CRYSTALIZING YOUR CASE FOR CHANGE 5 Steps for Championing Construction Technology
Be it reluctance to change, lack of executive buy-in, or a comfort with the status quo, onboarding new construction project management software has its fair share of obstacles. Just as better construction project outcomes start with better project planning, smoother software buying processes start with a strong business case.
Organizations that adopt construction management software increased operational efficiency by 12%.1
S T E P 1 : Audit Your Current State
Assess current workflows, identify pain points, and compare them to your competitors
Noteworthy pain points:
- Mistrust in accuracy of information
- Side schedules are common
- Retiring senior contributors
- Difficulty tracking project status
- Avoidable risks slow you down
Document key business drivers and how they align to the business’s strategic vision
- Be critically realistic with your assessment
Understand what matters most to your CFO, COO, CEO, and other key leaders before you present your case.
Look to others in your organizations who have tackled large IT or change management projects for guidance.
S T E P 2 : Communicate Your Vision
Set your destination
- Consider the market
- Establish major milestones
- Define your success metrics
Engage stakeholders and address their needs and concerns
- Address potential concerns up front
- Doing nothing is not an option
S T E P 3 : Build Investment Buy-In
Conduct a cost-benefit analysis to explore financial and operational impact.
Quantify productivity improvements and other benefits.
- Can you expect benefits like accuracy or buy-in?
- How many users do you need?
- How can you save on licensing costs?
- How many point solutions can you eliminate? - Account for both your CAPEX and OPEX
Ensure early on that you have the right internal and external resources to fully support the project.
Be sure you capture the loss of productivity during the implementation and training period when crafting your ROI. Transparency is crucial to success.
S T E P 4 : Secure the Investment
Demonstrate ROI through metrics and financial analysis
Prove the value of the proposed change
Metrics that matter:
- Essential benefit assumptions/quantifications - Productivity benefits - Cost avoidance benefits
- “Real-life” typical savings unique to your business model
- Timing assumptions for benefits
- Calculate net cash flow and financial metrics
S T E P 5 : Formalize Your Transition State
Emphasize the temporary nature of interim processes
- Stay ahead of potential obstacles
- Consider a pilot program to demonstrate impact
A formal summary of your transition state ought to include:
- Executive summary
- Problem statement
- Solution options
- Project descriptions
- Cost-benefit analysis
- ROI statement
- Next steps, including a high-level implementation plan
Collaborate with finance and accounting early and often. Their input and support are vital.
Capital construction companies are long overdue for a change. That reality’s no secret. As more and more capital construction opportunities arise, organizations willing to embrace change will be the ones outpacing the labor shortages, supply chain challenges, and global transitions that oppose them.
Your future is out there. It just starts with a step.
A B O U T I N E I G H T
InEight provides field-tested project management software for the owners, contractors, engineers and architects who are building the world around us. Over 300,000 users and more than 750 customers worldwide rely on InEight for real-time insights that help manage risk and keep projects on schedule and under budget across the entire life cycle. From pre-planning to design, from estimating to scheduling, and from field execution to turnover, InEight has powered more than $400 billion in projects globally across infrastructure, public sector, energy and power, oil, gas and chemical, mining, and commercial.