| The task of implementing a new construction | | | | clear calendar format with hard date ranges or |
| software package is no easy one. The be | | | | specific dates for each milestone. One of your |
| successful, you need to understand your business | | | | team members needs to be responsible for |
| objectives and how they relate to the new | | | | monitoring your progress along the timeline to |
| software. Only then will you be able to develop | | | | ensure that the schedule is maintained or that it is |
| a plan to match the software with your business | | | | updated to reflect changes. |
| and meet those goals. | | | | As you create and complete your timeline items, |
| This article goes in to some details about several | | | | it will be important to ask questions. Communicate |
| key factors that companies need to keep in mind | | | | with your vendor and conversion team by asking: |
| when they're trying to successfully implement a | | | | Are we on track? Are there things to add to the |
| new software package. These things should all | | | | timeline? What potential pitfalls or delays can we |
| be discussed and thought through before any | | | | anticipate and avoid? |
| implementation begins. Not only will they raise | | | | Tip: Don’t forget to add your “Go |
| some key questions, but they will also help in | | | | Live” date to your timeline. |
| developing the best plan for each organization. | | | | Data Conversion |
| Assemble Your Team | | | | You have two options for converting your data |
| Your conversion team should resemble a pyramid | | | | from your old software to the new system: |
| of sorts. With a team leader at the top, followed | | | | manual and electronic. Ultimately, your choice will |
| by layers of support personnel with various levels | | | | depend on what services your vendor offers and |
| of involvement, you will create a strong | | | | how much of the old data you want to transfer |
| foundation for positive results. | | | | over. |
| Conversion Lead: The in-house leader of the | | | | Converting Data Manually: There is nothing fancy |
| conversion team will be the primary contact | | | | about manual data conversion and it is exactly |
| between your organization and the software | | | | what it sounds like - the data is entered in to the |
| vendor. This is typically the person with the | | | | new system manually by employees. This is |
| most expertise in the area and could be the CEO, | | | | often a good choice for companies that only plan |
| CFO, or even the controller. Their main | | | | to move a small amount of data. |
| responsibility is to oversee the entire | | | | Electronic Data Conversion: Electronic data |
| implementation process and make sure that things | | | | conversion involves the use of technology to bring |
| stay on schedule. | | | | your existing data into the new software. This |
| Level Two - Management: Below the project | | | | option is ideal in many cases and for a multitude |
| leader in the structure of the team will be | | | | of reasons. Less labor-intensive than the manual |
| managers from every department of yoru | | | | method, the electronic route benefits smaller |
| company that will be affected by the new | | | | conversion teams or more aggressive timelines. |
| software. Their main responsibilities will be | | | | If your vendor offers electronic conversion tools, |
| ensuring that the new software performs every | | | | you should strongly consider using them. They |
| operation that their department needs it to with | | | | will be able to provide you with guidance for |
| no problems. | | | | retrieving data from your old system as well as |
| Data Entry Staff: At the base of your pyramid | | | | giving you a list of acceptable formats for |
| is your data entry staff. During your conversion, | | | | converting the data. |
| it’s important to include staff that will use the | | | | Cleaning Data: The old saying of "garbage in, |
| software on a daily basis. Discuss current | | | | garbage out" certainly applies here. If the data in |
| processing procedures and identify ways that the | | | | your old system is inaccurate, full of errors, etc., |
| new software can improve or streamline | | | | then you will want to clean it up before |
| workflow. | | | | transferring it to the new system. Set aside |
| Others: In addition to the core groups, you need | | | | some time to go through your old data, |
| to be sure that other personnel from other levels | | | | standardize it, delete duplicates, test its validity, |
| of the organization are included. The key is to | | | | and make any necessary formatting adjustments |
| make sure that all departments or individuals that | | | | before transferring it. |
| will be impacted by the new software have a | | | | Testing: Testing your converted data is just as |
| voice in the new software implementation | | | | crucial as data cleanup. Manually or electronically |
| process. | | | | entering data into a test database on your new |
| You may also consider asking your accountant (if | | | | system gives you the chance to evaluate critical |
| you use an outside service) to be a part of the | | | | processes and review vital reports for accuracy. |
| team as a consultant since they will also be | | | | In some sense, you can think of testing after the |
| affected by the change. | | | | conversion as a dry run for the real thin. Verify |
| Get Software Vendor Assistance | | | | its integrity, run some test queries, and compare |
| The most knowledgeable source for conversion | | | | reports with reports generated by the old |
| assistance is your software vendor. With | | | | software for accuracy. |
| hundreds or thousands of implementations under | | | | Companies that are extremely large and have a |
| their belt, your vendor can provide invaluable | | | | lot of data to convert should consider hiring |
| guidance every step of the way. | | | | temporary help during the data transition period. |
| Most vendors have conversion or implementation | | | | This will speed the process up without the need |
| managers who should be used. Additionally, if | | | | to take other individuals away from their normal |
| they offer conversion checklists or anything | | | | duties. |
| similar, make sure that you use them. | | | | Training |
| Keep in mind that some vendors will charge a fee | | | | Once your software is installed and your data |
| for these additional services. In most cases, the | | | | converted, training is the next phase in your |
| costs are well worth it. You will have to pay an | | | | implementation. Do not cut corners on training. |
| up front fee for the services, but the software | | | | Adequate instruction on the functionality and |
| will be up and running quicker and you'll be able to | | | | features of your new software will lay the |
| start reaping the cost saving benefits of the new | | | | foundation for continuous improvement in your |
| software sooner. | | | | workflow processes. |
| Tip: Get your vendor’s recommendation on | | | | Conducting on-site training is the most |
| where to order new checks and forms for your | | | | advatageous because it allows users to get |
| software. | | | | comfortable with the software in the environment |
| Develop an Implementation Timeline | | | | that they'll be using it in as well as work with real |
| With the assistance of representatives from your | | | | data. Begin with the basic modules and move on |
| vendor, develop a detailed timeline for the | | | | from there. |
| implementation. Begin with a list of all that needs | | | | Follow up training sessions are also recommended |
| to be done and get input from all members of | | | | but can be done using online or phone training |
| your team and the vendor. The more thorough | | | | sessions. Ongoing training/refreshers should also |
| your list, the better equipped for success you will | | | | be mandatory for all employees at regular |
| be as it will eliminate the risk of things popping up | | | | intervals. |
| that weren't planned for. | | | | A Continued Partnership with Your Vendor |
| Once the list/brainstorming is complete, you might | | | | Long after your go-live date has passed, your |
| want to categorize each task the get organized. | | | | relationship with your vendor will continue. Nurture |
| Things can be categorized as "pre-install," "testing" | | | | that relationship whenever possible. Communicate |
| and so on. If you're going to need to upgrade | | | | enhancement requests to the development team. |
| your hardware during the implementation, | | | | Offer to be a reference for prospective clients. |
| remember to account for that as well. | | | | And if regional or national user conferences are |
| Conversion is an excellent time to evaluate your | | | | planned, attend them if you can. |
| current chart of accounts and cost codes, and to | | | | The environment of construction accounting is |
| make changes if needed. Adding these items to | | | | complex. Building a long-term relationship with |
| your timeline will prompt you to review and revise | | | | your vendor is one of the best ways to ensure |
| before it’s too late. | | | | ongoing success for your company. |
| The timeline that you develop needs to be in a | | | | |