Vendor Selections

The team at Peak Performance Technologies has performed over 110 software or integrator selections over the course of their careers and our effective methodology has become one of our most popular service offerings. The Advisory Consulting we often perform leads to software or integrator selections. We have created a model that allows our clients to leverage our methodology, staff and templates and tools to efficiently and effectively manage their selection process. Our onsite and remote models help lower the total costs associated with these endeavors and our approach allows a client access to a wide array of subject matter experts at predefined intervals to leverage their respective skill sets as required.

ERP Software Selection Process

Step 1: Needs Assessment & Requirements Definition. Analysis of user needs and documentation of system requirements for a proposed automated system that will meet the client needs. Requirements definition will address, but not be limited to, functional, technical, performance, interface, conversion, and security requirements. All functional requirements are developed based on "best business practices". Deliverables may include a requirements definition report for an in-house, custom-developed system or specifications to be included in a request for proposal (RFP), invitation to bid (ITB), or request for offer (RFO) for the purchase of vendor software systems and implementation services or external custom-development efforts.

Step 2: Development of Requests for Proposal. Development of requests for offer/proposal and assistance in providing notice to the vendor community. RFPs will typically address, but are not limited to:

Introduction and background information
Scope of services requested
Bidder's conference information
Planned schedule of activities
Current systems and technical environment
Submittal instructions and required format for proposals
Criteria and process to be followed in evaluating proposals
Functional requirements (in matrix format to facilitate evaluation)
Technical requirements
Implementation services requirements
Cost
Legal terms and conditions

Step 3: Business Case/Return on Investment Studies. Using a common industry proven ROI Methodology, Peak Performance Technologies gathers the required information using a combination of interviews, surveys, document research and best practices benchmarks. Our team will accumulate all of costs for the new system as well as the systems being replaced, and determines the business process improvements that the new system could reasonably be expected to bring. After gathering this information, we perform financial analysis using common investment factors based on a predetermined planning period. The results are validated with executives and staff to indicate the expected return on the client’s investment.

Step 4: Process Mapping. Peak Performance Technologies has extensive experience working with all sizes of education and government customers to model their business processes prior to the implementation of a new enterprise system. The purpose of Business Process Modeling is to: (1) document the organization’s existing end-to-end business processes through the use of a standard format that is readily understandable by all stakeholders; (2) identify current process issues and problems, and (3) identify potential process improvement opportunities that could be achieved through the implementation of new business processes based on best practices.

In addition to documenting a client’s “As Is” business processes, we are occasionally asked to document a client’s “To Be” business processes based on industry-standard best practices. As a general rule, we recommend deferring the modeling of “To Be” business processes until a specific ERP software solution has been selected as the processes that support each software solution vary and the organization will want to take advantage of the best practices inherent in the ERP software selected. Should this recommended approach be adopted, Peak Performance Technologies typically actively participates in the modeling of “To Be” business processes as part of the “Design” phase of the related implementation project.

Step 5: Software/Implementation Services Evaluation & Selection. Assistance in evaluating vendor proposals for software and associated implementation services. The vendor evaluation process will include, but not be limited to:

Organization of evaluation process and committee
Development of evaluation criteria (published in RFP)
Organization and management of bidder's conference for prospective vendors
Draft responses to prospective vendor questions in accordance with RFP instructions
Assistance in evaluating vendor proposals
Detailed cost analysis to ensure "apples to apples" comparison
Development of demonstration scripts to be used in vendor demonstrations
Management of vendor demonstrations
Coordination of site visits
Coordination of reference checks
Management of contract negotiations process

Step 6: Independent Project Management. Assistance in managing large systems development projects in accordance with the system development life cycle, from initial project planning through implementation. Activities may include:

Development of high-level project plan (to document project purpose, scope, estimated costs, project schedule, expected agency impact, external oversight requirements)
Development and management of detailed project workplan
Management of project timelines and deadlines (including submission of deliverables) per the detailed project workplan; all variances from planned schedule will be researched and contingencies will be established where necessary to ensure that the project remains on schedule
Risk analysis and mitigation
Attendance at all project status meetings and other critical meetings
Preparation of weekly/monthly status reports to project executive management
Conduction of executive management briefings
Facilitation of issues and problems resolution
Monitoring of vendor system compliance with required specifications per RFP
Management of project scope and client expectations
Monitoring of all activities to ensure efficient and effective use of project team resources
Review of all project deliverables to ensure that they are of the highest quality and meet standards for deliverables per the RFP
Management of the project budget
Management of contract specifics between system vendor and client (including enforcement of penalties when necessary)
Coordination of training activities
Development and implementation of a change management plan
Development and implementation of an acceptance test plan, and coordination of test script development
Overall day-to-day project direction

Step 7: Implementation Support Services. Assistance in supporting the project team and the software/implementation services vendor on an "as needed" basis for tasks that we are most qualified to perform. Such tasks may include: clarification of functional requirements for vendor project team members, and support in developing the account coding block and budgetary control structure, grant and project accounting, federal reporting, cost allocation, and cash management functions.

Step 8: Project Monitoring/Quality Assurance. Independent assessment of major systems development projects to ensure such projects are completed in a timely manner, within budget, according to established specifications which reflect user needs, adhere to established technical standards and procedures, and make optimal use of technology. The quality assurance function will provide management with an independent evaluation of project progress and identification of actual/potential problems associated with the project. Activities may include, but are not be limited to:

Participation in major system component "walk-throughs"
Review of system testing standards and procedures
Review of system documentation and training plan/materials
Review of project approach, tools, techniques and methodologies used
Tracking of project timelines and deadlines per the detailed project work plan
Independent risk analysis and risk mitigation planning
Review of project deliverables to ensure that they are of the highest quality and meet standards for deliverables per the RFI/RFP
Monitoring of contract specifics between system vendor and state agency
Preparation of periodic status reports to project executive management, including recommendations for corrective action/improvements

Step 9: Organizational Change Management. When an organization implements a new automated system, the greatest risk to success does not arise from the software configuration and implementation process, but from the changes to the existing workplace. The new system will utilize new business processes that may radically change the work environment and job tasks of employees. The risks associated with not recognizing the change impact and properly managing it can disrupt the project implementation effort and system acceptance, decrease employee productivity, and increase employee stress and anxiety. Our change management services include the development and implementation of an overall change management approach and strategy to address:

Readiness assessment of end users
Evaluation of end-user training (including curriculum, techniques, logistics, job aids, etc.)
Media for disseminating change management information-keeping people informed (e.g., newsletter, workshops, project web site, etc.)
End-user support and help desk operations
Change management roles and responsibilities
Implementation of a detailed cultural change management and communications plan tailored to the organization’s needs

Step 10: Strategic Planning. Identification of a governmental entity's information technology (IT) needs and development of a plan for addressing said needs through cost-effective solutions. Goals, objectives and priorities should drive the strategic plan. The strategic plan will address, but not be limited to, the following:

Documentation of information technology needs
Strategic direction
Technical architectures and technology enablers required in the future to meet the future strategic direction
Specific IT projects (new systems, enhancements to current systems, etc.) to be initiated in support of the strategic plan
Prioritization of IT projects by each year of the plan period
Anticipated hardware requirements
Anticipated software requirements
Anticipated resource requirements (in-house and external)
Funding requirements

Step 11: Feasibility/Alternative Solutions Studies. Assistance in determining whether to proceed with an IT project and which solution to pursue when multiple solutions are available. Activities may include, but are not limited to: problem identification and definition, identification and analysis of alternative solutions (including risk analysis and cost benefit analysis), and recommendation of solution to be implemented.

Step 12: Staff Augmentation/Flexible Project Team Services. Peak Performance Technologies provides two types of staff augmentation services to our clients: (1) to support the staffing and experience needs of our large-scale enterprise information technology projects, and (2) interim operational assistance and support to address specific administrative and programmatic needs.

We provide specific project management, technical, functional, training, and change management expertise to our clients in support of their major IT initiatives on an “as needed” basis. These services may be provided during the project implementation and/or for post-implementation support purposes after the system is in production use.

In addition to our staff augmentation offerings for IT projects, Peak Performance Technologies can provide interim operational assistance and support to our clients. As an organization’s resourcing needs fluctuate due to personnel turnover or shifts in initiatives and priorities, our professionals can provide highly-responsive services to assist in managing and supporting operations across the business enterprise with a myriad of skill sets. We work closely with our clients to identify resources with the specific skills and background needed to successfully augment any team. In today’s economic environment, managing a flexible workforce is critical to achieving essential organizational goals. Our professionals supplement existing resources with a knowledge base specific to current needs by serving in interim roles as staffing needs fluctuate.