10 Tips for Nonprofit Database Software Implementation Success

First impressions are memorable. They set the tone for the future and can dictate either a positive or a negative experience. Sustained success with new nonprofit database software is often based on the first impression made during implementation. Every step you take during software implementation contributes to the long-term relationship your organization will have with software. Make a lasting first impression with these ten implementation tips.

1. Secure executive endorsement

An endorsement of the implementation process by an executive level staff member is straightforward, but is underutilized (in my experience). The most successful software implementation projects have an Executive Director or other senior level staff member that is willing to endorse the implementation process and also communicate their endorsement to the entire organization.

Depending on the culture of your organization, an endorsement can be as simple as an organization-wide email or as formal as an announcement during an all-staff meeting.

An endorsement puts top-down pressure on the implementation process (we will talk about bottom-up pressure in an upcoming tip).

An organizational leader can also reinforce their endorsement by actively participating in the implementation process.

2. Assign roles

Your organization has internal roles already. Everyone has a role, a title, and a responsibility. These roles and responsibilities keep your organization running smoothly. The implementation project for new nonprofit software is no different.

The team members participating in the implementation project must have clearly defined roles and responsibilities. This usually includes a project leader, a secondary project leader, and functional roles beneath the project leaders. The implementation project must have organizational structure so that decisions are clear and coordination is crisp.

Implementation project roles may not align with standard organizational roles, and that’s okay. I’ve experienced successful projects where a development director led the project as well as when a development associate led the project.

Assigning roles clarifies responsibilities, sets expectations, and structures communication pathways.

3. Build trust, create buy-in

In order for staff to follow the implementation project leader, they must trust that leader. Trust is developed in many ways. A leader can build trust by being on time, working hard, showing respect, being prepared, being helpful, or listening to all stakeholders in the project. Regardless of the form, the organization must build trust in the project leader and the project leader must build trust in the organization.

In addition, all implementation project team members must buy-in to the process. Create buy-in with urgency. Urgency answers the question, “why does this matter to me?” The project leader must develop urgency where the benefits of change (i.e. implementing a new software versus remaining in the status quo) significantly outweigh the challenges of the implementation process.

Buy-in can be difficult to produce because the answer to the question, “why does this matter to me,” will vary from person to person. The burden of the project leader is to clearly define and then communicate the value of the change to each person in the organization.

The executive endorsement provides top-down pressure in the organization. Building trust and buy-in organization-wide creates bottom-up pressure. With both top-down and bottom-up pressure, your organization has the momentum needed for a successful implementation process.

4. Define success

What do you hope to achieve with your new nonprofit database software? What does a successful implementation project look like?

Defining success, setting goals, and articulating a vision upfront sets the tone for the project. Defining success is important because it allows you and your staff to measure progress toward your final destination. It also benchmarks progress in real-time.

If your organization has a definition of success, you can affect performance in real-time. If you aren’t achieving your definition of success, you can adjust. If you are achieving your definition of success, you can promote the actions causing the success.

Implementation progress promotes greater buy-in from the project team. Positive progress is achievement, and achievement is encouraging. You will produce more buy-in from the team as you successfully complete components of the implementation project.

5. Measure progress

Measure progress toward your definition of success.

Find the key metrics and drivers that contribute to a successful implementation project. These may include time, percent scope completion, staff knowledge benchmarks, or cost among others. Your metrics and measurement process will depend on how your project is set up and how you’ve defined success.

6. Communicate consistently

With success defined and progress measurement on going, it is important to consistently communicate that progress. Consistent communication is the best way for the team to feel engaged.

The ability to communicate and be heard is one of the biggest stress relievers for members of an implementation project team. This is why communication must be open and consistent.

Encourage frequent communication with pre-scheduled weekly meetings with the project team. Weekly meetings set tone and give everyone involved a chance to contribute. Anxiety levels are also reduced because everyone knows that every week at “X” time on “Y” day of the week the entire project team will collaborate, measure progress, and discuss challenges.

Consistent communication releases anxiety, reduces stress, and minimizes the opportunity for individuals or groups to isolate themselves from the rest of the team.

7. Accept flexibility

“Align the software with your organization, and align your organization with the software.”

First, align the software with your organization’s unique processes, procedures, and requirements. Your organization’s systems are familiar and it will be easiest for your organization to adopt change when it resembles what you know.

Second, be flexible. Most software platforms aren’t a blank canvas, or if they are, it may be cost prohibitive to match that blank canvas to the exact methods and procedures you use now. As a result, you may need to flex and alter your internal processes to the software’s specifications. In my experience, software is never a perfect fit. It can be a good fit, but a good fit will require your organization to be flexible.

8. Develop knowledge

“A calculator is only valuable if the user knows math,” and nonprofit software is no different.

Users need to build capacity in new nonprofit database software to be effective with the software. An adequate training program that is well thought out and matches the learning styles of your staff is critical.

Training is an easy place to cut if you are looking to save time and money on the implementation project. In my opinion, this is the last place you should cut. Always err on the side of having more training not less. Training is one of the key contributors to bottom-up organizational buy-in. It is an opportunity for staff members that are tentative toward change to learn, ask questions, get answers to questions, and engage in the implementation process.

9. Design first, then build, then go-live

New software implementation should follow a very specific set of steps. Too often, organizations purchase software, convert their data, and then go-live with the software. They start using it with minimal training in a “hit the ground running” format. This process generally ends in over-built, incomprehensible software, that is underutilized by staff or is out-right rejected by staff.

I recommend planning and designing what the software will look like after it is implemented, and then build the software to meet those specifications. This doesn’t mean you can’t use a phased approach that builds functionality continuously over time, but it does imply that you should develop an intentional strategy for software implementation.

10. Celebrate success

You’ve asked the organization to accept large change and buy into a process that has reached the finish line. The process had its share of challenges, headaches and road bumps, but everyone collaborated, worked together, and got through. After expecting so much of the organization and upon reaching the finish line, it is important to celebrate success.

The method of celebration will vary based on your organization’s motivations. While catered lunch at the office, a day of service, or an all organization day out to a sporting event may be good options, celebration will depend highly on your staff’s interests and passions. The celebration of success should be meaningful and show that the organization (as a whole) is proud of its achievement.

Maximizing nonprofit database software implementation

Investments in nonprofit database software are often significant. It is important to maximize that investment. The first steps with the new software are critical because the first impression sets the tone for the software long-term.

While these ten tips aren’t an exhaustive list, they do set a great foundation for a successful nonprofit database software implementation.