1. How to run an efficient, effective, and inclusive process
Software Selection
How to run an efficient, effective, and inclusive process

2. Session Objectives Learn when and why to do a formal selection process
Discuss how to structure a selection
When and how to do an RFP
Evaluating responses and demonstrations
Facilitating a decision
Negotiating the deal
Moving from Selection to Implementation
Share ideas and experiences

3. Why do a software selection?
Even if you already know what you want

4. Why do a selection?

7. Why do a selection? You don’t’ know what you don’t know
Learn new ideas
Understand how the vendor understands you
Engage the staff
Obtain buy-in and consensus

8. Structuring a Software Selection
Engaging the right people in the right way

9. Roles Primary Committee
Determine what is best for the entire organization
Understand the global pros and cons of each vendor
Make the final decision
View vendor executive presentations
Advisory Committees
Determine what is best for their function
Create subcommittee structure
View high level demonstrations
Make a recommendation to the primary committee
Subcommittees
Determine what is best for their specialized function
View detailed demonstrations
Make a recommendation to the advisory committee

10. Structure of an ERP selection
Primary Selection Committee
Finance
Subcommittees
Supply Chain
Human Resources
Facilitator

11. Role of the facilitator
Be the source of truth
Keep the project moving
Contact point for vendors
Ensure a fair and balanced process

12. How to make an RFI that is not boring
The RFI
How to make an RFI that is not boring

13. The RFI “Lite” Don’t’ spend a fortune on your RFP!
Vendors don’t need you to tell them what you need
Tell your story
Who are you?
What are your problems?
What is important to you in a solution?
Let the vendors translate that into features

14. Rules of the road Who they work with How they interact
Giveaways/Promotional items
Lunches, Dinners, Tickets…

15. Making the Right Choice
Keeping the Process fair (to you)

16. The Tricks The Logo Slide Pre-Canned Demos Software that isn’t GA
Avoiding the Weaknesses
Not volunteering when something is additional cost
Making it sound easy
Bribes

17. What to look for in Demonstrations
Can they anticipate your needs?
What happens when you take them off script?
Do they challenge you to think different?
Are they showing software that is “GA”?
Do they develop or acquire?
Do they tell or show?
Are they people you would want to work with?
How many people do they need to bring and what does each person contribute?

18. Reference check tips Quality over Quantity
Make sure they really work for the hospital!!
Require relevancy in references
Call names they DON”T give you at the same hospital
Ask your peers
Choose the right questions:
Lessons Learned
What did you not implement and why?
What was harder then you expected? What was easier?
What budget item did you not anticipate?

19. Scoring and voting Don’t’ script demos Scoring is Boring!
Surveying and Discussion Sessions
Trust your Gut!
Vote from the Bottom Up
Require written recommendations

20. Transition from selection to implementation
Getting it Done
Transition from selection to implementation

21. Tips to making a deal Time it right (month/quarter ends)
Don’t’ Overbuy
Modules you don’t need or plan to implement soon
Extra users
Shop around implementation costs
Tie some money to milestones or success

22. Budget considerations
Interfaces and Interface engine
Internal and external staffing
Backfilling of internal staff
Master File Preparation
Hardware
Training
3rd party solutions
Servers and databases

23. Preparing the team Dedicate truly full-time resources
Train them to work together
Five Dysfunctions of a Team
Death by Meeting
The Oz Principle
Change the Culture – Change the Game
Who Moved My Cheese
Critical Conversations
DISC Profiles
Team Building Exercises
Provide them with global knowledge of application

24. Preparing for change Create and communicate a project vision
Encourage questions and respond to them all
Control Rumors
Communicate often and effectively
Facilitate decisions and document
Motivate the organization behind change

25. Questions and discussion
Brian G. Rosenberg
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Twitter : bgrosenberg1