By Harli Manuel and Carolyn Konicki
While most change initiatives differ in many ways, some of the most critical players in driving effective change are the subject matter experts (SMEs). A SME is an individual who possesses historical knowledge or expertise about a particular part of the business or the change initiative taking place. SMEs are valuable to change initiatives and change management partners in many ways. Some notable examples of how an individual identified as a SME can play a vital role in driving change are:
- Often, SMEs are highly influential within the organization as they are trusted and valued by their peers for their knowledge and expertise
- SMEs can help identify risks and obstacles and aid in the creation of an effective change risk mitigation plan
- SMEs play a pivotal role in many phases of a project including discovery, development, testing and training
Ultimately, SMEs serve as a liaison and/or bridge between the current and future state of a change initiative. Their effectiveness is not only dependent on their own dedication, but also through strong partnerships with key members of a project. SMEs rely heavily on project managers and change managers to ensure their journey and expertise is utilized productively and successfully.
The Journey of a SME
Identification
The first, and arguably most important, step is identifying the appropriate SMEs for a change initiative. Once the change manager identifies a high-level understanding of the change initiative and any gaps in knowledge, it's important they partner with sponsors and business leaders to identify appropriate and available SMEs.
Orientation
Once a SME has been identified and resourced to the change initiative, it's paramount they are onboarded adequately and in advance of when they are needed. Transparency upfront is the key to a successful working relationship between each SME and project team members. The SME should be given a clear explanation of what expertise they are expected to provide, how often they will be needed, and any activities where they will serve as participants and their specific responsibilities and turnaround times, as applicable. Alignment between change managers, project managers, and SMEs is necessary before any work can begin.
Incorporation
The SME’s first objective will be to incorporate themselves appropriately into the project team. By partnering with the change managers and project managers, a SME’s allocation should align with their own working capacity, the project timeline and plan, and duties expected to be fulfilled. A few examples of how SMEs provide support to change managers during the incorporation phase are:
- Helping to define the current state of the change initiative pre change deployment
- Reviewing the post change deployment future state and requirements and noting any gaps
- Working alongside change managers and business partners to fill and define any gaps in knowledge
- Partnering with various project team members in the draft and review process of relevant documentation such as process maps, communication material, training information, etc.
Execution
The execution phase is the most tactical phase of a SME’s journey. Incorporating SMEs into specific activities elevates a change initiatives success rate. A few examples of activities are:
- Participating in stakeholder engagement activities as liaison between the project team and end users
- Serving as a “tester” of a new product or system bringing change to the organization. Their expertise and knowledge of the business and change initiative make them a perfect candidate to participate in pre-deployment testing or pilot programs
- Partnering with the training resources to ensure training materials are accurate, relevant, and accessible
- Attending training sessions as a knowledge resource, change champion, and end-user advocate
- Pioneering ongoing and long-lasting adoption and sustainment efforts
More Reasons to Include SMEs Early
As you can see, subject matter experts are crucial to the success of change initiatives, and their absence can lead to significant challenges. Without SMEs, organizations may encounter potential issues such as misalignment on project goals, ineffective training, and a lack of confidence among employees in new systems or processes. Scenarios like these highlight the risks of incorporating SMEs too late in the process, resulting in missed opportunities to upskill staff in the new functionality and diminished effectiveness of feedback on reviewed materials.
To avoid these pitfalls, it is essential to identify and onboard SMEs early, ensuring their expertise is leveraged throughout the project's lifecycle. By doing so, organizations not only enhance communication and collaboration but also foster a culture of continuous improvement, ultimately leading to more successful and sustainable outcomes. Embracing the strategic involvement of SMEs positions organizations to navigate change with confidence and resilience in an ever-evolving landscape.
Harli Manuel is a Senior Consultant with Avaap. Her experience includes managing large-scale projects across multiple different industries. As an organizational change management consultant, Harli helps companies adapt and overcome the challenges of incorporating new industry standard technology. Her experience in agile projects, technology transformations, and employee experience brings a unique perspective to any project she joins.
Carolyn Konicki is a Principal Consultant in Avaap’s Organizational Transformation Solutions practice. She is a certified Project Management Professional (PMP) with more than two decades of experience in program and project management across government, higher ed, utilities, and commercial clients.