Implementing Construction Software: Turning Potential into Reality

When selecting software, evaluating different software solutions and getting leadership buy-in both require analyzing, projecting and conveying the potential of a tool. But the implementation of that software is the beginning of actually realizing all that potential. The implementation stage is the point where planning becomes action, projections translate into real data and potential begins to yield returns. 

However, a lot is required for software implementation to be a success. This article explores how to make the most of introducing a new software solution, including how to manage data and how to handle long-term change.

The Basics of Software Implementation

Software implementation is the process of introducing new software solutions and integrating them into existing processes and workflows. The goal of this phase is to introduce the tool, familiarize workers with its functionalities, identify issues and create a foundation for success that aligns with a company’s long-term goals or plans.

Implementation involves positioning a solution to make long-term and immediate changes to address specific challenges, enhance project management, improve communication, optimize project outcomes or drive productivity. 

The implementation process depends on what type of software is being introduced. Most software is considered either a platform or a point solution. A platform is a larger-scale software solution that provides a comprehensive suite of tools and is designed to support and integrate with multiple processes across various departments. 

A point solution is a specialized software application designed to perform a particular function or address a particular problem. Because of its expansive capabilities, a platform is more likely to be implemented through a phased roll-out, with the introduction of a controlled number of elements or functions to ensure their adoption and integration. In both types of software, implementation should involve strategic collaboration and communication with impacted stakeholders to make sure the tool fulfills its potential. 

Successful implementation almost always involves leadership, such as a dedicated software project manager who serves as a bridge between field teams and upper-level management, such as c-suite members or heads of technology or innovation departments. 

Leaders should be communicating with field teams to answer questions and make sure the solution meets their needs while also helping them understand the purpose of the solution and demonstrate the top-down commitment to its successful implementation. Leaders help higher-level leadership understand how implementation is progressing, manage expectations and inform communication with clients and the software company. 

Best Practices When Implementing Software

There are many different types of software, including ones that help manage projects, manage closeout documents, estimate costs, prepare and submit bids, schedule and prepare pay applications. Successful implementation depends on the type of software, how it’s going to be used and who will be using it. However, there are a few best practices that almost always help improve outcomes.

Develop an implementation plan.

An implementation plan should serve as a roadmap for the entire process, providing instructions on how to proceed and helping to identify issues. A plan usually provides the following information: 

• Project Plan

  Have a dedicated project manager to oversee the implementation process. 

• Specific Actions

  Most software — especially platforms — have too many functionalities to effectively introduce all at once, so they require a phased roll-out. A plan should specify which elements are being implemented first, based on the goals of the tool and recommendations from the software company.

• Realistic Timelines

  Contingencies are not just for construction projects. Software projects also need room in the schedule for unforeseen issues and feedback. Timelines should include milestones that can be used to track progress. They should allow workers enough time to learn how to use the software and troubleshoot any issues, while also helping leaders monitor the process and analyze ROI (return on investment). 

• Stakeholder Assignments

  Defining which workers or which department will be part of each phase of implementation helps them to understand what is expected of them, while also isolating variables related to training, risk and feedback. 

• Measure of Success

  Everyone needs to know if the tool is working and is being implemented correctly. Success can be measured through comparing projects done with the tool to past projects or industry standards. Metrics might include time, budget, efficiency or qualitative measures such as worker polls or interviews. Measures of success should be determined before implementation.

• Training Time

  Tools take time and training to master. This should be reflected in the plan, so that workers understand how they will be trained and project managers can update the timeline. 

• Feedback Time

  Workers are usually the people using a new tool, which means they have the best idea of how it’s going. A plan should include specific time to get their feedback. 

Set realistic timelines.

The length of time required for implementation depends on a number of factors, and should account for: 

• The software, including phased roll-out or any recommendations from the software company
• Company or team size
• Project specifications, including project size, type of project and numbers of workers
• Resource availability 
• Training
• Feedback
• Time to adjust for unforeseen changes or obstacles 

Creating realistic timelines for software implementation is often similar to planning for construction projects. Dividing the complexity of implementation into tasks can be done through a process that resembles a work breakdown structure (WBS). These tasks might include training, data migration or planning. Creating timelines can be done using either pull planning or push planning, which resembles the critical path method (CPM). 

Train the team.

Engaging employees through focused, incremental training sessions helps build proficiency, familiarity and a command of the new tool. A well-trained team is more likely to embrace a new tool and to leverage its full potential. Training should be ongoing and targeted at the phases of implementation. 

Sessions don’t have to be long, either. Thirty minutes is often plenty of time to provide a targeted skill or insight. Oftentimes, a company that makes software will provide training or a training guide that can guarantee all aspects of the software are being accounted for. 

In the early stages of implementation, training often takes the form of ensuring everyone has foundational skills for the software to help meet initial goals. Over time, training can evolve towards specialization that engages workers and further leverages the software’s potential.

Use external consultants.

Consultants can bring expertise and an objective perspective to the implementation process. Oftentimes, internal leaders learn the software at the same time as workers or are only slightly more experienced. External consultants or guides associated with the software company can help navigate challenges, streamline and target training and make sure that best practices are followed from the jump.

Managing Data Migration

New software is often brought in to improve or optimize the ability to manage and analyze data, but that doesn’t mean old data should be left behind. Data from legacy systems provides important information that can be used to measure performance, especially when compared with the new system. 

Data migration is the process of transferring data from legacy systems to the new platform in a way that ensures information can be accessible and that the new legacy system is able to be integrated into existing workflows. 

Data migration does come with some common challenges, such as the compatibility of data with different systems or ensuring transferred data doesn’t become corrupted. One of the biggest obstacles is determining what data should be brought over. 

Some companies will try to transfer everything, without considering how it will be used. This can create clutter and an amount of unnecessary information that keeps users from determining what’s actually important. Data migration should start by talking with the software company about what data can be accessed on the platform and how it can be transferred. Hiring an experienced consultant can also help teams better understand challenges and avoid common pitfalls during the migration.

Creating Successful Change

Much of successfully navigating the process of software implementation is similar to the process of introducing, managing and continuously improving any change. 

Understand and address resistance to change.

Software implementation commonly runs up against resistance or hesitancy from stakeholders, specifically those who might be using it in the field. People fear what they don’t know and that fear is multiplied with tech, which sometimes has the reputation of being something that will replace workers. 

One of the best ways to address these feelings and anxieties is through personal connection and open communication. In most cases, software is meant to help people do their work more effectively and to make their working lives better. Taking time to explain that and to understand concerns and questions through feedback sessions, polls or one-on-one conversations can help create a warmer reception to change.

Measure readiness for change.

Not every team or organization is the same, especially when it comes to openness and readiness for change. Understanding readiness often starts with assessing company or team culture, specifically in regards to trying new things and a shared definition of excellent work. Negative or individualistic cultures often need to be addressed or reset before a transformative implementation can take place. 

Technology should, especially during the initial implementation, complement and enhance existing processes and workflows. Understanding and ensuring effective systems are in place before implementation so software enhances efficiency, as opposed to introducing new work. 

Include the end-user in the process and welcome their feedback.

End-users might be field workers, speciality contractors or leadership such as project managers. Those are the people who will be using the system day-to-day, so they should be part of planning and managing the implementation process. 

Fostering open communication during planning leverages their expertise on how to best introduce a new tool or challenges it might run up against. After the initial implementation, leaving time for feedback sessions with end-users helps to assess how the product is being used, identify any issues and to guide continuous improvement.

Measuring Success and Leveraging Metrics

An effective implementation should have measurable criteria for success. This is often done through key performance indicators (KPIs), which are measurable variables that indicate how well an objective is being attained. For implementation, KPIs might include time spent on a project or specific milestones, budgets or efficiency of certain workflows. Often, these data points can be compared with past performance or industry standards. 

Success can also be measured through intangible benefits, such as team culture, worker morale or the ability to attract and retain talented employees. These intangible benefits can be assessed through polls, surveys, feedback sessions or hiring data. 

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Implementation: The Beginning of an Ongoing Process

The goal of initially implementing a software solution is to create a solid foundation that makes workers’ jobs and lives more manageable, improve project and business outcomes or address a specific problem. Once that foundation is established and the software is in place, companies can begin a longer-term process of continuous improvement. 

Over time, teams can introduce new functionalities that further enhance processes and that allow for the creation of an interconnected, integrated technology ecosystem made up of components that complement each other and unlock possibilities that would have previously been unimaginable.

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