In recent years, there has undoubtedly been a technological shift in the construction sector, with many prominent contractors digitizing their operations and moving to cloud-based versions of their software systems. However, according to industry studies and surveys, anywhere from half to two-thirds of contractors have yet to make the switch. Among the primary reasons are the initial costs of technology transfers, persistent worries about data security, end-user fear of change, and a general lack of knowledge of the substantial benefits cloud computing can provide.

Those worries have mostly been alleviated as cutting-edge technology suppliers have prioritized cloud security, creating safe operating environments that, in most cases, provide stronger protections than on-premise technology stacks. Construction software is also becoming increasingly integrated, combining numerous functionalities with a single set of real-time data. When implemented correctly, the benefits in productivity, profitability, risk mitigation, overhead cost savings, and deeper project understanding far outweigh the costs of these new technologies, and contractors who make the switch see their technology investments scaled for future changes and growth.

Most contractors who want to stay competitive know they must migrate to the cloud, but how do you ensure you do so in an optimal way for your organization? The solution is to have a solid plan.

Understand What You're Looking For

When deciding which software platform is best for your company, begin by investigating and comprehending the technological landscape. Many contractors are unaware of the capabilities and automation that current technologies may give. Alternatively, they may be unaware of the differences in software solutions offered by other manufacturers. This eBook, A Practical Guide to Selecting Construction Software, is an excellent resource for developing a technology strategy.

The following are four main takeaways from the guide:

• Look for software that is specifically intended for construction.
• Cloud-based and integrated software solutions are ideal for granting access to complete project teams, automating procedures, adapting to new features, and extending your company's technology for the future.
• To ensure the most buy-in from your end customers, the program should be simple to navigate and operate.
• Make sure you choose the correct software provider – one that demonstrates a dedication to technological research and development, continually reinvests in its products, and collaborates with clients to achieve success.

Sell The Advantages And Gather Team Feedback

One of the most common reasons for technology implementation failure is a failure by leaders to incorporate end users in the process. Most people dislike change, and when it is imposed on them with little to no notice, many people revolt.

Andrea Wright, who oversaw Viewpoint customer Sachse Construction's technology transition, now leads her own construction technology consultancy, CTP Solutions, LLC. She outlined the following procedures in a recent Viewpoint blog, 5 Keys to Successfully Launching Technology Change Initiatives:

1. As soon as you decide on a new technology, notify affected end users that their process(es) will be altered. There's no need to wait until you've figured everything out. Inform them of what you know and that additional information will be forthcoming. Most importantly, let them know when it will or may launch.
2. Explain the benefits of the new technology – for each job role affected, make sure to explain and demonstrate how it will make their job easier and more productive.
3. Set up product demonstrations. Allow end users to test it. Seeing software in action can sometimes not only answer questions and lessen fears, but it can also spark excitement! Furthermore, your end users may discover new capabilities and benefits that you were not previously aware of.
4. Allow people to poke holes in your plan. Some people are born with the capacity to simplify processes. You'll recognize them when they raise queries such as, "Do we really need to do it in that many steps?" Make the most of it. Use their doubt to strengthen and improve your plan.
5. Inform others about which portions of the process will remain unchanged (if any). You'll be surprised at how relaxing this may be for some folks.

Prepare For Implementation

It takes time and effort to implement new software, especially in a large firm. If you don't plan carefully, you'll have angry employees who don't understand why things are changing. Talking with the software vendor, creating a strategic plan with contingencies, and clearly discussing processes and timetables with team members ahead of time will make deployment much easier.

Consider the following as you prepare for a complete deployment:

• Possible system downtime while software is being deployed
• How the transition will impact existing and future projects
• How you plan to convey the process to staff
• What training should be provided before and during the rollout?
• What paperwork should you keep on hand for employees?

Beginning with the software in a pilot program or test environment, if possible, can go a long way toward guaranteeing better overall implementations. Choose a project to work on in the test environment that is large enough to offer you a complete picture of how the software will function in various areas. Then, educate and involve all project participants in the test environment and the goals you want to achieve, collecting feedback from users along the way. This allows you to detect issues, alter procedures, and determine where changes or customizations are required. This will make the whole rollout much more effective and promote adoption across the board.

Maintain Consistent Training And Education

Once the software is operational throughout your firm, it is critical to maintain ongoing training and education initiatives. This assists both new users and existing users who simply need a refresher on the software. It's also a good idea to have more training available to create redundancy among users in the event that someone leaves or becomes unavailable.

End users are not the only ones who need to be educated. Management, IT directors, and other executives should stay up to date on recent software changes, learn and share new capabilities, and do other things to guarantee their organization gets the most out of its software and maximizes technological investments.