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By Dennis Friedman
One of the few constants in life is change. This is especially true where
computing capabilities and technology are concerned. Having been personally
involved in the selection, start-up and transition of 3 different computer
systems, I’d like to share with you the “wisdom” derived from these
experiences. Experiential contributions have also been made by several clients
who have gone through similar trials and tribulations during the past decade.
A successful software implementation begins with the selection process. Develop
a “functional specification” of what the new system should do. Since you’ll
rarely find a system that does everything you desire without modification, the
functions included should be identified as “must have” or “nice to have”. If
you don’t do this before exploring software packages, you will become totally
confused by the competing presentations of software developers or VARS (Value
Added Re-sellers).
In my opinion, no small or medium-sized business should ever have a software
package custom-written for them. I have yet to see the frustration, heartache,
and inevitable cost overruns outweigh the benefits. With the plethora of
options available today, keep looking until you find software that meets 80-90%
of your needs within their off-the-shelf package.
With your “functional specification” in hand, it’s time to start shopping. Use
trade shows, magazines, and computer expos to assist you in identifying
potential candidates. Contact your trade association or others within your
industry to locate additional possibilities.
Having requested and reviewed literature, it’s time to audition the candidates
whose software initially appears to match up well with your needs. If they want
to come in and demo their product - stop them! The first meeting should be
spent reviewing your “functional specification” (sent to them in advance), and
a customized demonstration should be scheduled only if the fit is determined to
be good.
If a prospective VAR (or software vendor) is not willing to take the time to
really understand your needs, drop them from your list. You’re going to have a
long term relationship with these people. Why aggravate yourself by working
with people who are not responsive to your needs?
Before the implementation process can begin, you will have to negotiate a
contract. I believe that your systems “partner” should feel comfortable enough
with their understanding of your needs and expectations that they are willing
to commit to a fixed, “ceiling price” to install the system. If not, you’ll
likely end up spending 10-20% more than the quoted price to obtain the promised
functionality.
They are the computer experts. So why should your company be subject to
cost-overruns in file conversion, report writing, or other tasks? If they are
reluctant to agree to such a contract, I believe it is an admission that the
necessary up-front homework hasn’t been completed. To be perfectly frank, I
have never been successful in obtaining a completely fixed price contract.
However, you should be able to get a “Not To Exceed” price on some components.
Your new “partner” should provide you with a generic implementation plan tied to
the various software modules that have been purchased. Hopefully, they have
also taken responsibility for the hardware. It’s worth spending a few bucks
more to eliminate the finger pointing that inevitably occurs when separate
vendors provide hardware and software.
Someone in your organization must take ownership of the implementation process.
While programming skills are not required, this person must be computer
literate and understand how your company’s systems and procedures interact.
Most system-driven procedural changes will only be short term annoyances which
disappear once the new approach is learned. On the other hand, there may be
some procedures which make it more difficult to serve your customers well.
These are the areas worth investing in program modifications.
The person spearheading this transition should be assisted by knowledgeable
people from each of your key departments. Realize that these will spend from
15-50% of their time during various phases of a typical 3-6 month
implementation. Therefore, both they and their co-workers must recognize the
benefits in order to gain their willing cooperation.
Once a time line has been created, regular review sessions should be held to
ensure that the process is proceeding on schedule. One effective approach is to
have the implementation team meet weekly, and then provide a monthly progress
report to senior management. For larger projects, it would be advisable to have
a senior leader attend the weekly sessions.
There are obviously a lot of details that have been left out of the previous
discussion. Just remember, Proper Planning Prevents Poor Performance. Your
journey is likely to end successfully if you take the time to create a
comprehensive “functional specification”, have a single person take ownership
of timely completion, provide this person with the resources to accomplish the
job, and regularly review progress to allow for mid-course corrections when the
plan is not producing the expected results. Bon Voyage.
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