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For any business subscribing to a SaaS product, fast time to value is a critical component of the decision-making process. After spending countless hours finding the software that will fit your business’ needs, negotiating the cost, and finally signing all the paperwork, your solution shouldn’t sit on a shelf collecting dust.
Time to value is a key business metric for Procore. We want our clients to start realizing value from Procore as rapidly as possible. This is in marked contrast to competing vendors who see a 12- or even 18-month implementation as being perfectly acceptable. For Procore, that doesn’t make sense. A single user on a single project can start realizing value with Procore within hours of first using it because, really, nobody should have to wait.
Implementing Procore – Your Time to Define.
We take a phasic approach to implementation. You may be asking yourself, “why?” Because, the implementation phase is your best chance to mold Procore to your specific needs, to decide exactly what you want it to do. To give it your company’s personality and footprint. Will you be using the Procore tools to just build your building? Or will you also want to use Procore to archive your project so you can go back and look at HOW you ran the job? What fields do you want in the profiles? How many selects and characteristics to you want to use to define a project profile?
You are the tailor. Make Procore a perfect fit.
To make the implementation phase as deliberate as possible, it’s recommended you come up with a written implementation plan that you can follow. Need some help? We’ve got you covered.
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Click here to download the entire free “Procore Implementation with HITT Contracting” eBook
What follows is an implementation model offered for your reference. Every company has its own culture, its own way of doing things, its own “project execution personality.” What’s offered here is a road map based on the implementation experience of Procore user, HITT Contracting. A general contracting company based outside of Washington, D.C., HITT is currently ranked #64 on the ENR list with over $1.1 billion in construction volume each year. They are running over 825 concurrent projects in Procore encompassing 23 states with 5 offices nationwide.
Each section of the implementation plan is preceded by an overview in the words of Jim Landefeld, Senior Vice President of Operations Technology at HITT. An experienced and knowledgeable Procore user, these brief comments provide a friendly frame of reference from someone inside a major construction firm who successfully completed the implementation.
Project (Implementation) Mission and Goals
"The biggest reason software implementations fail is due to the lack of a written plan. Everyone in this industry is a planner and a builder. We all need a schedule, plans, and specs to do our job. Why is the implementation of software any different? Writing a project mission statement forces you to put the thought into what you want to get out of the software. Mission and goals should look beyond the initial implementation and into the future maintenance of the software." – Jim Landefeld, HITT Contracting
The establishment of an in-house implementation team to support the integration of Procore with your company’s systems is important, as is the assembly of a written plan for the implementation itself. The goal of the team will be to provide your employees collaborative training and access to Procore, and to provide an in-house “help desk” for fielding real time questions by your employees. This implementation goal will be accomplished through these steps:
1 System Setup
2 System Migration
4 Roll Out
The project mission and goals will have been successfully implemented when Procore has been integrated into your company’s systems in such a way that the software bears your company’s brand persona across all interface instances. At that time, the software’s collaborative, cloud-based project management solution will be available both internally to project teams and externally to clients, architects, and subcontractors.
Phase II of the Procore implementation may include continuing education sessions for your company’s user group and ongoing evaluation of usage statistics.
“After many years of implementing software, we have learned the importance of choosing the head of the implementation team… a strong leader familiar with all aspects of the construction process including the technology, information processing, and field construction processes is essential.”
Your implementation team may include plan managers with these respective responsibilities:
The executive sponsors will receive regular updates on project status and milestones through status reports and meetings.
Procore admins will define the implementation plan and schedule and drive the day-to-day activities of the implementation to ensure successful rollout. The main function of the Procore admins will be to broker the communication between your in-house team and Procore. Think of the Procore admin(s) as the Chief Communications Officer for the implementation.
The implementation specialists are your in-house Procore specialists, and will provide the benefit of past implementation experience. Implementation specialists also provide coordination for IT and Business Systems for setup and roll-out requirements.
Market Sector Representatives
(If and where appropriate).
If your company does business across distinct market sectors, it really is recommended that a rep from each market sector appear regularly at implementation team meetings to ensure uniformity of practices.
Departments of Coordination
Where assistance is required of the IT Department, the implementation project managers will coordinate such assistance as needed.