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Successful Packaged Software Implementation.

Author: Christine B Tayntor
Publisher: Hoboken : CRC Press, 2005.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
This step-by-step resource guides IT departments in the selection and implementation of packaged software, covering the product selection and contract negotiation processes as well as the technical details of installation and configuration. Although focusing primarily on acquiring, installing, and implementing applications software, the book is als.
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Genre/Form: Electronic books
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Christine B Tayntor
ISBN: 9781420031171 1420031171
OCLC Number: 437169652
Description: 1 online resource (337 pages)
Contents: Front cover --
Contents --
List of Exhibits --
The Author --
Planning --
Chapter 1 --
Getting Started --
The Packaged Software Dilemma --
Expectations --
The Horror Stories --
The Decision --
Types of Software --
Target Audience --
Implementation versus Installation --
Is Packaged Software the Answer? --
Criteria for Success --
Realistic Expectations --
Organizational Flexibility --
Reference --
Chapter 2 --
The First Steps --
The Need for a Formal Selection Process --
Step 1: Form the Selection Team --
The Project Charter --
Clarity --
Commitment --
Conciseness --
Team Selection --
Composition --
Size --
Continuity --
The Team Leader --
Key Characteristics --
End User versus IT --
One versus Two --
Facilitators --
Outside Advisors --
Chapter 3 --
Identifying Requirements and Potential Products --
The Selection Process --
Step 2: Identify and Prioritize Requirements --
Identifying Requirements --
Functional Requirements --
Question 1: What Is the Current Process? --
Question 2: What Is Missing from the Current Process, and What in It Does Not Work Properly? --
Question 3: Which of the Items Identified in the Previous Question Must Be Corrected by the New System? --
Question 4: What Criteria Will Be Used to Prove That the Proposed System Satisfies the Requirements? --
Technical Requirements --
Vendor-Related Requirements --
Prioritizing Requirements --
Categorize Each Requirement --
Assign Importance Rankings --
Document the Desired Response --
The Selection Process --
Step 3: Identify Potential Products --
Chapter 4 --
RFPs and RFIs --
RFI versus RFP --
What Is the Difference? --
What Is the Value of an RFP? --
To Increase the Objectivity of the Evaluation --
To Ensure That All Key Requirements Are Included in the Evaluation --
To Separate Facts from Vendor Marketing Hype --
What Are the Disadvantages? --
Effort --
Timeframe. When Is an RFP Needed? --
Contents of an RFP --
1. Introduction and Background --
2. General Information --
3. Vendor Profile --
4. Term --
5. Termination --
6. Specific Project Requirements --
7. Program Management --
8. Vendor Staffing --
9. Work Space and Other Vendor Requirements --
10. Vendor Tools --
11. Cost Proposal --
12. Proposed Schedule --
13. Payment Terms --
14. Vendor Nonperformance --
15. Changes in Scope --
Ranking RFP Sections --
Chapter 5 --
Product and Vendor Evaluation --
Step 1: Team Evaluates Responses and Creates Short List of Vendors --
Review of Mandatory Items --
Evaluation of All Critical and Nice-to-Have Items --
Creation of Composite Ranking Spreadsheet --
Selection of Short-List Vendors --
Step 2: Team Schedules Vendor Presentations --
Scheduling --
Agenda --
Evaluation --
Step 3: Team Checks Vendor References --
Step 4: Short-List Vendors Present Their Products (Standard Demo) and Capabilities --
Step 5: Team Evaluates Presentations and Creates Finalist List of Vendors --
Step 6: Team Conducts Site Visits to Key Customers of Finalist Vendors --
Step 7: Finalist Vendors Present Customized Demos of Products --
Step 8: Team Determines Whether to Negotiate with All Finalists --
Scripted Presentations --
Chapter 6 --
The Negotiation Process --
Types of Contracts --
Project Team Involvement in Negotiations --
Other Team Members --
Basic Precepts --
1. Contracts Are Drafted to the Author's Advantage --
2. Vendors Have More Expertise in Contract Negotiations Than the Company --
3. It Is Essential to Understand Every Clause in the Contract --
4. Everything Is Negotiable --
Improving the Company's Negotiating Position --
1. Negotiate with More Vendors Than Needed --
2. Consider Timing --
3. Establish the Ground Rules --
Determine the Type of Negotiating Session --
Determine the Length of Negotiating Sessions. Determine the Timing of Negotiating Sessions --
Limit the Number of Negotiators --
4. Do Not Begin Work without a Signed Contract --
The Negotiation Process --
1. Review the Contract --
2. Determine Company's Position on Each Point --
3. Categorize Required Changes --
Determine Who Will Lead the Sessions --
Establish Ownership of the Document --
Provide for Breakout or Offline Discussions --
Keep Accurate Records of Discussions and Open Items --
Chapter 7 --
Key Elements of Software Licenses --
Introduction --
Definitions --
Term --
Termination --
Termination for Breach of Contract --
Termination for Convenience --
License --
Deliverables --
Schedule for Deliverables --
Maintenance (If Contained in the Base Software License) --
Fees and Payment Terms --
Confidentiality and Protection of Data --
Representations and Warranties --
Indemnification --
Limitation of Liability --
Miscellaneous Provisions --
Chapter 8 --
Professional Services Agreements --
Who? --
Qualifications --
Interviewing --
Dismissal --
Replacement Policy --
Management --
Solicitation Policy --
Noncompete --
Subcontractors --
Background Checks --
On-Site Considerations --
Nondisclosure Agreement --
What? --
Acceptance of Deliverables --
Ownership of Deliverables --
Changes in Scope --
Reporting --
Use of Company Resources --
Where? --
Fee Related --
Fixed Price --
Time and Materials --
Time and Materials Not-to-Exceed --
Expenses --
Miscellaneous --
Chapter 9 --
Service Contracts and Statements of Work --
Two-Tiered Contracts --
Terms and Conditions Are Negotiated Only Once --
Master Services Agreement Negotiations Are Streamlined --
Attorney Time May Be Reduced --
It Is Not Necessary To Know All Work That Will Be Involved at the Beginning of the Project --
Master Services Agreement --
References to Statements of Work --
Definition of Types of Work To Be Performed. Format of Statement of Work --
Order of Precedence --
Termination for Convenience --
Termination for Force Majeure --
Reporting --
Auditing --
Service Level and Deliverable Credits --
Steering Committee --
Statements of Work --
Development Statements of Work --
Support Statements of Work --
Service-Level Agreements --
Chapter 10 --
Establishing the Roadmap --
Will the Company Use an Application Service Provider or Install the Software on Its Machines? --
Will Implementation Be "Big Bang" or Phased? --
Big Bang --
Advantages --
Disadvantages --
What Will Be Included in Each Phase? --
Phased by Site --
Phased by Functionality --
Phased by Both Functionality and Site --
How Are Phases Chosen? --
Choosing the Initial Site --
Choosing the Initial Functionality --
Will There Be Parallel Runs? --
Communicating the Roadmap --
Chapter 11 --
Who Is In Charge? --
Architect, General Contractor, or Skilled Trade? --
Architect --
General Contractor --
Skilled Trade --
Sources of Assistance --
Systems Integrator --
Boutique Firms --
General Purpose Staffing Company --
The Turnkey Alternative --
Sources of Assistance --
Company Ownership with Assistance from Outside Firms --
Sources of Assistance --
The Program Management Office --
Responsibilities --
Other Key Decisions --
How Much Control Will the Outside Firms Have? --
How Much Involvement Will In-House IT Staff Have? --
Who Will Coordinate the Outside Firms' Work If There Is More Than One? --
Will the Company Outsource Work to the Outside Firms or Use Them for Staff Augmentation? --
The Champion --
The Implementation Team --
Chapter 12 --
Selling the Solution --
What Is Involved? --
Step 1: Calculate the Costs of the Proposed Solution --
Step 2: Calculate the Costs of the Current Process --
Step 3: Identify the Benefits of the Proposed Solution --
Cost Reduction --
Cost Avoidance --
Quality Improvement. Increased Functionality --
Step 4: Calculate Return on Investment --
Step 5: Outline the Implementation Schedule --
Step 6: Develop the Business Case and Presentation --
Step 7: Presell the Solution --
Step 8: Present the Solution --
References --
Chapter 13 --
Organizational Readiness --
The Basics of Change --
Roles Associated with Change --
The Impact of Change --
Components of Successful Change --
Commitment --
Sustainability --
The Critical Element: Communication --
Clear --
Consistent --
Targeted --
Ongoing --
The Rumor Mill --
Formal Communication --
Key Messages --
Schedule --
Frequently Asked Questions --
Informal Communications --
Coping with Conflict --
References --
Implementation --
Chapter 14 --
The Ground Rules --
The Need for a Rule Book --
Step 1: Establish and Publish Standards --
Coding --
Testing --
Documentation --
Need for Review and Approval --
Step 2: Develop and Monitor the Schedule --
Micromanagement --
Review Regularly --
Step 3: Define and Implement Change Management --
Software and Documentation --
Scope --
Schedule --
Champion --
Step 4: Create and Follow Communication Protocols --
Routine Communication --
Exception Reporting --
Chapter 15 --
Software Installation --
Step 1: Prepare the Infrastructure --
Servers --
Database --
Firewall --
User Interface --
Step 2: Install Vanilla Code --
Dealing with Problems --
Step 3: Test the Vanilla Code with Vendor-Supplied Data --
Step 4: Test the Vanilla Code with Company-Specific Data --
Step 5: Test the Software in the Real World --
Step 6: Review the Documentation --
Chapter 16 --
Configuration --
The Configuration Conundrum --
Definition --
Coding --
Testing --
Reference --
Chapter 17 --
Interfaces and Conversions --
Interfaces --
Planning --
Which Legacy Systems Require an Interface? --
What Type of Interface Is Needed? --
Which Direction Is Data Transferred?

Abstract:

This step-by-step resource guides IT departments in the selection and implementation of packaged software, covering the product selection and contract negotiation processes as well as the technical details of installation and configuration. Although focusing primarily on acquiring, installing, and implementing applications software, the book is als.

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