Progressive Distributor - How to implement your new software

How to implement your new software

by Dani Kaplan

The article “Choose the right software for your company” (Progressive Distributor July/August ‘05) focused on the steps distributors should take before selecting software to run their business. Once you’ve signed a contract with your vendor of choice, the hard work of implementation begins.

Successful software implementation requires the following steps:
• Selecting someone to assume ownership of the software implementation.
• Defining what software modifications are required to “go live.”
• Assuring users’ comfort level.

Assuming ownership
Having a person who resists learning new technology will result in implementation delays that can cause business disruptions. Companies that lack strong team players frequently end up with delayed implementation, and users lose confidence in the new system.

One company that purchased a new computer system selected a weak computer manager to be in charge of the implementation. Happy with his 20-year-old computer system, the manager saw no reason to replace it with a new one. When he didn’t get his way, he resisted learning the new software, causing implementation delays. I advised the president of the company to appoint a different person to head the software implementation. The president agreed, saying, “I can see your point, but I can’t do what you suggest. The computer manager is related to me and following your advice will result in a family rift.”

Two other companies that bought the same software from the same vendor a year later appointed very strong computer managers to head the implementation team. The managers received training when the project began and set time tables for user training, including practice sessions. Both companies had successful implementations and went live while the first company still lagged behind.

What can other distributors learn from these experiences?

Here are the basic facts we discovered:
1) All three companies purchased the identical software from the same vendor and were trained by the same personnel.

2) Managers from the successful companies received training early, spent long days in the office ensuring the software implementation went according to plan and made sure users practiced immediately following each training session.

3) In the unsuccessful installation, the computer manager did not assume ownership of the implementation and dragged his feet when it was time for him to be trained. The company’s users followed his lead and lost interest in the new system. Instead of getting trained and practicing regularly, they ignored the computer project and did their daily work.

Defining required modifications
Last-minute changes and software modifications are primary reasons for delays and cost overruns in software implementation. Being creatures of habit, we all seek comfort levels. Users often request software modifications based on how their previous software operated, without evaluating what the new software offers.

Before making any modification, review the new system to see if it will meet your business requirements. Often, “must have” modifications prior to going live become secondary after users gain familiarity with the new system.

After establishing a software modifications list, separate them into “must be done” and “nice to have” lists. Finish the “must be done” modifications before going live and review the “nice to have” modifications after going live with the new system. This will help you finish the software implementation on time and on budget.

Assuring user comfort level
Before going live with the new system, evaluate user knowledge level and confidence with the new software. Just because the data conversion and the software modification results are satisfactory is no guarantee it’s the right time to go live. One month before going live, conduct a company-wide test where all users create common daily errors in a test environment. This test will indicate whether employees are ready to use the new system or if they need more training. If users need help fixing the mistakes they created, postpone going live. Keep the going live date tentative until you’re sure you’ve successfully completed your target objectives. Going live prematurely can create a domino effect of problems, starting with delayed and inaccurate shipments and ending with company-wide business disruptions.

Finally, evaluate user training, software modifications and data conversion at every stage of the implementation process. Establishing target dates to complete each task and evaluating the results will ensure a successful software implementation in a timely manner within the allocated budget. c

Dani Kaplan, president of SMC Data Systems Inc. (www.smcdata.com), works with corporate executives to improve purchasing, increase warehouse and distribution efficiencies and implement solutions that result in substantial savings and productivity improvements. Reach him at (212) 714-3536.