Assume that you have been asked to procure a new integrated software application
ID: 385840 • Letter: A
Question
Assume that you have been asked to procure a new integrated software application for patient records management for your local hospital. Describe the process you would follow to shortlist suppliers for this purpose.
For this Assignment, address/answer the following:
How would you determine the requirements? For example: How would you determine what capabilities the package must have?
What criteria would you use to select the suppliers?
What are two different approaches that you can use to make your decision? Compare these approaches, identifying their strengths and weaknesses. Which one would you choose and why?
How would you narrow down the list of suppliers to the top three candidates?
What other criteria would you include in the scope of supply?
Explanation / Answer
The development of an ntegrated software for the hospital does not take place in a vacuum and is not solely a technical exercise. Information systems are created to meet business needs and they have to be developed and implemented within the structure, processes and culture of an organization.
In order to help the process transition happen as smooth as possible you should work first of all with the stakeholders. You can look at the process in the following manner:
1. Collect data. What does the management team think? What are the company’s strengths and weaknesses (use SWOT?) and core competencies? How will the departments use the new software? Will the new software help to streamline the current processes?
2. Develop a list to evaluate what makes the software attractiveness.
3. Create a vision for the software training and application and a strategy to achieve it.
4. Put the structures, systems, styles, skills, staff and shared values in place to achieve the strategy.
Addressing these questions enables the project to be seen in the context of what the business is trying to achieve. It means that links between this system and others under development or in operation can be better understood and managed. It enables the project manager to see how the project delivers value and how further value could come through the identification of new opportunities.
Organizations that are evaluating software need to have in-depth conversations with the vendors, and soon-to-be partners, they are reviewing. They need to take the time to explain their business model to the vendors and make sure the tool they are evaluating will support their core processes.
The vendor’s team should not just be acting as a salesperson out to sell as much, as quickly, and as effortlessly as they possibly can. They should be acting as educator, adviser, consultant, and coach. They should be as interested in understanding your organization as you are about explaining it. They should be as concerned about outlining which software is not a fit as they are about convincing you about what is. They should be working just as hard to avoid buyer’s remorse as they are at closing the sale in the first place.
Both Software 1 and Software 2 have as their common functions, and as their primary claimed benefit, the speedy delivery of system features and functionality to meet users’ needs. The difference between the two functions are mainly to do with scale and scope; Software 1 is about the development of entire systems, Software 2 seems more concerned with adding individual features. Both approaches involve developers working closely with users to define the need (by using ‘stories’ in the case of Software 2, by developing prototypes in Software 1) and the sponsors of both also stress the need for proper documentation of the results.
Selecting the right software vendor is hard. It takes time to do it right. Today’s software companies keep you on the latest version indefinitely. Because of this it is important that you make the right choice when you are selecting a new vendor to partner with. The right vendor will grow alongside your hospital and continue to adapt to the market’s needs.
By keeping an open mind and focusing on the business results of the software instead of a laundry list of features, you’ll be able to find the top three vendor’s that are the best match for the hospital. Forging a long term relationship with that vendor will allow you to focus less on your tools or processes and more on what actually matters to your business. Besides, making the right choice the first time could mean never having to select another software vendor again.
One of the most important aspects of choosing the right software vendor is the support you will receive after the sale. Oftentimes a vendor’s ability to support you is the difference between a failed and successful implementation.