How do you involve key stakeholders and users in the IT vendor selection process?

We choose vendor that meet organization need requirement and expectation. The first step is to identify the stakeholders Leadership, IT team, procurement team, business unit and end users. Identify champions from above groups who can provide insight into need, pain points and preference. Setup cross functional team to build diverse perspectives, Involve stakeholders in kick off meeting, requirement gathering, vendor evaluation and selection and contract negotiation Regularly updates on status, progress to inform stakeholder. Offer training or knowledge sharing session with stakeholders incorporate their feedback to address the concerns raised Involving stakeholders ensure chosen vendor align with strategic objective, needs and deliver value

In my experience the "You" should include the functional sponsor, the technical sponsor and an experienced facilitator The functional sponsor is responsible for leveraging the solution to deliver value back to the company The technical sponsor is responsible for ensuring that the solution meets the company's technical requirements including integration, support, security, etc. The experienced facilitator is responsible for leading the team thru the development of the Engagement strategy (addressing Guiding Principles, the Why of the project/Desired Timing, Funding Status, Groups involved including vendors and sponsors, financial considerations, Success criteria and ongoing relationship management.

When choosing an IT vendor, it’s like a team sport! ?? Team Selection: Identify who’s affected by the vendor’s product. Game Plan: Get together and list out what you need from the vendor. Score Points: Rate how important each requirement is and how well each vendor meets it. Leaderboard: Calculate scores and see which vendor is leading. Final Whistle: Pick the vendor that best fits your team’s needs. Remember, everyone’s input matters in this game! ??

The first step is to establish if the solution you are selling is in line with the prospect's challenges and objectives. Before you can confidently get permission to enquire about the stakeholders and decision process, you need to prove that you are credible and the solution is fit for purpose. Depending on your contacts appetite to progress this forward, you can either ask them to facilitate introductions, to equip them with what the stakeholders need, or tell them that you will be contacting these contacts and explaining why you are doing so. Connecting different teams together wins trust and builds credibility.

IT vendor selection process is crucial to ensure that the chosen vendor aligns with the organization's goals, meets user requirements, and addresses potential challenges while ensuring scalability as needs and technology changes. Broad threes stakeholder groups *Leadership and Strategy Project sponsor Finance Dept Legal and Compliance External Consultants (If needed) *Implementation and Management IT Dept End Users Project Team Business SME UX Team *Support/Maintainence Operations Team Support Team

Additional things to consider are: - Platform fit. How do the different technologies assessed align with your current technology footprint? Does your team have the skills and expertise to manage the technology? - Existing vendor relationships. Do you already have established relationships with these vendors? - Strategic fit. Would you be a strategic customer for that vendor, therefore being able to get more insight and influence into product roadmap? - Integration capabilities. Most times you will need to integrate an IT solution with other platforms. - Total Cost of Ownership (TCO). Make sure to not only look at licensing costs, but additional ones like compute for integration, additional skills for support and administration, etc...

I am a bit unsure what an IT Solution is. People, processes and technology that make up a solution. To that end it is important to ensure that all the necessary people are involved upfront and along the journey and that the processes that are going to be impacted by the new technology are considered. Communication across the organization and with potential vendors has to be transparent - all parties need to understand the elements of the Engagement Strategy in order to ensure alignment.

Input from Business Process Owners (BPOs) and Subject Matter Experts (SMEs) is fundamental to ensure high-quality selection process and future adoption of the solution. At the same time, involvement comes with a high cost in terms of time investment so it is very important to align on expectations in terms of deliverables and timelines.

I find documenting requirements and having the team members sign off is a good way to ensure alignment and reduce "not invented here" scenarios. Also allows people the opportunity to feel "heard".

To enhance the efficiency of the IT vendor selection process, it is essential to involve stakeholders systematically. Identify relevant participants, clearly communicate objectives, and gather input through meetings, surveys, and workshops. Maintain an open channel for ongoing communication, promptly addressing any concerns raised. Keep stakeholders updated on progress and incorporate their feedback into decision-making. Before finalizing the selection, conduct a validation meeting to ensure alignment. Express gratitude for their valuable contributions, fostering a positive relationship throughout the entire process.

Managing stakeholders involves clear communication, analyzing their needs, setting realistic expectations, resolving conflicts, and staying adaptable. Regular updates and open dialogue are crucial. Tailor your approach based on stakeholder needs, address potential issues early, and be ready to adapt. This ensures positive relationships and minimizes conflicts throughout the project.

The reference to IT Vendor selection should be updated - we don't often pick vendors as much as we select the solutions. Creating Guiding Principles with the executive sponsors and communicating them to all parties help all parties stay aligned to what is important to the company (which helps the what individuals/departments may consider critical to the effort) Creating and getting signoff on the selection criteria can also help addressing tradeoffs. Frequent communication is critical as is executive sponsor support.

Building trust both internally and with the vendor community starts at the very beginning of the effort and is based on transparency and being consistent in messaging.

I am a bit unsure what an IT Solution is. People, processes and technology that make up a solution. To that end it is important to ensure that all the necessary people are involved upfront and along the journey and that the processes that are going to be impacted by the new technology are considered. Oftentimes, the functional sponsor will identify a solution and want to move forward for using it. They may not fully understand the technical implications related to data and systems integration, privacy concerns, risks to the organization by engaging with a new provider/solution. By engaging the broadly defined "You" the core team (functional, technical and facilitator) can work together to address all the necessary issues.

Ideally your vendor selection process should be governed and defined by your policies, standards and procedures. It is at that stage the key stake holders should have been involved, their involvement should run through the entire process.