. For instance, if IT is focused on enhancing cybersecurity, emphasizing the project’s role in supporting a secure infrastructure can increase buy-in. When we implemented Intradiem, I quickly realized that security was a primary concern for our IT team. Before moving forward, I worked closely with both the Intradiem IT team and our internal InfoSec team to ensure there were no security risks. By proactively addressing their top concern, I ensured our IT team felt comfortable supporting the project from the outset, making later conversations easier.

How do you keep advocates engaged throughout the process?

Maintaining momentum is crucial, especially once you’ve secured initial advocacy from key stakeholders. To keep advocates engaged, I prioritize regular updates and transparency. Early in the project I develop a communications plan that schedules consistent updates with key groups, including IT and workforce management (WFM). These regular touchpoints allow me to share recent developments, seek input, and address any emerging concerns, which reassures advocates that their support is driving progress. These conversations also serve to help turn detractors into advocates by ensuring they are involved in the project and their voice is being heard.

Celebrating small wins along the way is also a powerful engagement tool. Acknowledging and sharing milestones, even minor ones, provides tangible proof that the project is advancing and that advocates’ support is valuable. Advocates who see real progress are more likely to stay invested and to share positive feedback with others, helping spread support throughout the organization. This approach has often encouraged advocates to champion the project across departments, turning a project with limited visibility into one that has broad-based support.

What are some common challenges in building advocacy and how do you overcome them?

One common challenge is resistance from individuals who may not see the immediate value of the project or fear an increased workload. I address this by framing the project’s benefits in a way that resonates with their long-term goals. For instance, I knew one of our key stakeholders for Intradiem was focused on reducing manual tasks. Therefore, each time we spoke I made it a point to emphasize how the project would automate time-consuming processes. Often, people are more willing to support a project when they can see how it will make their jobs easier or improve their team’s efficiency.

Another challenge is managing conflicting priorities. Stakeholders already committed to other projects may see new initiatives as competition for limited resources. In these cases, I make it a point to ask how I can support their goals. While I may not be able to offer tactical help to the IT department, I can advocate for additional resources or assist with prioritization. Even if I can’t directly contribute, simply offering help and actively engaging as part of the team goes a long way in building strong relationships.

What advice would you give to someone struggling to build advocacy for their project?

My top advice is to be patient and persistent. Building advocacy takes time, and, in my experience, it’s rare to achieve full buy-in on the first try. I often tell project leads to anticipate needing two or three attempts before gaining complete support from senior leadership. Listening carefully to concerns, being adaptable, and demonstrating that you’re willing to address stakeholder needs can make a significant difference. Patience and a willingness to refine your approach go a long way in developing meaningful support.

Additionally, don’t underestimate the value of informal conversations. Casual discussions with colleagues and team members can be an effective way to gather feedback, gauge support, and build advocates. Sometimes, these informal channels can uncover concerns that would otherwise remain unspoken, allowing you to address them before they impact the project’s momentum.

Read the series – Project Prioritization: Contact Center Automation

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