We have already seen in our previous article that the construction industry is highly dynamic with shifting priorities, as it enters into an era of unprecedented need for space and comfort for all. Uncertainties surrounding technological advancement and the looming global economic volatilities have pushed construction space to be more proactive about managing all facets of projects. In this article, we will discuss how best to convince your project management team to adopt a good construction project management software suite.
Choose the right project management tool based on your company’s needs:
Obviously, identifying the right project management software is the first logical step towards adopting any tool. By the right tool, it should understand your company’s needs as well as meet your team’s pressing need for an evolving technological tool. Ensure the selected tool should identify your current workflow and fit into the existing process. Any company will take time to adjust to the new tool; this adjustment time is the time taken by the users in figuring out how to use it and how their current workflows will be adjusted. It is important to be upfront about the expected adjustment time and the time cost that usually accompanies such adjustments.
Senior management should lead the way:
Any change management process should trickle from the top to the bottom. From the senior management team to the project management team and field supervisors, change and adoption must come internally and percolate across the organizational structure. Furthermore, though differences between inter-departments need to be ironed out, they must be captured and addressed at large. By being clear and transparent, you are likely to see buy-in faster than expected.
Adequate training for project site and office users:
The first step in training towards adopting any tool is requesting users to creating roles and mapping approval levels for users before using it. It is important to rope in selected staff for training early on without their jumping in at the last minute. Moreover proper documentation, collecting training experience reports, validating performances and using testimonials encourage new hires and trainees. All tools have their purposes, but it is up to the project execution team to fine tune them to suit project requirements by clearly defining goals and responsibilities. Also, training in small, focused groups can actually turn things interactive and super-functional.
Be open to feedback:
This is very important as most employees, especially from remote sites will be repulsive to the use of any project management tool at first. There should be space for collecting feedback in the form of surveys, polls or exclusive feedback sessions to address underlying issues while using the new tool. Acknowledge to the team that only the best tool in the market has been considered to promote complete adoption. If you feel any shortcoming is important to your project workflow, then ensure you create another system to complete the workflow.
Are you facing bottle-necks in adopting construction project management software for your organization? Simply register a demo with Tactive to enable adoption seamlessly and effectively collaborative.