Forcing a new system and/or procedure on users is never a good or fun thing, but sometimes it is necessary to make the process easier and ensure consistency.

We have a client that has very specific needs when it comes to reporting. Their report is very different than anyone else’s that is generated. It always is a cause for confusion, delay, and concern for consistency and accuracy. My management, like other management teams, doesn’t want to spend too much resources developing small “outside” projects. I don’t blame them, the list of projects for my team is long.

I talked to my boss and explained what was going on. I explained to her that the value of doing such a project long and short term was that it would speed up the process immensely and ensure that the report was generated exactly the same way every time. She liked the idea, but was concerned about the time taken away from other projects. I had her sold on it, but she was concerned about the time. This is when I pulled the switchero.

I had already done the research and had most of a working concept done. I just need the stamp of approval to finish and roll it out. I had just received it. She loved my initiative and the fact that it had not slowed down anything else, as I did it over a period of time when I need a break from other projects.

Essentially I had pushed a system by building it before asking permission. It was a risk, but I knew it had great advantages to the company and to the user who generates the reports.

Sometimes a calculated risk is worth the effort.