“Rollout.” 

The term implies simplicity. 

Yet, just its mention makes construction administration teams quake in their collective boots. 

That’s because implementing new systems into a company with established workflows feels like a long, arduous process full of hurdles and learning curves. No one wants to “roll out” anything that’s going to make their life harder. 

But it doesn’t have to be that way. If you know how to implement a new CA system, you can avoid the pitfalls and breakdowns many companies experience. This guide will explain how to implement new software of any kind, as well as highlight the story of VCBO Architecture’s strategic company-wide rollout and transition to Part3’s CA system.  

The challenges of implementing new systems

Generally speaking, implementing a new system to replace an existing one comes with the same struggles, regardless of the company and systems in question. Recognizing the challenges you might face is the first step toward successful implementation. 

Resistance to change

It’s human nature to avoid change—in fact, it’s a survival mechanism, as the brain sees it as a threat and activates our fight or flight mode. When you’re talking about big changes such as a new system in the office, where people’s livelihoods depend on these systems, it makes sense that there may be a bit of pushback. The system the team already knows feels safe, even if it’s not all that effective, while the new system leaves them feeling vulnerable and resistant. 

Low buy-In support

Along with resistance to change, low buy-in is one of the most difficult challenges to overcome when trying to implement a new system. You need the leaders at the top to understand the system’s importance and capabilities, and how it will benefit the company in the long run. If these folks don’t buy into the program’s potential, you’re in for a bumpy implementation period.  

Insufficient training

It can be hard to charge headlong into a new program if you’re feeling insufficiently trained. Worse yet is to charge headlong into a new program not knowing you’re insufficiently trained. Even worse is charging headlong into a new program, being insufficiently trained, and not having a point of contact to turn to for help. 

Unfortunately, this can be the reality for software customers. And, it creates the majority of the learning curves and lost productivity we’ve come to associate with implementation. Finding a system with a team that supports you throughout implementation is key.

Underestimating rollout time

Did your business start and succeed overnight? Then why would you expect to take the keys to a new system and get started right away? Administrators often underestimate how long it takes to get a new program fully up and running. It does take time, though having a plan can drastically shorten the timeline.  

Ineffective functions

Sales pitches can make any program sound like the solution you’ve been waiting for. But once you start to actually use that system, you might find it falls short. Functions that don’t support your company’s mission are frustrating and wasteful, especially if you can’t adapt or customize the program to fit your needs. 

How to implement a new construction admin system

If we know the challenges we’ll face, we can engineer a plan for successful implementation. The following steps will explain how to implement a new construction administration system successfully. 

1. Get leadership on board

The first step in getting started is getting the ever-so-valuable buy-in from the firm leadership. The plan should be to identify the clear challenges your company faces, the existing system’s shortcomings, and how the new system will solve them. It’s critical to prove the value that the new system will offer, whether in saving money, boosting productivity, or increasing profits.

If you have a few “difficult personalities” to deal with, approach them last. The more buy-in they notice around them, the more likely they’ll be to accept the changes and believe in the value. 

VCBO Architect's Principal, Phillip Haderlie, found the best way to prove the system’s value was to run a pilot program. He ran the program for a year and then used the data to prove it worked and get the buy-in he needed. 

2. Find your champions

Think hard about your current team members, as you’ll need to choose a few to be the champions of the new program. These folks will immerse themselves in the training program, emails, meetings, and phone calls with the new system vendor, learning the ins and outs and recognizing the benefits. 

You’ll want sharp, exciting, and dynamic folks for these roles. They should believe in the value of the program from the beginning and become experts in how it works. It’s helpful to think of them as your “Super Users,” as they not only make the program work for their needs, but leverage it in new and creative ways to improve the office’s workflows.

Phillip referred to his champions as “cheerleaders.” He assembled teams of motivated project managers and administrative assistants to work together on becoming his super users. The project managers would use the program, while the assistants would handle the data entry. They were able to find opportunities to customize the system’s functions to the company’s needs and became an in-house support team. 

"You’re not going to learn it unless you start using it."
- Phil Haderlie, Principal at VCBO

3. Build excitement

With the administrators buying into the program’s value and your champions spearheading its use, build excitement with the rest of your firm. Hold a lunch and learn, a company-wide presentation, or use another platform to hype up the system for the folks who will use it. 

One thing to remember is “What’s in it for me?” Most of your employees probably care very little about how the program will benefit the company, even if they’re loyal employees. But, you’ll be able to build excitement by explaining what they’ll get out of its implementation. Will it save them time or allow them to balance their projects better? Create the hype by focusing on how it will benefit your employees, not your company.

The team at Part3 felt Phillip nailed this aspect of implementation. He was able to identify a pain point that everyone felt and enthusiastically built on this point to create buzz. He showed his team how Part3 would make their life easier as well as show them how efficient the new CA system would be. Rather than dreading implementation, Phillip’s build-up left his teams looking for a chance to get behind the wheel. 

4. Soft rollout

Start with a soft rollout. Choose one or two teams that will be starting a new project in a few weeks and start showing them the system. Gather the team, meet for an hour, and show them the basics of the system. Then, next week, show them how some of the functions work and how to use them. Hold another meeting the following week for more training and questions, and then let them implement the program as their next project begins. 

This slow rollout isn’t just for your teams, it’s also for you. Take note of any challenges they face, issues they identify, and where the system best supports the mission. Record trainings and review them. Shore up the weaknesses in your training and highlight the strengths when you start training your next teams, starting a few weeks before their next projects. 

VCBO divided the training into categories focused on different aspects of the Part3 solution. They trained the document management side of Part3 first, then the financial side second, and then a third training category for field reporting. 

5. Gauge success

Gauge your rollout success by surveying users. Create a survey that asks specific, pointed questions about aspects of the system and the user’s ability to perform certain tasks. Provide a sliding scale or 0-10 rating. These surveys will help identify the areas where your training is lacking, where the system isn’t helping, and where you’ve had the most success with rollout. 

It’s important to use this survey throughout the training cycle. Collect survey data when the team starts using the system, in the middle of their project, and after they’ve finished the project and feel confident with the new system. This helps develop a baseline and may even point things out that you haven’t considered. 

6. Launch and monitor

When it’s time to roll out the system firm-wide, ensure your team has access to ample support resources. The launch is only the beginning of a long-term effort to optimize usage and achieve success. 

This is also the time to bring third parties on board, such as contractors, project owners, and other stakeholders. In many cases, you’ll need to onboard these folks into the system with similar training you’ve provided to your employees. 

Be sure to provide ongoing support, encourage the team to use the system’s features, and reach out to the provider for additional training. Also, track system usage to identify where additional training may be necessary, or where the system may be underutilized. Analytics tools provided by the system vendor can help measure progress. 

7. Encourage continuous improvement

The implementation of a new system doesn’t end at launch. Foster a culture of continuous improvement to get the most out of your investment. Check in with your team regularly to identify challenges, new uses, and feature requests. Also, stay in touch with the vendor to discuss new features or updates and improvements to the system’s capabilities. 

The power of planning & vendor support

Implementing a new CA system is a significant undertaking, but success hinges on two critical factors: 

1. Having a well-structured plan.

2. Partnering with a supportive, collaborative software vendor.

A strong plan keeps the rollout on track, from leadership buy-in to continuous improvement, while addressing challenges like training, adoption, and functionality.

Even the best plans can falter without the support of the system provider. At Part3, we don’t just offer construction administration solutions, we become partners in your success. As VCBO Architecture realized, Part3’s dedicated training resources, phased rollout support, and ongoing guidance ensured a seamless transition and empowered their team to thrive.

By combining thoughtful planning with vendor expertise, firms can turn what might feel like an uphill battle into an opportunity for growth, efficiency, and collaboration. When everyone—from leadership to end-users—is aligned and supported, the implementation of a new CA system transforms from a challenge into a success story.

Ready to start? Get started with Part3 today and take the first step toward transforming your construction administration processes.