The 6 secret ingredients for a successful implementation of a new CTMS

Whether adopting a CTMS system for the first time, acquiring a CTMS with additional capabilities, or transitioning to a different CTMS, selecting the software is only the initial step in a lengthy process. Proper integration of the system within the organization is essential; otherwise, the investment may be wasted.

This issue is more common than often realized. A search on Google reveals numerous examples of unsuccessful software implementations. Research indicates that only about 20% of implementations are successful. In some cases, implementation can take years due to the involvement of too many individuals within the organization. In other instances, the tool may remain underutilized after implementation if it does not adequately align with the business processes.

Another important reason why software implementations fail in so many organizations is that insufficient attention is given in advance to the impact that new software will have on employees’ daily work. The use of new software often means a completely new way of working for employees—one that deviates from what they have been accustomed to for years. This can lead to resistance.

Therefore, it is not a matter of rolling out and enforcing the software. A truly successful software implementation depends on how well users embrace the new system and are willing to apply it on a daily basis. Software is only as good as the people who use it.

Therefore, the effectiveness of software implementations is 20% dependent on the software itself and 80% dependent on employee behavior. Implementing new software is not just an IT project, but a change management project. But how do you foster willingness among employees? How do you facilitate behavioral change? And how do you ensure that a new CTMS system is actually adopted by employees?

A failed software implementation always incurs costs, which is something to avoid. In this Whitepaper, you’ll find 6 secret ingredients for successfully implementing a CTMS in your organization—together with a software provider.

Being honest and transparent means that the provider is straightforward about what the software can and cannot do. The right provider will, for example, honestly indicate when a certain functionality is not yet fully developed. There are always workarounds available, and sometimes custom solutions can be provided. This way, the provider ensures that a high-quality product is delivered that meets your expectations and is used to your full satisfaction after implementation.

And that’s not all. If you have requests that the provider, based on their own experience, finds illogical, the right provider will not hesitate to bring this to your attention. Such a provider is flexible and will work with you, but also sees it as their responsibility to be firm and make necessary adjustments when needed.

Good expectation management is also part of being honest and transparent. A good software provider clearly outlines the expectations and wishes of both parties—client and provider. You are also kept informed about the progress of the project. If there are any issues or mistakes, these are honestly acknowledged.

All these aspects indicate that the relationship with the right provider is not clinical. It is more of a partnership: a sustainable relationship where both parties continuously focus on the future. With such a partner, you can openly and honestly evaluate, plan ahead, and share visions. Trust in this partner is essential.

With the right software provider, you will also be assigned a personal project manager or consultant who monitors progress and swiftly addresses challenges. This contact person ensures that agreements are kept, is easily reachable, and communicates clearly, ideally minimizing the occurrence of issues. However, if challenges do arise, they provide immediate reassurance that the situation will be resolved.

A project manager, drawing from the organization’s experience, knows exactly how to discuss challenges with you and develop a plan to address them. With numerous examples from clients who have faced similar situations, you can confidently rely on their plan.

Especially at the beginning of the collaboration, a good provider will guide you through the process. Together, you will adapt your processes and thoughts to create a CTMS system that works well for your organization, utilizing all the strengths of the software. The right provider will also share issues encountered by other clients and how those were resolved. If needed to achieve a successful outcome, the provider will connect you with other clients so you can learn from each other’s challenges.

As the project progresses, a good provider will gradually shift more responsibility to you. This should not be a problem, as the provider will have equipped you with all the necessary tools through various training sessions to handle it independently. The mantra should be: “Demonstrate, collaborate, empower.”

“We’ve always done it this way, and now it has to be different. I’m not sure if our employees will like this.” This is a logical concern, and it’s likely that you feel the same way. Indeed, a new CTMS system will change the process, but the right provider ensures that this is a positive change.

Moreover, you may not be fully aware of all the possibilities. Although digital infrastructure might be a new topic for you, the right software provider has extensive experience in this area. They will share relevant case studies from existing clients. Without having to reinvent the wheel, you will discover options you might not have considered. These options could make a significant difference for your organization and the software users. It is up to the provider to explore all these options to arrive at the best solution.

To overcome barriers, a project team is essential. This team, composed of various stakeholders from the organization, plays a crucial role. Once the project team is convinced, a significant step has been taken: there is support for the project. The members of the project team can then communicate the benefits of the new CTMS system to other users within the organization.

The right provider is an expert in data and process management, while you are the expert in setting up, executing, and analyzing clinical research. These areas of expertise complement each other: input from both parties leads to optimal output. An experienced provider has also gained insights into conducting clinical research through interactions with clients over the years, making them a valuable partner for collaboration.

A good provider also acts as a partner to the project team. By leveraging each member’s strengths, the best results can be achieved. Some team members may have strong technical skills. By involving these individuals in technical tasks, they can handle software modifications and adjustments post-implementation. This not only acknowledges their technical expertise but also increases their engagement with the project. Conversely, team members with less technical expertise are equally valuable. They often have a clear understanding of their own and their colleagues’ needs. Allowing them to fully express their experiences ensures that their requirements are thoroughly integrated into the system.

The complete planning, deadlines, and agreements—all of these are consolidated into a project plan and functional design (FD) with the right provider, who also follows the PDCA cycle: Plan, Do, Check, Act. Without delving too deeply into the details, this means that expectations are clearly defined. During meetings—whether weekly or biweekly, depending on the project’s scope—you will discuss progress together with the provider’s main contacts. These discussions cover not only technical progress but also organizational progress. How well have employees embraced the new CTMS system? Are there any challenges or questions, or is there a need for advice? The provider is always ready to assist, ensuring confidence and maintaining a steady pace throughout the implementation.

For a good software provider, the secrets outlined in this blog are certainly not secrets. At ResearchManager, these six ingredients are precisely how we empower our clients and achieve a successful software implementation and cultural change. We understand better than anyone what needs to be done to accelerate the implementation project and enhance the adoption of our CTMS system. As Daphne van Hoeken, Coordinator of Mental Health Research at Parnassia Groep, puts it:

“We configured the CTMS together with ResearchManager. We did encounter some shortcomings, as we found that our own processes were not yet in order. Clarifying those processes ultimately became part of the configuration—a very nice additional result. Throughout the process, I had regular and pleasant contact with ResearchManager. Their willingness to think along and help us tailor the software to our needs was something I greatly appreciated then and continue to appreciate. We are a healthcare organization, not an IT organization. The fact that we can always ask questions is very valuable to us.”

Speaking of CTMS: We provide the CTMS tool that allows you to fully digitize the process of study applications and tracking study portfolios. Feel free to contact us for a demo using the button below.