4.2 Target process
There is always some part of your organization affected by the software you want to acquire. New systems generate generally new ways of working, new process flows. You don't have to have the new software to envision the working process of the near future. It's essential for the selection process you put something on paper on this subject right from the start. First you write, then you buy!
You can use fancy diagrams or just plain text to create stories everyone can read. If it's a current process that has to be transformed, invite a few key players from within the process at hand, and first draw up a picture of the current way of working; identify the current problems, and try to draw the desired situation from discussing how to solve their current problems. In general, I try to avoid to much consultants in this process, people who perform activities in their day-to-day operation are mostly the best informed domain experts you can find!
4.3 Legacy Systems
Old systems never die. Even after you removed the brown, ugly, very large box which contains the old bits and chips, the legacy systems lives on in peoples minds, procedures and policies. Vendors, who replace systems for a living, know these things, and they can anticipate struggles while transforming to the target process. To assist them in their anticipation you have to tell them what you are currently using and how your operation is built around it.
Going from mainframe terminal emulation to a Windows-based environment? The vendor will tell you to put some extra effort in training just for the operating system (like putting employees on some PowerPoint course e.g.), instead of only prepare training on the business application you are looking for. By telling your legacy, the vendors can help you better solve your problem. If you do it right, it can even be free consultancy.
You also need a good description of your legacy systems. This is needed by the vendor to determine how the system should operate within the complex of systems currently running at your company. Aspects to specify are:
- Infrastructure used (network,telecommunications)
- Platforms currently used (operating system, hardware, clients and servers)
- Needed interaction (interfacing) with other information systems
- Data needed to take with you to the new situation (dataconversion)
- Organization of maintenance and support
4.4 Expectations: time and money
You are at the start of your selection process. All may not be crystal clear. However, time schedules may already be stated, without any one knowing what should be done in the first place. Budgets can be formulated without any basis. The sad part of it is that stakeholders have already formulated their requirements. They may not have told you, but in their minds expectations are already in a particular direction. You should sort it out. You should get on paper the expectation the key stakeholders already have in their mind.
For this purpose, it is wise to have a look at the budget for this year. Look how much is reserved for this investment you are about to select.
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