10 Common pitfalls in management project tool implementation

Obtaining a management project tool supposed to be a ‘win’. However, the difficulties surge most during the stage of tool implementation.

When tech leaders reach this stage, it becomes vital to determine the differences between a tool that empowers your team and one that becomes pricey shelfware. Defeats in onboarding, insufficient feedback, and other oversights can decrease adoption, frustrate your team, and lead to a diversion of time and money.

To help you avoid those pitfalls, here’s a collection of 10 mistakes I’ve seen companies make to help you avoid them, when a new project management tool is implemented.

1. Underestimating team training and onboarding

The most concerning failure is thinking that just rolling out the tool is enough; it is not.

Most common pitfalls:

• People run a training seminar and think that is all that is needed.
• People assume that younger or tech-savvy employees don’t need help.
• People assume that remote workers (who have to cope with even less help) don’t need to be considered.

To solve this problem, we suggest creating a more structured onboarding process with clear tutorials, role-specific guidance, and refresher sessions. Automation can help provision accounts and devices so new hires can start using the tool on day one.

2. Failing to align tools with team workflows

A tool is effective only if it integrates with how the team works. Rather than productive team buy in, imposition of a system causing people to abandon their workflows will result in backlash.  

What goes wrong:  

• People spend more time adjusting to the tool than the work.  
• Managers place unrealistic expectations on the team because the tool works “perfectly on paper”.  
• Overlooked integration with existing apps (Slack, Jira, email).  

Pro tip: Select a tool that adjusts to your processes. Start small with customization, and allow workflows to adjust.  

3. Overlooking scalability and flexibility

A system that works for a team of 20 will likely fail at 200. Many project management tools do not have the versatility needed to accommodate growth or organizational restructuring.  

The problems:  

• Tools that have a lack of scalability can become slow and unmanageable.  
• Costs can increase dramatically with add-ons and additional licenses.  
• Teams use “shadow tools” to work around missing integration features.  

Better approach: Use project management tools designed to scale and accommodate growth, various departments, and global/remote teams. Flexible permissions, integrations, and automation will be necessary.

4. Ignoring user feedback and input

Your colleagues will be the ones using the tool daily. Their silence is one of the quickest methods to ensure failure.  

When feedback is ignored:  

• Workers lose interest, and/or go back to the old ways.  
• Tools are poorly used because people stop adopting the new systems.  
• They lose opportunities to enhance workflows.  

Action step: Provide opportunities for feedback from the start using surveys, Q&As, and pilot programs. In addition to power users, include skeptics in order to get complete feedback.  

5. Lack of clear communication and expectation setting

Rolling out a new tool and not explaining the “why” is like setting out to sea without a map. If your team does not grasp the logic, they will not buy in.  

Common forms include:  

• The tool is announced without its advantages being explained.  
• The differing expectations of leadership and staff.  
• Ambiguity of the responsibilities  

The way to mitigate this is to communicate frequently and clearly. Explain not only the functionality of the tool, but also the value it brings. Make objectives, roles, and timelines explicit.

6. Overcomplicating tool features and functionality

Choosing the most feature-rich platforms on the market might seem like the best option, but excessive features can overwhelm users and slow down adoption.

Complexity comes with disadvantages:

• Users not adopting advanced features at all
• Duplication of processes outside of the tool
• Elapsed time on training

Start simple, focusing on the main features that solve the most critical issues of your team. There is always the option of expanding features once adoption is established. 

7. Neglecting data security and privacy concerns

In the current climate, data security risks with the introduction of your project management tool are constantly present. Exposing your company to unsecured management tools can lead to irreparable consequences.

• Loss of vital trust from employees and stakeholders 
• Sensitive data leaks
• Risk of non-compliance 
• Loss of trust from employees and stakeholders

What to do: Opt for management tools that have strong encryption, compliance certifications, and access control. Also, consider device security. Esevel protects your project data from unnecessary risks by maintaining compliance with employee device security and project data security.

8. Failure to provide ongoing support and maintenance

Releasing the tool to the users is just the beginning. Even the most advanced systems will deteriorate without ongoing support and maintenance.  

What usually occurs:  

• Teams become frustrated without help to resolve issues.  
• No support to systems causes important revisions to become obsolete.  
• The support helpdesk becomes a bottleneck, and IT cannot complete other strategic projects.  

Best practice: support maintenance contracts with outside help or have internal IT take on the project. Scheduled meetings with the project stakeholders will ensure the tool provides the ROI that is expected.  

9. Not monitoring and evaluating tool effectiveness

How can you tell that the tool is effective? You need monitoring to avoid complete guesswork.  

Risks of no tool assessment:  

• Gains in productivity cannot be shown with evidence.  
• Managers find it hard to explain the tool’s expenses.  
• Tool adoption is low and nobody can tell until it is time-consuming to make the change.  

Solution: Identify the key metrics and monitoring systems you can set up before the tool is in use. Measure the adoption rate, time taken to complete a task, and satisfaction. Make continuous revisions to the tool based on the findings.

10. Forgetting the bigger IT picture

Looking at the digital workplace tools you use in isolation from the rest of your IT setup isn't the most helpful approach. Project management tools are part of a bigger IT structure. Managers integrate such tools in a siloed fashion without regard to alignment with devices, security measures, or onboarding procedures.

Why It Matters

• Fractured ecosystems hinder workflow.
• IT spends unnecessary time fixing the gaps.
• Users face the friction of multiple passwords and disparate systems.
• Large security holes risk exposure with unconnected weak tools.

The Better Way: Adopt a whole-systems approach. Understand where the project management tool sits in the IT lifecycle from procurement to repairs. Efficient and secure IT ecosystems are more than the sum of their devices. Integrated device lifecycle management ensures system security.

Viewing the project management tool from an organizational growth perspective

A management tool rollout provides organizational management and leadership opportunities. Addressing each of the ten barriers will enhance the tool’s benefits, lower time spent, and minimize the frustration experienced

Strategic alignment of the project management tool with IT fundamentals will drive growth and secure the system for future opportunities.