Proposal management software has become increasingly popular among firms as it helps streamline the proposal development process and improve overall efficiency. However, implementing new software also comes with risks of delays, cost overruns or failure to deliver expected benefits if not planned and executed carefully. This blog discusses some of the common pitfalls organizations should watch out for and avoid during the implementation of proposal management software.
Understanding Requirements
Proper definition of requirements is a critical first step that is often overlooked. Organizations rush into procurement without fully understanding their specific needs and how people will actually use the system on a day to day basis. This leads to frustration later on when the solution does not meet expectations.
To avoid this, take time upfront to:
Map out current proposal processes end-to-end and identify pain points
Consult widely across departments that will use the system
Document detailed functional and technical requirements
Consider future growth needs as well in requirements
Proper requirements gathering ensures the chosen solution aligns to existing and future needs. It also prevents scope creep later which can balloon costs.
Choosing the Right Vendor
With many options available in the market, choosing the right vendor for implementation is important. However, organizations often go for the lowest cost option without evaluating thoroughly.
When selecting a vendor, firms should:
Check client references and case studies of similar implementations
Understand the implementation methodology and track record
Evaluate the vendor’s domain expertise and consultancy support
Consider customization and integration capabilities
Sign off only on a detailed project plan with timelines and milestones
Going for an experienced vendor with proven implementation skills reduces risks compared to always choosing on cost. Their expertise ensures a smoother rollout.
Internal Change Management
One of the biggest reasons for failed or delayed implementations is lack of proper change management internally. Users resist new systems initially if not brought on board and trained appropriately.
To drive acceptance and adaptability:
Communicate the ‘why’ and benefits upfront to gain buy-in
Conduct early workshops to understand user perspectives
Involve power users and champions in design and testing
Roll out detailed training and support programs
Monitor and address resistance through the transition period
Strong change management activities lead to higher adoption rates thereby realizing planned ROI faster.
Testing and Contingency Planning
Comprehensive testing before going live is vital but often given low priority. Missing important tests can cause issues post go-live affecting productivity and reputation.
It is essential to:
Develop a detailed test plan and assign adequate time
Conduct unit, integration, load, security and user acceptance tests
Address all critical and high severity bugs before go-live
Plan for a mock conversion of real data for user testing
Create contingencies like rollback strategies if needed
Proper testing mitigates risks while contingency plans provide comfort in case of unexpected issues after going live.
Custom Configuration
Many implementations fail or get costly due to demanding customizations beyond envisioned scope during planning. Organizations should avoid gold-plating the solution.
It is best practice to:
Limit customizations and accept certain process changes
Consider cloud-based configurability before custom coding
Carefully assess each custom requirement’s complexity and ROI
Budget and plan custom efforts realistically in timelines
Modularize custom work to avoid scope creep
Doing bare minimum customization ensures the solution remains relatively standard and upgradable for the future.
Change Controls and Governance
Lack of controls lead to unplanned work flooding the implementation timelines, delaying go-live. Similarly, long-term governance is critical for success.
Organizations must:
Establish a change control board for approvals
Enforce regular scope, schedule and cost reviews
Continuously track benefits realization post go-live
Develop support and upgrade processes, training programs
Conduct planned enhancements through governance
Formal project governance instills discipline while ongoing stewardship sustains solution benefits in the long-run.
Pilot Go-Live Strategy
A phased rollout reducing risks is preferable to a big-bang go-live for the entire organization.
It is smarter to:
Identify a minimum viable set of processes and users for piloting
Conduct pilot in a controlled environment with limited scale
Learn from pilot experience before scaling up organization-wide
Use pilot period for refinement before full rollout
A pilot approach reduces the possibility of major issues affecting the entire business during full production roll-out. It builds user and stakeholder confidence.
Conclusion
While proposal management software streamlines processes, recurring pitfalls often exist during implementation that reduce expected ROIs if not addressed carefully. By understanding requirements thoroughly, selecting the right vendor, driving change management effectively, conducting extensive testing and pilots, limiting customization and establishing strong project controls - organizations can avoid common risks and transition to the new solution smoothly. This ensures full benefits are delivered on-time with minimum disruption.
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