Discover all significant requirements needed to support the business strategy, including the “unknown unknowns”. The gap analysis measures how well products meet your specific requirements. Ensure expectations are met. Verify the software performs as claimed in the RFP before signing the contract.
Phase 1: Requirements Analysis
Requirements are to software selection as foundations are to a building. Get them wrong and there are always problems! Wayferry’s requirements analysis is designed to discover all your significant requirements, and is the standard against which potential software products are compared.
The requirements analysis also collects the information needed by the implementation team. This reduces the risks of schedules slipping, unexpected costs, and business disruption when the new software goes live.
A project formally starts with a kick-off meeting to explain the selection procedure to all users and provides them with an opportunity to have their questions answered.
Business strategy alignment
We interview senior management and stakeholders to understand the business strategy and how they see the new software supporting that strategy.
The reasons why decisions were made are captured in the primary value drivers behind the project. These are used to develop a common master business process list which is the framework for the ideal future way of working with the new software.
The framework is then translated into software requirements, which aligns the software selection with the business strategy.
We interview process owners and users to understand the operational landscape, capture current processes and the business reasons behind them. We build relationships with critical business process owners and users in the organization.
In the context of the framework above, we translate business needs into software requirements. We nurture user buy-in, drive project ownership and create user excitement by "opening their eyes” as to how modern software can help them be better at their jobs.
We use our extensive knowledge of the market to identify software product candidates that could potentially meet the needs.
We add requirements from our libraries.
We employ reverse engineering, a formal technique we have developed to discover all significant requirements. These include the "unknown unknowns", significant requirements you don't know you need but, if not discovered during development, will be found during implementation where they cause delays, cost increases and business disruption on going live.
User weight requirements
We interview teams and facilitate users weighting requirements for importance to your organization. This creates your unique standard against which software is evaluated.
Requirements weighting meetings nurture user buy-in and ownership of the new software.
Phase 2: Software Evaluation
Solicit vendor input
Your weighted requirements are used to create an RFP, and vendors are invited to respond online. (Note: Where appropriate, we ask the software publisher to nominate a suitable implementation vendor.)
Gap analysis & ranking
Our proprietary system captures vendor responses and automatically computes the gap analysis which measures how well potential software products meet your particular requirements.
Wayferry's system ranks potential software products by how well they meet your particular requirements.
We verify your requirements match market offerings. You avoid purchasing software that appears to do everything but is not particularly good at the things that matter to you.
Phase 3: Software Selection
We facilitate your team selecting up to three software products for demonstration.
Wayferry designs the demo script to verifying your showstopper requirements are met.
We work with you and the vendors to schedule demos and answer vendor questions.
We attend the demos with you and keep the vendor on track.
We remind vendors that this is a technical demonstration and not a sales presentation.
We collect and summarize demo feedback returned by your team.
The analysis makes the software selection, and the demo confirms that selection.
Based on the gap analysis and demo feedback, we facilitate your provisional software selection decision.
Phase 4: Software Purchase
Wayferry provides a script for questioning references. The questions on this script are designed to uncover problems with the software, the implementation vendor and the software publishers themselves.
While it is your team that must satisfy themselves as to the quality of the reference answers to the questions, we facilitate the discussions.
We attempt to identify reference customers not supplied by the software publisher. (Note: this only works for larger well-established products). If our research identifies such customers and they are prepared to talk, they can also be interviewed.
Trust but verify: using a sample of showstopper requirements, we verify the software was not misrepresented by the RFP responses.
If the provisionally selected product passes the RFP verification and reference checks, the software selection decision is confirmed. You can purchase the software knowing exactly how well it will meet your particular needs.
The gap analysis measures how well alternative software products meet your requirements. This information provides leverage when negotiating pricing and terms with the software vendor.
We introduce you to a partner who specializes exclusively in software license negotiation.
This partner will facilitate your negotiations with the software publisher which will reduce your software costs substantially over the 5 to 10 years a typical enterprise software product is used.
Phase 5: Prime the software implementation
Information collected during the requirements analysis phase is used in six places:
Realistic project schedules
We provide an extract of the requirements analysis in WBS (work breakdown structure) format to the implementation project manager who can use it as a first draft of the project plan, and to prepare realistic project estimates and schedules.
Reduce implementation risks
No software is perfect. The evaluation identifies all areas where the selected product does not adequately meet requirements. The project manager then proactively allocates additional resources to prevent these areas from causing implementation delays and business disruption on going live.
Reduce decision latency
Decision latency is the time taken to get questions answered and decisions made and is a primary source of project delays. Well written requirements that describe what is wanted, why it is wanted, who wants it and how important it is to them reduce decision latency and keep projects on schedule.
User acceptance testing
The weighted requirements gathered in the analysis phase are used to create the customer acceptance tests. The software implementation must pass these tests before going live.
Software buyers and vendors can use different terms to describe the same things. Each has their own jargon which hampers the communication so critical to the success of a project. The evaluation is the one place where the terms used by the buyer are matched to the terms used by the software vendor and implementation team.
Maximize software ROI
Once the new software is in production, the evaluation is used to identify unused functional areas that can be brought into production. This is how the value of your software investment is maximized.
Success Management Service
To maintain independence and avoid bias Wayferry does not sell, implement or support software. However, after the software has been selected our Success Management Service can help you navigate the implementation of your new software to a successful production launch. Highlights of the service are:
Work with your software purchase negotiator to include RFP responses in the purchase contract. We have found RFPs that claim the software fully meets certain requirements, only to discover during implementation that is not true. The purchase contract needs to be written so that if the software was misrepresented in the RFP, the system integrator must make good that functionality at their expense.
SOW (statement of work) negotiation with the system integrator. The better defined the SOW, the fewer delays and unexpected expenses there will be in the implementation project.
The success management consultant represents your interests on the implementation project team and transfers knowledge gathered during selection to the system integrator employees. This person is usually the lead consultant from the software selection, but in larger projects there may be several consultants.
Assistance with user acceptance testing before going live in production.