Many colleges consider implementation of a new software program as the ultimate answer to their enrollment challenges. While a new software program can add significant benefits and provide strategic advantages, it is not the answer by itself. And as wonderful as it is to think a particular software will be the ‘magic bullet’ answer, often you become the target of the bullet.

At a recent conference, we heard many stories of organizations who had just invested significant financial resources and were seeing little or no results while experiencing extreme frustration. Is it the software? Not necessarily. Studies indicate an estimated two-thirds of software launch initiatives are behind schedule, over budget or they simply don't succeed. The bad news…there are many ways a software initiative can fail. The good news…you can greatly increase the likelihood of success with the appropriate planning.

Before you purchase any software program, there are issues you should consider. This series of articles will provide an outline for a successful launch of software systems. If you have recently purchased software and are experiencing some difficulties, these same principles can help you get refocused and aligned.

Who Owns the Process? Teamwork is Key. “Software is the responsibility of IT-- right?” Well, yes and no. Your technology department is critically important in a successful software launch. They will need to be intimately involved in the software selection process and responsible for database design, integration and other technological issues. However, many times the technology department does not know your processes. “So, you put operations people in charge, correct?” Not necessarily. While the operations staff is in the best position to define and refine work processes, they will not be familiar with technology issues that will ultimately impact the project. The success of implementing a new software program will depend on a cross-functional team of both IT and operational staff. In fact, the degree of success will depend on the ability of these two groups to communicate and cooperatively resolve issues!

This can be a tedious process. Most operations personnel take for granted each task they perform everyday. They understand how to accomplish their job duties, but don’t really think about each individual step, the relationships between tasks and departments. Documenting your business logic provides several advantages. This will allow you to design and/or implement a system that fits your needs. This step alone will save you considerable time and expense. Other benefits include improving efficiencies, establishing consistent procedures and developing manuals for training.

If you are purchasing an integrated system, be sure to map out the entire process from marketing through alumni and fundraising. If you are considering specific departmental software only, document the tasks and flow for that functional area as well as information and processes that need to integrate with other departments.

Identify Opportunities for Improvement. Every institution has things that work extremely well as well as areas where they could improve. For instance, you may identify a need to gather more, different or increase the validity of your data for better decision-making and reporting. Once you have your business logic documented, use this as an opportunity to gain efficiencies by eliminating redundancies. Implementing new software is an excellent time to review some of the ‘untouchable’ ways of doing things that might otherwise continue for years to come.

Strategy Alignment. Be sure to review your institution’s strategic initiatives as you consider software. Do you have long-term goals of developing student portals, automating student communications or implementing online registration? Are you planning to implement online programs or open additional locations? All these strategies need to be included in your consideration of any new software to ensure scalability and flexibility to achieve institutional goals. Software should be considered as much for what it can do for you immediately and long-term benefits.

Build an ‘Ideal World’. Think out of the box in ‘perfect world’ scenarios. At this point, it does not cost to dream! Implementing software causes significant change. As long as you are in the process, plan for the long-term. Once you have your list, prioritize the items. You may not get everything on your list, but you should make gains, otherwise it’s not worth your investment.

Clearly Define the Requirements. Based on what you’ve done so far, you are now in a position to clearly define exactly how and what you expect your software to do. Be very clear on this! Get agreement and buy-in from all parties. Vague, unidentified requirements and/or performance assumptions are the primary cause of time and financial over runs on software implementation projects. This is a part of the process where outside assistance begins to have significant advantages. You get ‘group think’ and everyone feels confident that you’ve covered all the bases. An objective, outside perspective may uncover significant issues that, once documented, can save your organization thousands (or hundreds of thousands) of dollars.

Next issue…Part 2 of this article discusses how to review your options and narrow your software search!