Approach of selecting the right software

Approach of selecting the right software among the available ones in the market, software that has the highest compliance with the needs of the organization should be selected. The more a product is tailored to the needs of the organization, the risk of deployment of the system will be much lower. Conversely, if the functionality of the software does not match the needs of the organization, it must either change the processes of the organization to coordinate with the system or order the system to support process support. In both cases, the time and cost of deploying software increases. In addition, due to the high volume of changes in the organization, the probability of employees’ resistance to these changes also increases. Therefore, the precise selection of software and the selection of a product that meets the needs of the organization reduces the time and cost of implementing the system and increases the success of deploying the system.

The overall approach to choosing a software program that meets the requirements of the organization is six main steps:

  1.  Identify the needs of the organization
    This step is to identify and document the operational needs of the organization. Simply put, in this step, the organization’s expectations of the software system must be documented and documented. Identifying these needs is done through the identification of administrative-organizational processes. During this activity, by referring to experts and specialists of different units of the organization, key operational areas of the organization are identified. In each of the key domains, processes in that area are identified and documented. For each of these processes, an identity card is completed containing the key information of the process, how it is carried out, the important points in the process, the persons involved in it, the forms and information fields of the process, the inputs and outputs of the process and its subactivities. . Each of the identified sub-functions is documented in the same way and their profile is recorded. The relationship between different processes is characterized by drawing diagrams and flowcharts. By documenting the processes and activities of the organization it is determined which functions the system should have and what processes it actually supports. In this step, the purpose of identifying the organization’s requirements is detailed, complete, accurate, and with maximum detail.
  2.  Provide a list of vendors
    The list is based on public information such as corporate capability and background, the appropriateness of company products with the field of activity of the organization, their customers, as well as the use of advisors’ views and their successful implementation in the industry and the field of the organization’s activities. This listing should not be limited to the listing, but any potential supplier can be placed on the list. Do not forget the new companies too! Some startups can do the work at a lower price and higher quality, provided they have the technical and administrative requirements.
  3.  Preparing and submitting a proposal
    Based on the requirements identified in step one, a request is made and sent to the vendors and suppliers that have been prepared in the previous step. Companies receiving this request, commonly known as the Request for Proposal (RFP), offer their offer to meet the needs of the organization. In this offer, vendors say their system is capable of answering which one of the requirements. Of course, if there is currently no capability to meet part of the requirements, the vendor may declare that it will add the capability to the system in the future. However, salespeople, by completing their applications, declare their ability to meet the needs of the organization.
  4.  Receiving suggestions and scoring them
    At this point, the organization collects vendor recommendations and compares and evaluates them. In evaluating suggestions, the focus is on meeting the needs of the proposed suggestions. At this stage, the functional areas of the organization should also be ranked and prioritized. For example, after studies and studies, it may be determined that the financial sector has the highest priority and the area of ​​production is the priority after that. Similarly, using the opinions of experts, the priority of each operating area of ​​the organization should be identified. At this stage, the organization faces a decision-making model, on the one hand, those operating areas with specific priorities and, on the other hand, offers from vendors. After matching the suggestions to the requirements of the operational areas for each of the proposals, the coefficient of compliance is obtained. By sorting out suggestions based on the matching coefficient, more appropriate suggestions are made and inappropriate cases are eliminated. In this way, a list of vendors can be obtained.
  5.  An official invitation from selected vendors to provide their products
    Once the list has been prepared, the organization invites the vendors to submit their product demos. At this stage, different units of the organization become acquainted with the software products they are looking for and are more accurately evaluated and adapted to their needs and processes. In this phase, a set of non-functional indicators is also determined and vendors are evaluated based on these indicators. The seller’s record, his technical and organizational competence, the quality of the product produced, the support and after-sales service, the price of the product and the political and economic considerations are among the main indicators of this stage.
  6.  Scoring and final selection
    In this step, the previous evaluations are summarized and based on the indicators presented in the previous step, the score of each seller in the short list is determined by different units. The offer with the highest score is chosen as the most suitable product. Of course, at this stage, by analyzing sensitivity, the effect of different indicators on the selection of proposals can be assessed and the alternatives are also specified.

Considering the precise choice of software for organizations and domestic companies is very important because it can reduce the implementation risk in addition to reducing the cost and time of implementation of the system. The 6-step approach above can accurately execute software selection so that the result is acceptable.
In general, the software application should meet the capabilities and requirements of the organization, provide the flexibility needed to respond to changes in the environment. It also has the ability to integrate with other systems. The software should be comprehensive, stable and have appropriate support services. Also, the organization should not face restrictions such as economic sanctions when purchasing software privileges.

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