Built to Be Used

The software works. The project closed on schedule. So why is everyone still using the spreadsheet?
Eighteen months after go-live, the reports cannot be trusted, the old process is quietly running alongside the new one, and somebody is proposing a project to fix what the first one was supposed to have solved.
Nobody refused. Nobody protested. People logged in every morning. And underneath all of it, the work carried on very much as it did before.
This is the most common way large IT investments fail - and the least visible.
When adoption disappoints, the explanation offered is always the same: people resist change. It is a convenient answer, and it ends the investigation before it starts.
Built to Be Used takes the opposite position. A workaround is not disobedience. It is a precise description of the distance between a system and the work it was bought to support, written by somebody who understands that work better than the project does. A record entered on Monday morning for the week that has already happened is a statement about what the system can actually be used for. Rejection is evidence - and most organisations respond to it by trying to make it stop.
What you will find inside:
• Why technically successful implementations produce no benefit, and how to see it coming
• Eight failure patterns that recur across every sector, each with an early warning sign
• How to study real work before requirements are frozen - in ten days, by one person
• The behavioural assumptions hidden in every business case, and the three questions that test them
• How to measure what people actually do, rather than how often they log in
• What to do when an implementation has already gone wrong
Twenty-seven chapters. Nine working instruments. Ninety sources.
Written for the person accountable for whether the investment produces something - the business sponsor, the programme manager, the director whose operation is about to change - and for the project managers, product owners and analysts who have to make it happen.
Every chapter ends with what to do on Monday.
The system has to work. The work has to work too - and the second is the harder of the two.