Failed software projects are expensive! Both for the client, in terms of the time and money sunk into the project, and for the vendor or reseller, in terms of reputational damage and time that should be billable going into fixing what went wrong.
Why do software projects fail?
Generally because the client’s expectations aren’t aligned with what the vendor’s product can deliver out of the box.
No one goes looking for a system without an idea of the problems it’s meant to solve. But it’s too easy to assume that important details in your business processes will be obvious to everyone. That assumption will manifest itself in two ways, for example:
- Client: we asked for automated job allocation. Of course it should support these rules we have, those are obvious aren’t they?
- Vendor/Reseller: our system does automated job allocation out of the box, it supports most ways of doing this. Obviously they would have told us if there was anything different about their business.
The result? A great deal of pain half way through the project when everyone realises the product either doesn’t support the requirement, or needs a load of customisation to make it work.
Fixing the assumption gap
The only way to avoid this gap is to start the project with a proper, detailed understanding of the process it’s meant to improve, and the functional requirements to make those improvements. This is something that’s hard to do internally, because you’ll be so used to the way you do things that it can be hard to pull out the detail. So an external person can help who:
- Understands business processes
- Can run workshops to document these, highlight what isn’t working and help you find improvements
- Understands business systems, and can help pull out the requirements needed to get those improvements
- Can bridge the gap with a software vendor, delving into the technical solution their product can provide to those requirements.
I work with end clients to get their requirements together and then choose a vendor or reseller, and on the other side for vendors and resellers who want to ensure they do a thorough scope prior to starting work.
Why me?
I have over 28 years of experience implementing software for organisations of all sizes, from a small joinery shop to professional associations, to large multinationals.
My strength is bridging the gap between technology and business. I understand how businesses work, and I also understand software, and what makes software companies tick.
First of all, I’ll ask the end client to identify stakeholders who can give proper input to the process. This will usually be a mix of the people who do the work on a day-to-day basis, and management who can provide the strategic overview.
Business process
- Strategic objective – what does the project seek to achieve and what does success look like? Usually a short meeting, often at the start of the business process workshops.
- Business process listing – what are the key processes that are affected by this project?
- Business process deep dive – workshops/meetings with user representatives, mapping out and identifying improvements for each process
- Business process documentation
Functionality
- Functional requirements workshops – going back through each process and identifying the requirements
- Functionality matrix – a grid listing the requirements by functional area, with detailed descriptions
- Prioritisation session – we go through the matrix together and classify each requirement according to business benefit (how much of an impact it will have), and organisation readiness (do you need to make structural changes to accommodate something). These give us a priority score for each requirement. Later, the vendor or reseller will be asked to add in a technical complexity rating.
Documentation
- Documentation – you’ll receive detailed documentation as a final deliverable, including all of the above
Vendor Selection (optional)
- Produce a full request for proposal (RFP, also known as invitation to tender, ITT) document detailing the project, the selection process, and referencing the documentation produced
- Vendor research, identifying a list of potential suppliers and sending them the RFP/ITT
- Vendor shortlisting, scoring the vendors on ability to meet requirements, budget and potential ability to deliver, and shortlisting 3 or 4 to present
- Vendor presentations and final recommendation – 90-120 minute presentations, followed by a final recommendation
This is a slimmed down service for small businesses, who already have a good idea of that they’re looking for and have already documented it, and don’t need the full analysis piece. It includes:
- Short business process validation workshop
- Single requirements analysis workshop, using the process validation and your existing documents
- Functionality matrix production, with prioritisation
- Recommendation of 2-4 potential suppliers
Who I work with
Client Side
Medium-sized businesses in:
- Professional services
- Training
- Facilities management and related
Membership and professional bodies
Small business from 5 employees (for mini-scope)
Vendor/Reseller Side
I can provide a scoping service to the end clients of software businesses to help ensure your projects are a success, in the following areas:
- CRM systems
- Operations and ERP (focussed on service businesses)
- Field service management
Pricing
Pricing is for standard packages, but bespoke packages are available, all prices exclude VAT.
| Full functional analysis with business process analysis | £8500 |
| Vendor selection add-on | £2550 |
| Business process analysis only | £2550 |
| Mini-scope for small business | £1995 |