T-Creating A Pilot Plan

Creating a Pilot Plan
Section 1: The Pilot Plan Roadmap
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Module Objectives
Welcome to the module on creating and executing a pilot plan. A pilot is used to test an idea or a solution before it
is implemented across an organization. It is a great way to determine how a program, solution or activity is going
to work before investing valuable resources into deploying it.
In this module, we will:
 Discuss the benefits of a pilot and when to use one

 Review a roadmap you can use to implement and assess a pilot
Let’s get started.
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Benefits of a Pilot
As we just mentioned, a pilot is a great way to test how a program or solution will work. It greatly reduces the risk
of a failed implementation, because you can test it in a small, controlled environment.
Through testing, you can gage reactions, troubleshoot problems and anticipate results.
Pilots also allow teams to improve a solution to make sure it meets customer requirements. Most solutions require
some adjustments, and figuring these out before a full-scale implementation is a benefit to customers.
Pilots allow you to validate results. In a testing environment, you can anticipate the outcomes. No matter how
thorough your tests may be, however, you can never truly anticipate user mindsets and reactions. A pilot allows
you to see real-world results on a smaller scale so you can adjust expectations or change the solution.
Finally, pilots are essential to gaining buy-in and creating momentum. Wins, no matter how small, are critical to a
program or solution’s long-term effectiveness. If you can prove a concept works, even in a restricted area, you
can get the support you need from customers, executives and nay-sayers. This will ensure your program is
adopted by a wider audience.
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When to use a Pilot
Although pilots are always recommended, there are a few situations in which pilots are an absolute must:
When the scope of the change is large, you should pilot the program or solution to discover areas of resistance.
When the program or solution could cause far-reaching, unintended consequences, you should initiate a pilot to
measure the impact of those consequences and troubleshoot solutions. A proactive approach can limit the extent
of the issues.
Programs that are costly in terms of finances or resources should be piloted. Test the program to get a sense of
where the biggest costs will be, and work to reduce those as you roll out the solution.
Finally, if you are implementing a change that is difficult to reverse, pilots are essential. Installing large pieces of
capital equipment or software systems, merging departments or regions, or changing a product design are all
changes that require commitment. A pilot will help your team understand the impact and give you tools to help
with communication and resistance.
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Section 1: The Pilot Plan Roadmap

Roadmap Overview
Creating, executing and assessing a pilot is an eight-step process:
1) create a pilot plan

2) ensure strong leadership support
3) communicate the plan to key stakeholders
4) train the pilot group
5) take action and implement the pilot
6) collect and analyze feedback
7) diagnose gaps and revise solutions
8) implement the full-scale solution
Let’s examine each step in more detail.
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Step 1: Create a Plan
Creating the pilot plan requires you to think about the process and document all the details related to testing your
program or solution. In this step, you will analyze the proposed improvement and break it down into manageable
steps.
What is the process of implementation? How will you roll it out to your test group? There are several formats you
can use to document your pilot plan, and two are shown here.
The first is a spreadsheet that is built around what steps need to be done, the related action items, any issues or
barriers that coincide with action item assignments, completion dates and current status of the action item. This is
a typical project planning tool used to plan and track projects.
You can also use a tool called an FMEA, or Failure Modes and Effects Analysis. The FMEA tracks not only
project steps and action items, but also the risks associated with each task and their proposed solutions. The
FMEA should only be used when team members have been trained on how to use it.
It’s important to document the who, what, when, where and how of the solution. Who will be involved? What
resources are required? What are the objectives of the pilot? How long will it last? In what area of the business
will the pilot be implemented? How will the pilot work?
Make a list of the activities that must be performed to ensure successful implementation. To do this, gather your
team together and hold a brainstorming session. Start this list before you begin, and add to it as you move
through the roadmap. If you have not already developed an FMEA, you might also document a list of anticipated
risks and problems. This will keep you aware of what could go wrong so you can react quickly or fix issues before
they arise.
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Look at your step-by-step plan and identify the resources you will need at each step. These resources can be
named, or they can be identified by position or function. Knowing these needs ahead of time will allow you to
request their assistance and ensure you have approval to use their time. With your plan in hand, it’s time to move
to step two: ensuring leadership support.
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Step 2: Ensure Support
Aside from having a plan, the most important step in piloting a program or solution is to have leadership support.
This is essential for the pilot as well as the full deployment. If you can prove a concept before full resources are
invested, you will only enhance the success of the solution.
Make sure your executive team or leadership is committed, and publicize that commitment. It’s important for the
organization and the pilot group to know that VIPs of your company are watching to see the results.
Allow enough time to explain the program or solution to your company's leaders. Confirm that they understand
exactly what is involved and what the outcomes could be, both positive and negative. Share risk assessments,
contingency plans and expected costs with your leaders so there are no surprises.
Engage your executives to select the team or area that the pilot will be implemented. Allowing them to participate
in this process will get them invested in the outcomes. And, they may understand nuances about the organization
that you don’t. Their input should be seen as critical to a successful pilot.
Use your executives to consider stakeholders you may not have included. Unions, stockholders, special interest
groups and governmental agencies may all be impacted by the program, and company leaders typically have a
better grasp on these organizations. Use leaders to enlist support and approval from these key groups. Once your
company’s leadership team is committed, you can communicate your plan.
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Step 3: Communicate the Plan
Most people understand the importance of communication. But communication is so much more effective if the
message is tailored for the intended recipients and communicates the right level of detail. Before creating
communications, think about who will receive them. Who are the key stakeholders of the pilot group? Your list
may include the participants of the pilot, managers of those participants, and departments or functions who
interact with the participants.
Your communications should be different for each stakeholder group, depending on the message and the
required response. The participant group may need instructions and detailed information. The managers may
need to know the pilot schedule and expected time requirements for each participant. And people who work with
the participants may need to understand how their processes may be impacted. One piece of communication will
not meet everyone’s need, so know who you’re communicating with.
It will also help to appoint a pilot leader who can liaise with each stakeholder group. Initial communications are
essential, but ongoing communication will keep the pilot moving and ensure all groups are informed and
supportive. The pilot leader should also gather communication from each stakeholder group and report back to
the pilot team. Two-way communications is imperative once the pilot begins.
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Step 4: Train the Pilot Group
Once the pilot participants have been informed of the pilot plan, you should schedule training sessions. Review
your stakeholder list and include all affected employees.
During training, review the pilot plan and the objectives. Discuss the timeline, the expectations of the participants
and what you expect to happen based on the outcome of the pilot. Making the participants feel like a part of the
solution will help increase participation.
Build mechanisms into your training that test for comprehension. These could be quizzes or games during the
session or post-training activities that are required for the pilot.
Create a feedback loop that addresses participant concerns. Anonymous submissions tend to increase the
likelihood of questions or comments.
You could also assign a neutral liaison to answer questions and represent both the pilot team and the participants.
After receiving feedback, be sure to make any last-minute adjustments to the pilot based on participant input.
Then, it’s time to implement!
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Step 5: Implement the Pilot
It’s in step five where all your preparation and planning pays off. If you’ve done your due diligence, your pilot
should yield data and results that will allow you to make adjustments and plan for a full deployment.
Monitor the pilot closely to make sure participants are working according to plan and data is being tracked. Pull
reports and results frequently, and analyze the data as you get it. There’s no need to wait until the end to start
building your conclusions. Be sure to collect data on the process as well as external factors that might be
influential. Are there consequential metrics that need to be monitored?
Schedule some time to check in with participants to find out how they are doing and what they’ve noticed about
the program or solution. If time permits, make changes based on their feedback so you can gather additional
information. The more you can test your solution; the better off you’ll be during the actual implementation.
Assign pilot team members to monitor different parts of the process. A lot of information can be gained by
watching the solution or program in action and what they learn will be worth the time they invest. As experts on
the program, they will also be able to identify problems and react accordingly.
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Step 6: Analyze Feedback
Feedback comes in many forms. Quantitative feedback from systems and processes can be crunched, analyzed
and modeled. Qualitative feedback from participants can be reviewed and grouped according to similar
characteristics. Regardless of the type of feedback, it’s important to have a plan for gathering and analyzing the
results.
You may choose to hold a debrief session with pilot participants. Those who have been through the process have
a unique view you should leverage. Gather their feedback about the effectiveness of their training and the quality
of their experience. Solicit input about what worked and what didn’t, and ask for their ideas about what would
make a full-scale deployment more successful. With your analysis, you can make adjustments to your deployment
plan and assess the gaps in your program or solution.
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Step 7: Diagnose Gaps
The goal of step seven is to determine the gaps between the expected and actual outcomes and revise the
solution in preparation for the full scale implementation. Review the objectives you originally set for the pilot and
compare them to your results. Where are the gaps?
In addition, go back to your original program or solution objectives to determine whether the solution met the
stated goals. Look for compliance with the new processes, systems and roles. Did everyone in the pilot do as they
were instructed? Did their behaviors match the expectations? Did the system, process or solution perform
according to expectations? Did participants request additional information or instructions after the pilot began? If
participants were confused about the solution or needed further details, there may be a need to update or expand
documentation. Were there unexpected issues or problems that were encountered? Document these as well as
their solutions so you can incorporate them into the deployment plan.
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Step 8: Implement the Solution
With the pilot behind you and data in-hand, it’s time to implement the solution or program across the company.
Before doing so, gather your pilot team together to have a de-brief session.
Discuss the differences between the pilot environment and the full-scale implementation environment. How will
these differences impact the solution implementation? What potential problems could arise during the solution
implementation? What changes should be made to the deployment plan based on the results of the pilot?
Expect scalability issues, even after the most successful pilots. Deploying a program or solution to a small test
group is much different than deploying it across departments, locations and languages. Make sure you anticipate
the challenges and adjust accordingly.
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Module Review
Thank you for joining us as we reviewed the roadmap for developing and implementing a successful pilot.
You should now be able to:
 Explain the benefits of a pilot program

 Describe the situations in which a pilot is absolutely needed
 Develop and deploy a pilot according to the eight-step roadmap
Good luck as you plan and execute your next pilot!
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T-Creating A Pilot Plan

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Creating a Pilot Plan

Section 1: The Pilot Plan Roadmap

In this module, we will:

 Discuss the benefits of a pilot and when to use one

Let’s get started.

When to use a Pilot

Section 1: The Pilot Plan Roadmap

Creating, executing and assessing a pilot is an eight-step process:

1) create a pilot plan

Let’s examine each step in more detail.

Step 1: Create a Plan

Step 2: Ensure Support

Step 3: Communicate the Plan

Step 4: Train the Pilot Group

Step 5: Implement the Pilot

Step 6: Analyze Feedback

Step 7: Diagnose Gaps

Step 8: Implement the Solution

You should now be able to:

 Explain the benefits of a pilot program

Good luck as you plan and execute your next pilot!

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