A successful solution implementation starts with a successful solution selection process. It is key that the solution selection is done methodically and deliberatively.
The average duration/elapsed time of an engagement can vary are depending upon the anticipated scope of the solution evaluation. GLB Global does not desire to re-execute any prior work that the client has done instead, we take any and all inputs, prior requirements studies, or other content and incorporate it into the selection process. This saves both time and money and, more importantly, it helps ensure that members of the client’s organization see that their work is valued. This will, in turn, help ensure buy-in to both the selection approach as well is the ultimate selection itself. Our proven process is built from the bottom up with six broad steps as shown in this diagram.
Most projects focus on the selection phases and put off consideration of the other phases until software selection has been made. It is important to note that the vendor “gets a vote”. They are the most knowledgeable in what it takes to implement their software solution. Therefore, until their selected you can’t really finalize the remaining aspects of the six steps of the outline for you in this paper. What you can expect for the selection project are the following key elements:
- Discovery – (2 Elapsed Months)
- Requirements Development – (1-2 Elapsed Months)
- Solicitation of Solution Providers (1 to 1.5 Elapsed Months)
- Proof of concept presentations/demonstrations (1 Elapsed Month)
- Due Diligence (1 -2 Elapsed Months)
- Cost Benefit/Justification (1 Elapsed Month)
- Final Due Diligence/Contracts (1+ Elapsed Months)
- Understand/Comprehend (Business Processes, Systems, People, Culture)
- Identify Gaps and Needs
- Gain Buy-In from user community (grass roots)
- Document system and business process needs to address gaps
- Superimpose business strategy (expansion, acquisition absorption, other)
- Include strengths of existing as well as gaps
- Establish a baseline for comparison of alternatives and the decision
- Issue and solicit responses from alternates
- Expectation setting relative client’s needs and the process
- Due Diligence
- Contract terms
- A comprehensive proposal
- Compare alternatives torequirements
- Confirm existence of current strengths and future needs
- Engage operating personnel in the process
- Decide the solution which fits best
- Function Fit
- Cultural Fit
- Follow up demonstrations
- Implementation Planning; Strategy and Costs for:
- History/Data (Conversion)
- Implementation activities
- Integration (Interim and Permanent)
- All in costs for project
- Strategy for implementation
- Benefits, impact on cash flow, capital, and expense
- Executive/Board presentation
- Go or No go
- Attend site visits
- Follow-up demonstrations
- Contract Review and Scoping
- Legal Review/Negotiations
- Contract Execution/Begin Implementation
The average duration/elapsed times listed above very widely from engagement to engage in. All are dependent on what the anticipated scope of the solution will be in the prior preparation done by the enterprise. GLBGlobal does not desire to re-execute any prior work that the client has done instead, we take any and all inputs, prior requirements studies, or other content and incorporate it into the selection process. This saves both time and money and, more importantly, it helps ensure that members of the client’s organization see that their work is valued. This will, in turn, help ensure buy-in to both the selection approach as well is the ultimate selection itself.
Whether you are executing a software selection internally, or are hiring a consultant to do the work, it is absolutely necessary that the appropriate expertise is present in those doing the work. Specifically, the staff executing the selection needs to be objective, understanding of the risks, demonstrate leadership in driving the project to success, the individually skilled, and have industry knowledge about your business
Whether you are executing a software selection internally, or are hiring a consultant to do the work, it is absolutely necessary that the appropriate expertise is present in those doing the work.
Building a business case is fundamental indeed buy-in as well as authorization to proceed with the project. Also, it is about more than just understanding how much the project is going to cost versus how much money you think you’re going to save.
Evaluation & Selection
The evaluation and selection phase of the project begins with the conversion of the requirements and gaps identified in the business case portion of the project into specific requirements.
Implementation Strategy & Planning
Developing an implementation strategy is more than just taking the vendor’s implementation plan and driving forward with it.
Some enterprises have sufficient expertise in-house to manage the implementation on their own.
Global Program Management
Global program management is not something that every company needs.