Christopher Young at Pinnacle on how to ensure new technology delivers what you want

So, tell me what you want, what you really, really want ...

Pinnacle has worked on hundreds of projects in legal, helping firms to make the most of their business applications. So, I speak with some experience when I say that, in spite of all the procurement procedures and MoSCoW lists (a prioritisation method) used during selection, all clients were underprepared to implement. They were unable to articulate their requirements, especially subtle elements such as “in this situation, it must do this, except when …”.

After selling their software, most vendors have a relatively simple process – design, build and test, and then deploy/ go live. When it comes to design, they assume that the client can quickly provide their requirements. If it’s evident in the sales process or at project kick-off that this is not the case, vendors will never say: “You’re not ready. Go gather your requirements.”

Both client and vendor just want to launch into implementation. The clock is ticking; the client wants to realise the benefits of the investment and the vendor wants to schedule resources and execute deliverables. As a result, requirements can be inadequately documented – sometimes never signed off. That inevitably leads to problems down the line.

The point is that detailed requirements are independent of the software: they are simply requirements. Some won’t be met by the chosen technology – some are not even technology-related. However, it’s possible to articulate them before the final product selection is made – and it’s a task that requires experienced business analysts, not selection consultants ...

This article was first published in the October 2019 issue of Briefing 'Buying signals' click to read the full article

Post a Comment

Add your comment