Focus on the other, not the best

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Business strategist Jay Baer recommends focusing your efforts on PM software solutions that are completely different from anything you're using now - ones that offer capabilities and insights that aren't available in your current PM tools.

“If you’re going to replace an existing software tool,” he says , “the new tool needs to be significantly better than the old one and/or significantly cheaper. Otherwise, the staff time, hassle, loss of momentum, and other ‘switching costs’ make it unlikely that the change is worth it. And frankly, most software isn’t much better. It’s a little better.”

4. Make adoption mandatory
Once a decision is made and the solution is up and running, don't allow flexibility in the decision. They don't have to like it (and some definitely won't at first), but they have to use it. The only way to know if your new PM software can deliver what it promises is to go all in.

After evaluating the experiences of hundreds of physician database Workfront customers, a compelling trend emerged : If a company surpasses 75% solution adoption, they achieve their business goals 95% of the time. You couldn't say the same if the adoption rate was 50% or less.

5. Stop Backing Up - When the Time Comes
In cases where you are replacing an old PM tool or system with a new one, expect a short period of duplication. Don't cancel the old system for a month or two, as you may need to pay for both at the same time. This isn't as painful as it sounds if you plan to cover these additional costs from the start.

Baer recommends a minimum of 60 days. "You can't 'cut the cord,'" he says, "until you have at least two, and optimally all three, of the most important features fully up and running in your organization. Only then can it be safe to switch off the previous tool."

But make sure you sunset that old project management tool. Don't give your employees the impression that they can simply revert to their previous processes once the new system breaks down. If they think there's still a chance to avoid having to change, they may not be fully on board with the transition.

6. Have an inner evangelist
With any significant project management software implementation, you will have many vendors and consultants ready to serve your needs. But for the average employee using a new solution, they will weigh their colleague's opinion over the vendor's promises every time.

Find one or more internal employees who seem to immediately grasp the vision of the new system. Involve these people in the process and empower them to help spread the tool, helping with promotion and training as needed. You may even want to try fully implementing the solution in one small department first so they can go through the learning curve in a more controlled environment. That way, you’ll have real data and internal experts to rely on as you roll out the system more widely.

7. Documenting training
Given current employee turnover, you can’t predict how long the team you’re training with your new PM solution will last. A new study from LinkedIn found that Millennials change jobs nearly twice as often as Gen Xers did at the same stage in their careers.

You can use knowledge management software to make all knowledge easily accessible.
Yes, it's true that some leading PM solutions will assign you a consultant who will be your constant point of contact, but new hires often reach out to those around them first. And you can save those internal evangelists and champions a ton of time by answering questions with these tips from Jay Baer:

"Every time your champion trains a team member on how to use a new software feature, record the audio and screen video and archive it for future reference. The next time you have a new team member, he or she can easily review the recorded videos to quickly learn the basic instructions for using the software."