Additional Information
Book Details
Abstract
This practical book presents a proven decision-making process to help IT and business managers select the off-the-shelf software product that best fits the needs of their organisation, whether in the commercial or public sector. Offering a structured approach to managing stakeholders, requirements and candidate IT vendors, this practical 'how-to' guide will help deliver a rigorous, defensible decision within an aggressive timescale.
Martin is the guru of robust decision making. The process he describes in this book combines intuition with rigorous, transparent logic. Good choices are easy to explain, sell and defend whilst spurious bias is left with nowhere to hide.
Mike Berners-Lee
Martin's book builds on his clear, detailed understanding of assessing and selecting off-the-shelf IT and provides a rigorous, practical method to get the solution needed.
David Nickson
Despite the sophistication of modern off-the-shelf IT products, most organisations find they don't get the benefits they expected. This practical book presents a proven decision-making process to help IT and business managers select the off-the-shelf software product that best fits the needs of their organisation, whether in the commercial or public sector. Offering a structured approach to managing stakeholders, requirements and candidate IT vendors, this practical 'how-to' guide will help deliver a rigorous, defensible decision within an aggressive timescale. As well as illustrating the techniques, this book includes case studies from business managers who have been through the process. Useful templates and additional articles are available by download from the supporting website.
I've long experience of how newcomers react to the selection method in this book - they like it a lot. I'm very confident that readers will quickly appreciate the benefits and how to apply it to their projects.
Professor David Brown
Martin Tate is founder and principal consultant at Decision Evaluation Ltd, an IT consultancy that has specialised in selecting off-the-shelf solutions for over twenty years. A ‘poacher turned gamekeeper’, he formerly worked for an IT provider and was trained to sell software. BCS awarded him Chartered Fellow status for eminence in IT selection.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Front Cover | Cover | ||
| Copyright page | iv | ||
| CONTENTS | v | ||
| LIST OF FIGURES AND TABLES | x | ||
| LIST OF EXECUTIVE PERSPECTIVES | xii | ||
| AUTHORS | xiii | ||
| FOREWORD | xiv | ||
| ACKNOWLEDGEMENTS | xviii | ||
| ABBREVIATIONS AND GLOSSARY | xix | ||
| INTRODUCTION: PURPOSE AND PRINCIPLES | 1 | ||
| I.1 OVERALL PURPOSE OF THIS BOOK | 1 | ||
| I.2 WHY YOU SHOULD READ THIS BOOK | 3 | ||
| I.3 HOW TO GET THE BEST FROM THIS BOOK | 4 | ||
| I.4 MAJOR GUIDING PRINCIPLES OF THE METHOD | 10 | ||
| I.5 NATURE AND CHARACTERISTICS OF THE SELECTION PROCESS | 11 | ||
| I.6 CHAPTER SUMMARY | 13 | ||
| I.7 REFERENCES | 14 | ||
| I.8 FURTHER READING | 14 | ||
| 1. INTRODUCTION TO OFF-THE-SHELF SOLUTIONS | 16 | ||
| 1.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 16 | ||
| 1.2 INTRODUCTION TO OFF-THE-SHELF SOLUTIONS | 16 | ||
| 1.3 INTERACTION OF STRATEGY AND SOFTWARE | 17 | ||
| 1.4 IMPETUS – THE PROJECT PRE-CONDITIONS | 18 | ||
| 1.5 WHY BUY AN OFF-THE-SHELF SOLUTION? | 20 | ||
| 1.6 AVOIDING COMMON PITFALLS WHEN PROCURING OFF-THE-SHELF SOFTWARE | 22 | ||
| 1.7 IT CONSULTANCY FOR IT SELECTIONS | 24 | ||
| 1.8 CHAPTER SUMMARY | 25 | ||
| 1.9 REFERENCES | 25 | ||
| 1.10 FURTHER READING | 26 | ||
| 2. TALENT MANAGEMENT: SUPPLIER PSYCHOLOGY | 27 | ||
| 2.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 27 | ||
| 2.2 OVERVIEW | 27 | ||
| 2.3 CANDIDATE SUPPLIER CONSTRAINTS | 29 | ||
| 2.4 ATTITUDES AND RELATIONSHIPS | 30 | ||
| 2.5 THE SALES PROCESS AT THE SOFTWARE SUPPLIERS | 31 | ||
| 2.6 POWER, PARTNERSHIPS, FAIRNESS AND GOOD LOSERS | 34 | ||
| 2.7 CHAPTER SUMMARY | 37 | ||
| 2.8 REFERENCES | 37 | ||
| 2.9 FURTHER READING | 38 | ||
| 3. INITIATION: SHAPING AND AUTHORISING THE PROJECT | 38 | ||
| 3.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 39 | ||
| 3.2 OVERVIEW | 39 | ||
| 3.3 DETERMINING SCOPE | 40 | ||
| 3.4 SCOPING WORKSHOPS | 41 | ||
| 3.5 STUDYING COSTS AND FEASIBILITY | 47 | ||
| 3.6 ESTABLISHING PROJECT PHASES | 51 | ||
| 3.7 THE EXECUTIVE SPONSOR | 51 | ||
| 3.8 PROJECT INITIATION OR TERMS OF REFERENCE | 52 | ||
| 3.9 LAUNCH EVENTS | 53 | ||
| 3.10 CHAPTER SUMMARY | 54 | ||
| 3.11 REFERENCES | 54 | ||
| 3.12 FURTHER READING | 55 | ||
| 4. REQUIREMENTS ANALYSIS: CAPTURING THE ORGANISATIONAL NEEDS | 56 | ||
| 4.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 56 | ||
| 4.2 OVERVIEW | 56 | ||
| 4.3 SOME CAUTIONARY NOTES ON REQUIREMENTS CAPTURE | 58 | ||
| 4.4 STUDYING BEST PRACTICE | 58 | ||
| 4.5 CAPTURING REQUIREMENTS | 59 | ||
| 4.6 SELECTING INTERVIEWEES AND ORGANISING INTERVIEWS | 62 | ||
| 4.7 PREPARING ATTENDEES FOR INTERVIEWS OR WORKSHOPS | 64 | ||
| 4.8 PREVIEW OF LATER USE OF REQUIREMENTS | 65 | ||
| 4.9 CHAPTER SUMMARY | 66 | ||
| 4.10 REFERENCES | 67 | ||
| 4.11 FURTHER READING | 67 | ||
| 5. REQUIREMENTS DOCUMENT: DOCUMENTING AND AGREEING REQUIREMENTS | 68 | ||
| 5.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 68 | ||
| 5.2 OVERVIEW | 68 | ||
| 5.3 ORGANISING REQUIREMENTS (CATALOGUING) | 69 | ||
| 5.4 REQUIREMENT FORMATS | 70 | ||
| 5.5 GUIDELINES FOR ARTICULATING REQUIREMENTS | 72 | ||
| 5.6 VALIDATE, AGREE AND REFINE REQUIREMENTS | 77 | ||
| 5.7 THE WEIGHTING WORKSHOP | 78 | ||
| 5.8 CHAPTER SUMMARY | 84 | ||
| 5.9 REFERENCES | 84 | ||
| 5.10 FURTHER READING | 85 | ||
| 6. TRAWLING THE MARKETPLACE: ESTABLISHING THE LONGLIST | 86 | ||
| 6.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 86 | ||
| 6.2 OVERVIEW | 86 | ||
| 6.3 CREATING THE LONGLIST | 87 | ||
| 6.4 RISKS WHEN ENGAGING WITH THE MARKETPLACE | 91 | ||
| 6.5 LONGLIST LENGTH AND WHEN TO INCLUDE CANDIDATES | 91 | ||
| 6.6 THE INCUMBENT SOLUTION AS A CANDIDATE | 93 | ||
| 6.7 CHAPTER SUMMARY | 94 | ||
| 6.8 REFERENCES | 94 | ||
| 6.9 FURTHER READING | 94 | ||
| 7. ASSESSING LONGLIST CANDIDATES: SELECTING THE SHORTLIST USING THE RFI | 96 | ||
| 7.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 96 | ||
| 7.2 OVERVIEW | 96 | ||
| 7.3 APPROACH TO EVALUATION AT RFI STAGE | 97 | ||
| 7.4 PRIOR PLANNING | 98 | ||
| 7.5 FORMULATING EFFECTIVE QUESTIONS | 99 | ||
| 7.6 PREPARING THE RFI | 104 | ||
| 7.7 TECHNOLOGY USED FOR RFI QUESTIONS AND RESPONSES | 106 | ||
| 7.8 MARKING SCHEME | 107 | ||
| 7.9 PREPARING IDEAL ANSWERS | 108 | ||
| 7.10 DISTRIBUTING THE RFI | 108 | ||
| 7.11 WHO – ROLES ON THE ASSESSMENT TEAM | 109 | ||
| 7.12 ASSESSING THE RFI RESPONSES | 109 | ||
| 7.13 HOW – THE MAIN RFI ASSESSMENT MEETING | 110 | ||
| 7.14 SUMMARISING THE ASSESSMENT OUTCOME | 113 | ||
| 7.15 PRESENTATION TO THE PROJECT BOARD | 114 | ||
| 7.16 CHAPTER SUMMARY | 117 | ||
| 7.17 REFERENCES | 119 | ||
| 7.18 FURTHER READING | 119 | ||
| 8. DETAILED EVALUATION: ASSESSING THE SHORTLISTED CANDIDATES | 120 | ||
| 8.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 120 | ||
| 8.2 OVERVIEW | 120 | ||
| 8.3 WHO – THE ROLES, TEAMS AND SKILLS | 121 | ||
| 8.4 WHERE AND WHEN – THE MEETING ADMINISTRATION | 124 | ||
| 8.5 HOW – THE EVALUATION PROCESS AND MINDSET | 126 | ||
| 8.6 DEFENCE MECHANISMS IN THE EVALUATION | 130 | ||
| 8.7 NOTE-TAKING BY THE EVALUATION TEAM | 131 | ||
| 8.8 CHAPTER SUMMARY | 133 | ||
| 8.9 REFERENCES | 133 | ||
| 8.10 FURTHER READING | 134 | ||
| 9. SCORING: ESTABLISHING DEGREE OF FIT AND RANKING | 135 | ||
| 9.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 135 | ||
| 9.2 OVERVIEW | 135 | ||
| 9.3 CRUCIAL ROLE OF SCORING | 135 | ||
| 9.4 STAGE OUTPUTS – SCORING MATRIX | 137 | ||
| 9.5 DEFINITIONS DOCUMENT WITH LANGUAGE LADDERS | 140 | ||
| 9.6 WHO – THE SCORING TEAM | 146 | ||
| 9.7 WHERE AND WHEN – THE MEETING ADMINISTRATION | 146 | ||
| 9.8 HOW – THE SCORING MEETING PROCESS AND MINDSET | 147 | ||
| 9.9 TIME MANAGEMENT DURING THE MEETING | 149 | ||
| 9.10 STEPS TO COMPLETE THE SCORING | 151 | ||
| 9.11 VERIFYING SCORES WITH SUPPLIERS | 152 | ||
| 9.12 THRESHOLDS, ERROR AND DEFENCES | 154 | ||
| 9.13 SELECTING DEMONSTRATION CANDIDATES | 157 | ||
| 9.14 ADDRESSING SIGNIFICANT GAPS IN CAPABILITY | 158 | ||
| 9.15 PRESENTING TO YOUR PROJECT BOARD | 160 | ||
| 9.16 CHAPTER SUMMARY | 161 | ||
| 9.17 REFERENCES | 162 | ||
| 9.18 FURTHER READING | 162 | ||
| 10. DEMONSTRATIONS: PROVING THE FIT | 163 | ||
| 10.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 163 | ||
| 10.2 OVERVIEW | 163 | ||
| 10.3 OBJECTIVES AND RISKS OF DEMONSTRATIONS | 165 | ||
| 10.4 WHO – THE PEOPLE WHO MAKE THE DIFFERENCE AT DEMONSTRATIONS | 167 | ||
| 10.5 WHERE AND WHEN – SETTING UP THE MEETINGS | 169 | ||
| 10.6 FURTHER PREPARATIONS | 170 | ||
| 10.7 HOW – CONDUCTING THE DEMONSTRATION | 176 | ||
| 10.8 ANALYSIS AFTER THE DEMONSTRATIONS | 178 | ||
| 10.9 DECISION-MAKING AFTER DEMONSTRATIONS | 179 | ||
| 10.10 CHAPTER SUMMARY | 180 | ||
| 10.11 REFERENCES | 181 | ||
| 10.12 FURTHER READING | 181 | ||
| 11. REFERENCE SITES: REAL CUSTOMER FEEDBACK | 182 | ||
| 11.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 182 | ||
| 11.2 OVERVIEW | 182 | ||
| 11.3 WHY – OBJECTIVES OF REFERENCES | 183 | ||
| 11.4 WHO – REFERENCE SITES ATTENDEES | 184 | ||
| 11.5 WHERE AND WHEN – MEETING LOCATION AND FORMAT | 185 | ||
| 11.6 HOW – EXAMPLE QUESTIONS | 186 | ||
| 11.7 THE ‘ANTI-REFERENCE SITE’ | 188 | ||
| 11.8 BUILDING RELATIONSHIPS | 189 | ||
| 11.9 CHAPTER SUMMARY | 190 | ||
| 11.10 REFERENCES | 191 | ||
| 11.11 FURTHER READING | 191 | ||
| 12. CONTRACTS: NEGOTIATION AND AGREEMENTS | 192 | ||
| 12.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 192 | ||
| 12.2 OVERVIEW | 192 | ||
| 12.3 WHY – OBJECTIVES OF A SUCCESSFUL NEGOTIATION | 193 | ||
| 12.4 WHAT – DECISIONS AND PREPARATION BEFORE THE NEGOTIATION MEETINGS | 194 | ||
| 12.5 THE SCOPE OF SUPPLY | 196 | ||
| 12.6 WHO – NEGOTIATION TEAM MEMBERS | 200 | ||
| 12.7 PREPARING TO NEGOTIATE | 202 | ||
| 12.8 NEGOTIATION AGENDA WITH RELEVANT TERMS | 204 | ||
| 12.9 FREE MODIFICATIONS | 207 | ||
| 12.10 THE SUPPLIER VERSION OF THE AGENDA | 210 | ||
| 12.11 WHERE AND HOW – THE NEGOTIATION PROCESS AND MINDSET | 210 | ||
| 12.12 AFTER YOUR NEGOTIATION | 213 | ||
| 12.13 CHAPTER SUMMARY | 215 | ||
| 12.14 REFERENCES | 216 | ||
| 12.15 FURTHER READING | 216 | ||
| 13. IMPLEMENTATION: PREPARING THE GROUND | 217 | ||
| 13.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 217 | ||
| 13.2 OVERVIEW | 217 | ||
| 13.3 CHANGE OF POWER POSITIONS | 219 | ||
| 13.4 SUPPLIER RESPONSIBILITIES DURING IMPLEMENTATION | 219 | ||
| 13.5 CUSTOMER RESPONSIBILITIES | 220 | ||
| 13.6 YOUR IMPLEMENTATION PLAN | 224 | ||
| 13.7 CHAPTER SUMMARY | 228 | ||
| 13.8 REFERENCES | 229 | ||
| 13.9 FURTHER READING | 230 | ||
| 14. VIEWPOINTS BY THEME | 231 | ||
| 14.1 WHAT YOU CAN LEARN FROM THIS CHAPTER | 231 | ||
| 14.2 OVERVIEW | 231 | ||
| 14.3 COMMUNICATIONS | 231 | ||
| 14.4 DEFINED RESPONSIBILITY WITH CONSULTATION | 233 | ||
| 14.5 OTHER SECTIONS OF THE BOOK | 235 | ||
| 14.6 CHAPTER SUMMARY | 236 | ||
| 14.7 REFERENCES | 236 | ||
| 14.8 FURTHER READING | 236 | ||
| 15. CONCLUDING: RECOMMENDATIONS AND RESOURCES | 237 | ||
| 15.1 SUMMARY | 237 | ||
| 15.2 REFERENCES | 240 | ||
| 15.3 FURTHER READING | 241 | ||
| APPENDIX 1 SIZING QUESTIONNAIRE: TO SCOPE A SELECTION PROJECT | 242 | ||
| APPENDIX 2 COMPARATIVE METRICS: EXAMPLE PROJECT PROFILES | 245 | ||
| APPENDIX 3 CHECKLIST: DETAILED METHOD STEPS | 247 | ||
| INDEX | 258 | ||
| Back Cover | 265 |