An Adaptive Approach to Software Procurement
Jun 21, 2015
Statistically, an organisation's chances of successful software implementation are quite poor. Recent improvements in information technology have helped, but it is still more likely that a new system will fail than that it will succeed. In this session, Iain Pritchard, technology partner at charity specialists Sayer Vincent, argues that the root of the problem lies in the procurement process. Sayer Vincent's Adaptive approach to procurement moves the focus away from technical functionality and, using a combination of process mapping, prototyping and assessment-centre evaluation, ensures a more reliable choice of supplier and system.
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Transcript
An Adaptive Approach to Software Procurement
(..or, why ITTs are bad for your health…)
Iain PritchardAdapta Consulting
Aim of the session
• To explore some of the reasons software projects are so prone to failure…
• …and what you can do to increase your chances of success!
How many software implementations succeed …?
Some statistics
Chaos report – Standish Group 2010
What does unsuccessful look like?
So, why do software projects go wrong?
Rarely because:• The technology is wrong• Software is faulty• The supplier is evil• The supplier is incompetent• The supplier is too small• The contract is weak• There wasn’t enough rigorous
methodology
Actually because• Ambition Capability• Making a business case is unfamiliar
and boring• Decision-making is often complex
and slow• Real project management is hard
work• Personal benefits matter• Most of us are too busy
Unfortunately, throwing money at the problem doesn’t help..
…nor does a team of lawyers and a watertight contract
So, what about a “sound methodology”…? Bus. Case
Req’ts
ITT Select
Impl.Spec’
Contract
False comfort...Senior managers and trustees like the traditional approaches because they are:
• Staged• Requirements-driven• Proven• Robust• Safe• Respected• Recognisable
But traditional approaches to software procurement often fail because:
• Most people don’t actually know what they want
• Departments don’t talk to each other
• Language does not clarify enough• Formality excludes supplier and
ideas• Premature contracts inhibit
A more adaptive approach..?
What the org. really needs and
can achieve
Business case and key processes
Short list and Prototyping
Specification and contract
Governance
Weak points in the adaptive process?
• Short-listing
• Trustee / SMT confidence
• Supplier commitment
• Cost
Some discussion…?
?? ?
?????
Telephone: 00000 000000Email: [email protected]
Office Address: Adapta Consulting LLP5 St John's Lane, London EC1M 4BH.
Website: www.adaptaconsulting.co.uk
Adapta Consulting, 5 St John’s Lane, London, EC1M 4BH020 7250 4788
Thank you
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