Property Management System Implementation Plan - YIKES!

Hey All,
We are deploying a new PM system on a 2,300 unit portfolio. While we are excited, we know a messy start-up as we head into leasing season could be disastrous! The system will encompass the site leasing functions, maintenance, A/R and A/P, and financial report generation.
Anyone have an implementation plan they are willing to share? We have our vendor partner's perspective but anything you can add would be GREATLY appreciated!
Happy 2013!
Mary

I would be a little more specific and identify what system you are implementing and perhaps someone else out there has done the same thing and implemented the same program.

I would suggest that you make sure all resident ledgers are imported and in balance. Any discrepancies need to be resolved; whether there is a credit owed the resident or a balance owed by the resident.

If your new system includes resident demographics; it would be a good opportunity to send out a brief survey to get updated information that may be different than when they moved in.

Change always comes at a hefty price. Usually in the form of change resistance from your team. If you change too much too quickly, even if its for the better, your probability for success decreases dramatically. If you can help it, I would scale back the initiative quickly. Relaunch one new system every quarter, making sure you iron out the bugs before the next launch.

Also worth noting the difference between a "process" and a "system". A process is based on human input. Systems merely automate that input into outputs. If you went to online leasing to *enhance* an already great manual process then you will enjoy significant efficiency gains. However, if your goal was to try to *fix* a broken process, then there isn't much an automated system can do for you.

Systems cannot overcome a bad process. If you're moving dirt from one hole to another, makes no difference if you're using a shovel or hydraulic loader; still just moving dirt.

My firm specializes in systems adoption rates and roll outs. You can find out more here: velocitygeni.us

Our newest client: backpackexecutive.tumblr.com/post/400272...sites-overhaul-signs

Happy to share/ answer any questions you have. Good luck!

Hello Mary,

The first task whenever I would be introducing something new is get buy in from the staff. Normally it is showing them how much easier it will make their work as well as there are times when it increases responsability there may even be some promotions to be had.

The other thing before rollout I always got the input from the user level. Sometimes what is good at the management level does not always equate to easier at user level. If what is being introduced will make things more complicated at user level then it is going to be harder to sell and we also have to look at the big picture as will it create value in the service you are providing to your customers as well.

I have spoken in general terms because there are not specifics. I do know with 2300 units this is a large undertaking and will impact a lot of people. Just remember what is good for management does not always equate to what is best for the overall company!

You might consider deploying it as a test system first separate from the system you currently used. Get it up and running, train staff on how to use it, make sure it really meets the expectations you have, and after you've proven it works for you and the staff knows how to use it, then transition it from test system to your operating system. By then you'll be in the fall/winter again, and the staff will already know how to use it, and many of the problems that might otherwise plague implementation will already have been resolved/worked through.

Hi Mary,

Usually when companies transition to a new software system, they do set up a test dummy database in which they train each property. The one thing I know one company did was select the sites closest to their corporate office to begin the implementation. That way the bugs and glitches got worked out in close proximity to the IT department. I would suggest your company have separate Help Desk people who can answer all the site people's questions, especially when mistakes occur. Second, get training manuals ready with step-by-step instructions so on site teams have something to reference. Once those few sites are running well, roll it out by training in groups until all properties' teams are trained. There will no doubt be disgruntled staff who moan about the change, but within a year, they will be on board. My last suggestion is this: make sure your sites have good computers, great Internet connectivity, and bandwidths to handle every property being "in the Remote Desktop" at the same time without crashing the system. Oh, and one last note, make it cloud based and not server based.

I know it will sound dumb, but make sure your computer is protected from hackers; and that the information is backed up somewhere, preferably to a local hard drive daily.

Also make sure that your IT can remote access the PC's and back up information to the corporate office as well.

It would be a good idea to make sure that the only people that can access the information from off site include:

-Property owners
-Corporate executives
-Regional managers
-Regional trainers
-IT dept

You need to make sure that no site level manager can access the information from their home PC's unless you have site managers working from home or otherwise off their site.

Just a few thoughts for your consideration, Mary:

-- Identify critical path tasks and corresponding performance required in the new PM system. If your new PM system offers lots of functionality, identify the essential components for your initial roll out and training. Introduce short-cuts and "bells and whistles" later.

-- Identify business processes / critical path tasks performed by humans that need to be changed given new PM system functionality (or identify PM system functionality that needs to be modified given business processes). Some steps may be eliminated or added. Develop job aids for new performance.

-- Identify prior to rollout the most proficient computer / software users who are competent with on-site business processes / tasks. These should be people who "get" and "enjoy" using PM software systems. Use this group to be your "PM Software Experts" and your feedback loop.

-- Train your "PM Software Experts" first. After training, ask them to identify what they think is the best sequence for introducing, teaching the new software, based on functional areas that are to be rolled out. Ask them to identify potential problems that on-site end users may have with the new system and what might be done to prevent or mitigate.

-- Make "PM Software Experts" available after vendor training to clarify, provide hands on and to observe and document where end users are experiencing difficulty. Ask them to provide observations on end user difficulties, confusion, etc. as well as software technical issues.

-- Plan for multiple OTJ training for skill acquisition by on-site end users, especially if the new system is significantly different. Most effective learning takes place OTJ from colleagues because end-users are more comfortable asking questions, and most importantly, because training takes place in the context of job performance, not in the context of introducing a new PM system.

-- Test for performance in the new PM system.
(1) Run reports and compare to previous performance. For example, new PM system may have different step for moving a prospect from lead to applicant, and that prospect may "disappear" if new process is not followed.
(2) Check end user assumptions. End users may be susceptible to "I thought it would automatically do this" with a newer, more powerful PM system. For example, if new PM software generates emails and populates certain fields, but not others, confirm end user understands what they need to enter.
(3) Test, test, test. For example, for leasing module, submit a test lead and see how it is processed, what emails you receive, etc. Test one week after training.

-- For training materials / job aids, less is more. Job aids are preferable to manuals for most end users, and most will only want and use what they need for their specific performance in the new software.

-- Develop a clear process for addressing and documenting problems with the new PM software (including issues that affect business processes): Who is called, how is the issue tracked, is the issue limited or portfolio-wide. Clearly communicate the process during roll-out to your PMSE team, regional and property managers, as well as to your PM software vendor.

-- 30 days after roll-out, plan informal, casual observation of on-site end-user performance to identify issues and gauge acceptance. For example, ask leasing agent to demonstrate entering a lead, posting rent.

-- Identify the benefits to end users and communicate during roll-out: What's in it for them: why and how with the new PM system make their jobs easier.

WOW! Great feedback from all of you! I welcome any more comments!
Best to you,
Mary