Selecting & Implementing a New System at Your Organization, Part 3 – It’s finally time to implement and adopt!

By Paige Ricci March 13, 2025

In part 1 we determined the governance structure that would ensure the right team was designated to help with the selection process. We covered requirements gathering, vetting, and selection in part 2. Now, we’ve reached the final phase, where we’ll walk through the key steps of the implementation and adoption process:

1. Review governance
2. Develop a project plan
3. Testing
4. Training and adoption

It’s important during this phase to not make assumptions and remember that getting to the go-live “finish line” is not actually meant to be the end of the road. If this makes you worried, don’t be! We’ll dig deeper in key tips and best practices to help set you on a successful path.

Revisiting and finalizing your formal governance structure

Now that you’ve selected a vendor, take a moment to go back and revisit your governance structure. It is important to ensure that all committees and identified individuals are the correct people with the right knowledge and skillsets. This may include formalizing a steering committee, confirming your executive team and executive sponsor, and getting your working groups organized. The governance structure should also identify who on the team can make which decisions. Clear ownership of decision making is crucial: remember, this isn’t just a change to a new system, it’s a change to how your organization will operate.

Establish a project plan that works for your team

With an established governance structure, the project team needs to document current state processes to start redesigning the future state processes within the new system. This involves getting input from various teams and functions across your organization. This process will provide clear direction on your project plan–what you want and need to accomplish by implementing this new system. A good project plan includes:

1. Project approach
2. Timeline with all phases and steps
3. Governance meeting schedule and ownership of those meetings
4. Communication plan
5. Approval / Sign-Off date(s)
6. Risk management and mitigation

If you are working with a third-party advisor, lean on them to help set a project plan. They can help keep milestones on track, ensure tasks are completed on time, and support in identifying and mitigating risks.

Testing systems when implementing a new system

One way to decrease pitfalls during implementation is to thoroughly test your system as you go. Work with your chosen vendor to confirm your requirements, ensuring that the understanding and scope determined during the sales process are in line with the expected build.

While a vendor will provide standard scenarios to test in the system, make sure you test the unusual scenarios that are unique to your organization. Remember, this system is meant to work for you, not the other way around. Don’t skip over or rush testing; be diligent about correcting issues that come up along the way.

After testing comes training and adoption

Your staff are using this new system every day, so don’t skimp on training. There are many ways to approach a training plan, and it can be helpful to rely on a third-party advisor to manage the schedule and sessions. Training is another time where you can make your organizational culture part of the process–engaging your end users and keeping people ‘bought in.’ If an employee feels left out or like the system is set up to make their job harder, they will be resistant to the change.

Adoption is not like flipping a switch—it’s a process that takes careful coordination and communication on an ongoing basis.

Takeaways and best practices for selecting and implementing a new system

A full system selection and implementation project is complex, but it is also an incredibly rewarding and impactful process for an organization to go through. When implementing a new system, be mindful of the common risks and pain points:

• An unclear decision-making tree
• Insufficient time and resources from your team
• Not completing a readiness assessment before implementation
• Incomplete or misaligned scope

Beyond the focus on system enhancements, an organization can learn a lot about itself and uncover other areas of potential improvement related to governance, process, technology, and strategy. Once your project has been completed, measure the success of your implementation by reviewing the project quantitatively and qualitatively against budget, timeline, and your team’s experience.

From here, success is about ongoing monitoring, maintenance, training, and communication. Maximize the value of this process by collaborating with a third-party advisor who will monitor and document everything along the way. Remember to celebrate and thank all the members of your project team who helped along the way!

If you’d like to discuss a system selection and implementation with a third-party advisor, don’t hesitate to contact Ilona Davis, Paige Ricci, or Lauren Hale on the BNN Business & Technology Advisory team.

BNN’s Business & Technology Advisory practice offers a suite of system selection and implementation services and can assist organizations of all sizes and across industries achieve operational, technological, and governance success. Get in touch with a member of our team to discuss what service or customized package could help you achieve your goals.