How to Choose an Implementation Partner

If the enterprise solution that you are considering is going to require implementation services, then how to choose an implementation partner becomes your make or break decision. Customizations can drive up project cost three-fold or more, and increase project risk at least as much.

But there are steps you can take to mitigate IT project risk. How to choose an implementation partner requires a little bit of savvy and a lot of focused due diligence.

1. Start with the right enterprise application

The right enterprise application fully satisfies all of your must-have requirements and excels in your operational sweet spot. Your operational sweet spot is your business’ most frequently repeated tasks, performed in their most frequently repeated sequence. An enterprise application that synergizes with your business processes in this sweet spot greatly increases your operational efficiency, which in turn justifies the cost, risk and disruption of installing an enterprise solution.

2. Choose the right customizations

The right customizations focus on the entire delivery chain, and automate hand-offs from one enterprise application to the next. Think in terms of data transfer, easy access to email and Internet, and customizing naming conventions and fields to fit your business. Plan for small, frequent iterations to continuously show progress, demonstrate value, and increase commitment. And avoid fundamental changes to the application itself, as they can make later software upgrades complex, labor-intensive and very expensive.

3. Think independently when you choose an implementation partner

Your enterprise application vendor is your strategic partner until an implementation services provider enters the room. Then, your implementation partner becomes your strategic partner. Let me say it another way: the implementation service provider you choose is your strategic business partner, not your vendor’s. Speak with your vendor’s recommendations, but also research independently. Why? Because your vendor’s recommendation will have expertise with the application, but not necessarily with other applications in your environment, your hardware or your industry. You want it all.

Select an implementation partner based on past successes in situations similar to your own. Develop a list of both business and technical requirements that you require from an implementation partner, and do not hesitate to ask about challenges they faced and how they solved them during the interview. Ask for references and call these people to specifically ask not only about the implementation partner, but also about what they learned from their own implementation. Use social media to find insides contacts who can give you the real scoop about the implementation partner as a business partner, ROI and overall satisfaction with the solution.

4. Own project leadership

Many implementation partners like to own project management and work with a coordinator at the client company.  I recommend the reverse: the implementation partner owns coordination of their own team and one of your best people takes on the Project Manager role. It is a conflict of interest to give away the Project Management keys to your implementation partner.

Assign to the Project Manager role a very strong team player who knows your business inside out, can manage to a budget, knows how to hold people accountable and can motivate users, implementers and business stakeholders through to completion. The implementation partner should have a strong voice in setting a schedule they can commit to, and should then be held accountable to that commitment.

5. Manage the budget

Engaging implementation services makes both Total Cost of Ownership (TCO) and ROI Analysis (Return on Investment) mandatory, if you have not already constructed these financial communications instruments. Executives need full disclosure of the financial commitment you are asking of them. When they approve your project with an understanding of the investment, 1) they are less likely to cut funding before the desired ROI is reached, and 2) you avoid the painful task of asking for additional funding, which can kill even the best projects.

Once your budget is approved, managing the budget means managing scope creep. Prioritize your task list and then stay focused on the top few priorities that will bring the highest return. Package them into a release and monitor the results of the release while preparing for the next cycle.

Learn to say “no” and “later” to cool bells and whistles that can distract you from your release goals. You can always reprioritize your list, but it’s wise to wait until after all of your top priorities have been delivered.

6. Manage the results

In the shorter term, you’ll want to monitor whether the solution performs as expected, the anticipated efficiencies have been achieved, and users are adopting the new solution. When these metrics are stable and satisfactory, you’ll want to shift to the metrics that justified the expense and disruption: has this solution had a significant impact on the business? Call a meeting with your implementation partner to share the impact of your new solution on the top line, bottom line and brand reputation.