We Run Our Business on Referrals
Fresh Projects is a UK-based software platform designed for architects, engineers, and other built-environment professionals to manage financial aspects of their projects. It helps teams track fees, timesheets, expenses, billing, and overall profitability to keep projects on budget and profitable. The platform also centralises project data, streamlines administrative tasks, and offers mobile app support for easy access and updates.
1a Colinette Road
London
SW15 6QG
© 2026 Fresh Projects
Product
We Run Our Business on Referrals
Fresh Projects is a UK-based software platform designed for architects, engineers, and other built-environment professionals to manage financial aspects of their projects. It helps teams track fees, timesheets, expenses, billing, and overall profitability to keep projects on budget and profitable. The platform also centralises project data, streamlines administrative tasks, and offers mobile app support for easy access and updates.
1a Colinette Road
London
SW15 6QG
© 2026 Fresh Projects
Product
The Software Works. So Why Won’t Everyone Use It?
The Software Works. So Why Won’t Everyone Use It?
The Software Works. So Why Won’t Everyone Use It?
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The Adoption Advantage | Part 3
Your 30-day software adoption plan at a glance
Days 1 to 7: Find the friction. Identify tasks still happening outside the system and ask teams why they rely on their existing workarounds.
Days 8 to 14: Make one task easier. Choose one or two everyday processes and make them simpler, quicker or more reliable.
Days 15 to 21: Build better habits. Use current information from the system in existing project, resourcing and management meetings.
Days 22 to 30: Measure what changed. Look for fewer duplicated processes, greater confidence in the information and less reliance on private spreadsheets.
Practice management software can work perfectly well and still struggle to gain traction in an architecture or engineering practice. The problem often comes down to familiar habits, trusted spreadsheets and the pressure of keeping live projects moving.
Improving software adoption starts with understanding why people rely on existing workarounds, making everyday tasks easier and giving teams a reason to trust the new system.
On paper, implementation sounds straightforward.
Configure the system > Move the data > Train the team > Go live.
But projects don't stop when new software arrives. Clients still need answers, deadlines still need to be met and project managers can't simply put their workloads aside while everyone adjusts.
The real challenge begins when people return to their normal working day.
Why does practice management software adoption stall?
Industry research reflects some of these pressures.
Autodesk's 2025 research into architecture, engineering, construction and operations (AECO) found that 34% of respondents identified the time needed to invest in new tools and ways of working as a barrier to digital transformation. Another 30% cited a lack of knowledge or technical skills, while 26% pointed to resistance to changing established workflows. Cost was the biggest barrier at 44%.
RIBA's 2025 AI research also offers an interesting perspective on digital adoption within architecture. Just 6% of respondents described their organisation as a leading digital innovator, while 21% considered themselves early adopters. Meanwhile, 23% identified as late adopters and 5% said they tended to resist digital innovation.
Neither study specifically measures practice management software adoption, but both highlight the challenges firms face when changing established processes.
That doesn't mean architects and engineers dislike technology.
Quite often, the existing way of working has one enormous advantage: everybody already knows how to use it.
They know which spreadsheet to open, which report needs adjusting before the management meeting and who to ask when something doesn't add up.
A replacement can be more capable and still feel like the riskier option when there's a deadline approaching.
Understand the workaround before trying to remove it
Consider a project manager who maintains their own fee spreadsheet.
Perhaps it gives them a particular view of project performance. Perhaps they know how to adjust it quickly before a meeting. Or perhaps they simply haven't found an equally useful way to access that information in the new system.
Removing the spreadsheet without understanding its purpose won't necessarily solve the problem. It may simply encourage them to create another one.
The spreadsheet someone refuses to give up may be telling you something useful about the information they need.
This is where the distinction between implementation and adoption matters.
Implementation makes software available. Adoption happens when people routinely use it to find information, manage their work and make decisions.
In Part 1 of The Adoption Advantage, we explored the signs that software hasn't been fully adopted. Part 2 looked at building commercial confidence across project teams.
This final instalment focuses on what comes next: changing everyday behaviour.
A 30-day plan to improve practice management software adoption
Improving adoption doesn't have to mean another implementation project.
For a busy practice, the more practical approach is often to identify where people are struggling, improve one process and build on what works.
The following plan provides a manageable starting point.
Days 1 to 7: Find the friction
Before arranging more training or asking people to use additional features, understand what's actually happening.
Speak to project managers, Finance, operations and the people responsible for resource planning.
Ask how they complete their regular tasks, where they encounter difficulties and which workarounds have become part of their routines.
Five questions worth asking:
Which tasks still happen outside the system?
What information do people regularly ask somebody else to provide?
Where is information being entered twice?
Which workflows regularly need a workaround?
What makes the existing process easier or more attractive?
Pay particular attention to anything involving time, confidence or access to information.
If Finance is rebuilding management reports in Excel, find out why. Is the underlying data unreliable, is the required report unavailable or is the existing format simply more familiar?
If project managers maintain their own fee spreadsheets, ask what information those spreadsheets provide.
Approach these conversations with curiosity rather than criticism. People are much more likely to explain their workarounds when they don't feel they're being blamed for using them. Workarounds are not disobedience. They are clues.
By the end of week one: Identify two or three recurring problems that would make a noticeable difference if resolved.
Days 8 to 14: Make one everyday task easier
Once you've identified the friction, choose something practical to improve.
This is where software adoption efforts can become unnecessarily complicated. Teams are shown everything the system can do, often when they're already struggling to find time for their existing responsibilities.
Instead, focus on something they need to accomplish today.
That could mean making it easier to check remaining project fees, simplifying timesheet completion or giving directors access to reports without waiting for Finance.
The solution doesn't always require abandoning a familiar process.
For example, if leadership relies on a particular Excel report, connecting that familiar format to current practice data may be more effective than introducing an entirely new reporting process.
Fresh Projects' LiveSheets functionality is designed around this approach, allowing teams to work with practice information through Excel-based reporting.
The important thing is that the improvement solves a problem people recognise.
There's little incentive to change a familiar habit if the alternative makes their working day more difficult.
By the end of week two: Make one or two regular tasks noticeably easier and ask the people using them whether the change has helped.
Days 15 to 21: Build better habits into existing routines
Once a process becomes easier, make it part of how the practice already operates.
Don't add another meeting called 'software adoption'.
Use the meetings that already exist.
If project managers are discussing fees and profitability, use information from the practice management system.
If the leadership team is reviewing capacity, bring current workload and resource planning information into the conversation.
If directors want an update on performance, encourage them to use shared reports rather than asking Finance to recreate the figures.
Leadership behaviour matters here.
If project teams are encouraged to use the system but directors continue requesting separate spreadsheets, people receive conflicting messages about which information really matters.
It also helps to identify colleagues who are confident using the software and willing to support others. They don't need to be technical experts. Someone who understands the team's everyday work can often provide the most useful guidance.
The aim is to make the system a normal part of how information is accessed and discussed.
By the end of week three: Use the software in at least one established project, resource or management review process.
Days 22 to 30: Measure what actually changed
By the fourth week, you should have addressed some practical frustrations and started establishing new routines.
Now assess whether people's behaviour has changed.
Be careful about relying on usage statistics alone.
A login proves somebody logged in. A licence proves you bought a licence. A completed timesheet proves time was recorded.
None of these tells you whether the software is making work easier or information more useful.
Instead, ask:
Has a private spreadsheet become less necessary?
Are fewer people asking Finance to interpret project information?
Can someone else run a report when its usual owner is away?
Is workload information current enough for the resourcing meeting?
Are people entering information once rather than duplicating it elsewhere?
You may find that some improvements have worked while others haven't.
Perhaps project managers are using the system confidently, but senior leadership still relies on separate reports. That tells you where to investigate next.
If a workaround remains, revisit why it exists. The problem may involve training, reporting, data quality or a process that still needs improvement.
By the end of week four: Identify what has changed, what remains difficult and which improvements to prioritise next.
How do you measure successful software adoption?
Software adoption should be measured by how people use information and whether everyday processes have improved.
Activity figures have their place, but they rarely tell the whole story.
Activity metric | More meaningful adoption indicator |
|---|---|
Number of logins | Project managers can answer questions directly from the system |
Licences purchased | Teams rely on the system for everyday work |
Timesheets submitted | Current time data informs project and resource decisions |
Reports generated | Multiple people can access and understand the same information |
Training completed | People can confidently complete regular tasks |
Features enabled | Duplicated processes and private spreadsheets have reduced |
These indicators help reveal whether the software is becoming a trusted source of information.
For example, if project managers use the system but directors still ask Finance to rebuild reports in Excel, the problem might not sit with project managers at all.
It could be the reporting format, access to information or confidence in the figures.
Understanding that distinction makes it easier to address the actual barrier.
What happens after the first 30 days?
Thirty days won't eliminate every workaround or turn every employee into an enthusiastic software user.
But it can establish better habits and reveal where the next improvements are needed.
The important thing is to keep reviewing how people work.
Make time to revisit unresolved problems, support colleagues who need additional guidance and reinforce the processes that are working well.
Change management research from Prosci highlights the importance of ongoing support. Its research found that 81% of participants who planned reinforcement activities met or exceeded their project objectives, compared with just 15% of those who didn't.
While these findings cover organisational change more broadly, they reinforce an important point for software adoption: the work doesn't stop at implementation or after the initial training.
If adoption is still stalling, return to the original friction points. Focus on what employees need to complete their work confidently rather than assuming another training session will solve everything.
Frequently asked questions
Why won't employees use new practice management software?
Often because their existing processes are familiar and reliable under pressure. New software introduces uncertainty, particularly when teams are managing live projects. Understanding what current workarounds provide is a useful first step towards improving adoption.
How long does it take to improve software adoption?
Thirty days can be enough to identify barriers, improve priority workflows and begin establishing new habits. Complete adoption across an entire practice takes longer and requires continued support, particularly when several teams and processes are involved.
What's the difference between software implementation and adoption?
Implementation involves configuring the software, migrating data and giving employees access. Adoption happens when people routinely use the system to manage work, access information and make decisions rather than relying on separate processes.
Making software adoption stick
Practice management software should help architecture and engineering teams manage projects, understand performance and make informed decisions.
Fresh Projects is designed around those everyday requirements, bringing project financial management, time recording, resource planning and reporting into a shared environment.
But even the right software needs to become part of how people work.
That means understanding why old processes persist, making the alternative genuinely useful and giving people confidence in the information they're using.
And if your team keeps returning to private spreadsheets and manual reports?
Start by asking what those processes give them that the new system doesn't.
The answer may tell you exactly where to focus next.
The Adoption Advantage | Part 3
Your 30-day software adoption plan at a glance
Days 1 to 7: Find the friction. Identify tasks still happening outside the system and ask teams why they rely on their existing workarounds.
Days 8 to 14: Make one task easier. Choose one or two everyday processes and make them simpler, quicker or more reliable.
Days 15 to 21: Build better habits. Use current information from the system in existing project, resourcing and management meetings.
Days 22 to 30: Measure what changed. Look for fewer duplicated processes, greater confidence in the information and less reliance on private spreadsheets.
Practice management software can work perfectly well and still struggle to gain traction in an architecture or engineering practice. The problem often comes down to familiar habits, trusted spreadsheets and the pressure of keeping live projects moving.
Improving software adoption starts with understanding why people rely on existing workarounds, making everyday tasks easier and giving teams a reason to trust the new system.
On paper, implementation sounds straightforward.
Configure the system > Move the data > Train the team > Go live.
But projects don't stop when new software arrives. Clients still need answers, deadlines still need to be met and project managers can't simply put their workloads aside while everyone adjusts.
The real challenge begins when people return to their normal working day.
Why does practice management software adoption stall?
Industry research reflects some of these pressures.
Autodesk's 2025 research into architecture, engineering, construction and operations (AECO) found that 34% of respondents identified the time needed to invest in new tools and ways of working as a barrier to digital transformation. Another 30% cited a lack of knowledge or technical skills, while 26% pointed to resistance to changing established workflows. Cost was the biggest barrier at 44%.
RIBA's 2025 AI research also offers an interesting perspective on digital adoption within architecture. Just 6% of respondents described their organisation as a leading digital innovator, while 21% considered themselves early adopters. Meanwhile, 23% identified as late adopters and 5% said they tended to resist digital innovation.
Neither study specifically measures practice management software adoption, but both highlight the challenges firms face when changing established processes.
That doesn't mean architects and engineers dislike technology.
Quite often, the existing way of working has one enormous advantage: everybody already knows how to use it.
They know which spreadsheet to open, which report needs adjusting before the management meeting and who to ask when something doesn't add up.
A replacement can be more capable and still feel like the riskier option when there's a deadline approaching.
Understand the workaround before trying to remove it
Consider a project manager who maintains their own fee spreadsheet.
Perhaps it gives them a particular view of project performance. Perhaps they know how to adjust it quickly before a meeting. Or perhaps they simply haven't found an equally useful way to access that information in the new system.
Removing the spreadsheet without understanding its purpose won't necessarily solve the problem. It may simply encourage them to create another one.
The spreadsheet someone refuses to give up may be telling you something useful about the information they need.
This is where the distinction between implementation and adoption matters.
Implementation makes software available. Adoption happens when people routinely use it to find information, manage their work and make decisions.
In Part 1 of The Adoption Advantage, we explored the signs that software hasn't been fully adopted. Part 2 looked at building commercial confidence across project teams.
This final instalment focuses on what comes next: changing everyday behaviour.
A 30-day plan to improve practice management software adoption
Improving adoption doesn't have to mean another implementation project.
For a busy practice, the more practical approach is often to identify where people are struggling, improve one process and build on what works.
The following plan provides a manageable starting point.
Days 1 to 7: Find the friction
Before arranging more training or asking people to use additional features, understand what's actually happening.
Speak to project managers, Finance, operations and the people responsible for resource planning.
Ask how they complete their regular tasks, where they encounter difficulties and which workarounds have become part of their routines.
Five questions worth asking:
Which tasks still happen outside the system?
What information do people regularly ask somebody else to provide?
Where is information being entered twice?
Which workflows regularly need a workaround?
What makes the existing process easier or more attractive?
Pay particular attention to anything involving time, confidence or access to information.
If Finance is rebuilding management reports in Excel, find out why. Is the underlying data unreliable, is the required report unavailable or is the existing format simply more familiar?
If project managers maintain their own fee spreadsheets, ask what information those spreadsheets provide.
Approach these conversations with curiosity rather than criticism. People are much more likely to explain their workarounds when they don't feel they're being blamed for using them. Workarounds are not disobedience. They are clues.
By the end of week one: Identify two or three recurring problems that would make a noticeable difference if resolved.
Days 8 to 14: Make one everyday task easier
Once you've identified the friction, choose something practical to improve.
This is where software adoption efforts can become unnecessarily complicated. Teams are shown everything the system can do, often when they're already struggling to find time for their existing responsibilities.
Instead, focus on something they need to accomplish today.
That could mean making it easier to check remaining project fees, simplifying timesheet completion or giving directors access to reports without waiting for Finance.
The solution doesn't always require abandoning a familiar process.
For example, if leadership relies on a particular Excel report, connecting that familiar format to current practice data may be more effective than introducing an entirely new reporting process.
Fresh Projects' LiveSheets functionality is designed around this approach, allowing teams to work with practice information through Excel-based reporting.
The important thing is that the improvement solves a problem people recognise.
There's little incentive to change a familiar habit if the alternative makes their working day more difficult.
By the end of week two: Make one or two regular tasks noticeably easier and ask the people using them whether the change has helped.
Days 15 to 21: Build better habits into existing routines
Once a process becomes easier, make it part of how the practice already operates.
Don't add another meeting called 'software adoption'.
Use the meetings that already exist.
If project managers are discussing fees and profitability, use information from the practice management system.
If the leadership team is reviewing capacity, bring current workload and resource planning information into the conversation.
If directors want an update on performance, encourage them to use shared reports rather than asking Finance to recreate the figures.
Leadership behaviour matters here.
If project teams are encouraged to use the system but directors continue requesting separate spreadsheets, people receive conflicting messages about which information really matters.
It also helps to identify colleagues who are confident using the software and willing to support others. They don't need to be technical experts. Someone who understands the team's everyday work can often provide the most useful guidance.
The aim is to make the system a normal part of how information is accessed and discussed.
By the end of week three: Use the software in at least one established project, resource or management review process.
Days 22 to 30: Measure what actually changed
By the fourth week, you should have addressed some practical frustrations and started establishing new routines.
Now assess whether people's behaviour has changed.
Be careful about relying on usage statistics alone.
A login proves somebody logged in. A licence proves you bought a licence. A completed timesheet proves time was recorded.
None of these tells you whether the software is making work easier or information more useful.
Instead, ask:
Has a private spreadsheet become less necessary?
Are fewer people asking Finance to interpret project information?
Can someone else run a report when its usual owner is away?
Is workload information current enough for the resourcing meeting?
Are people entering information once rather than duplicating it elsewhere?
You may find that some improvements have worked while others haven't.
Perhaps project managers are using the system confidently, but senior leadership still relies on separate reports. That tells you where to investigate next.
If a workaround remains, revisit why it exists. The problem may involve training, reporting, data quality or a process that still needs improvement.
By the end of week four: Identify what has changed, what remains difficult and which improvements to prioritise next.
How do you measure successful software adoption?
Software adoption should be measured by how people use information and whether everyday processes have improved.
Activity figures have their place, but they rarely tell the whole story.
Activity metric | More meaningful adoption indicator |
|---|---|
Number of logins | Project managers can answer questions directly from the system |
Licences purchased | Teams rely on the system for everyday work |
Timesheets submitted | Current time data informs project and resource decisions |
Reports generated | Multiple people can access and understand the same information |
Training completed | People can confidently complete regular tasks |
Features enabled | Duplicated processes and private spreadsheets have reduced |
These indicators help reveal whether the software is becoming a trusted source of information.
For example, if project managers use the system but directors still ask Finance to rebuild reports in Excel, the problem might not sit with project managers at all.
It could be the reporting format, access to information or confidence in the figures.
Understanding that distinction makes it easier to address the actual barrier.
What happens after the first 30 days?
Thirty days won't eliminate every workaround or turn every employee into an enthusiastic software user.
But it can establish better habits and reveal where the next improvements are needed.
The important thing is to keep reviewing how people work.
Make time to revisit unresolved problems, support colleagues who need additional guidance and reinforce the processes that are working well.
Change management research from Prosci highlights the importance of ongoing support. Its research found that 81% of participants who planned reinforcement activities met or exceeded their project objectives, compared with just 15% of those who didn't.
While these findings cover organisational change more broadly, they reinforce an important point for software adoption: the work doesn't stop at implementation or after the initial training.
If adoption is still stalling, return to the original friction points. Focus on what employees need to complete their work confidently rather than assuming another training session will solve everything.
Frequently asked questions
Why won't employees use new practice management software?
Often because their existing processes are familiar and reliable under pressure. New software introduces uncertainty, particularly when teams are managing live projects. Understanding what current workarounds provide is a useful first step towards improving adoption.
How long does it take to improve software adoption?
Thirty days can be enough to identify barriers, improve priority workflows and begin establishing new habits. Complete adoption across an entire practice takes longer and requires continued support, particularly when several teams and processes are involved.
What's the difference between software implementation and adoption?
Implementation involves configuring the software, migrating data and giving employees access. Adoption happens when people routinely use the system to manage work, access information and make decisions rather than relying on separate processes.
Making software adoption stick
Practice management software should help architecture and engineering teams manage projects, understand performance and make informed decisions.
Fresh Projects is designed around those everyday requirements, bringing project financial management, time recording, resource planning and reporting into a shared environment.
But even the right software needs to become part of how people work.
That means understanding why old processes persist, making the alternative genuinely useful and giving people confidence in the information they're using.
And if your team keeps returning to private spreadsheets and manual reports?
Start by asking what those processes give them that the new system doesn't.
The answer may tell you exactly where to focus next.
Get practical insights for running a more profitable practice.
Published:
Published:
The Software Works. So Why Won’t Everyone Use It?
The Software Works. So Why Won’t Everyone Use It?
The Software Works. So Why Won’t Everyone Use It?
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A practical 30-day adoption plan for architecture and engineering firms
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A-Team Approach to Profitability
A-Team Approach to Profitability
Why reallocating work across roles can dramatically improve utilisation and margins in 50–100 person A&E practices
Why reallocating work across roles can dramatically improve utilisation and margins in 50–100 person A&E practices
I Love Excel. I Hate Excel.
I Love Excel. I Hate Excel.
I Love Excel. I Hate Excel.
Why spreadsheets break down in 50–100 person architecture and engineering practices, and what works better
Why spreadsheets break down in 50–100 person architecture and engineering practices, and what works better
Getting Project Fees Right
Getting Project Fees Right
Getting Project Fees Right
How accurate budgeting and disciplined scope control protect profitability in 50–100 person A&E practices
How accurate budgeting and disciplined scope control protect profitability in 50–100 person A&E practices
Working Capital Risks in A&E Firms
Working Capital Risks in A&E Firms
Working Capital Risks in A&E Firms
The financial blind spot that catches even well-run architecture and engineering practices
The financial blind spot that catches even well-run architecture and engineering practices
We Run Our Business on Referrals
Fresh Projects is a UK-based software platform designed for architects, engineers, and other built-environment professionals to manage financial aspects of their projects. It helps teams track fees, timesheets, expenses, billing, and overall profitability to keep projects on budget and profitable. The platform also centralises project data, streamlines administrative tasks, and offers mobile app support for easy access and updates.
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