How to assess the delivery capability of software vendors

Source: Internet
Author: User

 

Note: copyright of this ArticleECFAnd HP.

 

Over the past many years, CIOs have focused on whether software suppliers have mature solutions and software products, whether there are corresponding customer cases, and whether they are willing to continue to develop in this field, of course, the most important thing is the price, which also becomes a key factor in the software selection process. If you can get a satisfactory answer on these aspects, then, you can determine a software supplier. This is like a process of finding "objects.

However, the ERP system must be implemented and applied in the end. After the System was launched, the "marriage" of both parties began, at this time, the CIOs of enterprises often send a sigh: I was confused by your charming appearance at the beginning, and many problems were discovered only when I started my life together. What are the problems in this process? The most common example is that the software system needs to make minor adjustments due to changes in business rules to adapt to the changing requirements of business rules. If the software is powerful enough, the problem may be solved through the platform configuration. In this case, only the technical consultant of the software can make adjustments at the site; if the software itself is insufficient to support this configuration, it may need to be completed through secondary development to meet the business needs of the enterprise. Now the question comes: Question 1: Is the technical consultant responding 24 hours or 48 hours? People are here. How long will it take to solve the problem at the scene? Question 2: is it feasible if development is required? How much work is required (cost )? How long does it take to complete (Progress requirement )?

Among many management software vendors, enterprise services are more passive responses, and customers can handle problems in the past. If they have business needs, they will report a price, and then charge the customer for development. This status makes CIOs extremely uncomfortable. They think that they can't do anything except for money. At this time, the two parties have not clearly defined the service SLA, and there is no clear service response standard, and the customer has not been able to pay for this standard, naturally, CIOs require "the sooner the better", while software vendors define it as "If there is money, there is no money to move it back ". Therefore, CIOs need to clarify the response standards for the service period and the corresponding payment standards with the software vendors in the early stage. Only in the early stage can they clarify these issues, the "happy marriage" of both parties can be maintained in the subsequent Software Delivery (including implementation and service) process ".

My friends in the industry commented on the personnel capabilities of a well-known software manufacturer in China and gave a classic summary: first-class talents before sales and second-class Talents for implementation; if you do not enter the stream, do the service. This shows that domestic software vendors are still sales-oriented, but what about our companies? Enterprise requirements in the future are: first-class pre-sales, first-class implementation, and super-class service. This is a typical service orientation. Where is the future of managing software companies? The first step towards service transformation is to improve service delivery capabilities.

 

Note: copyright of this ArticleECFAnd HP.

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