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 | | http://www.documanager.net/magazine/article_281_drt_decision_aids_for_the_right_choice.html |
The selection of a suitable product is an essential part of a DRT-project and frequently decides on the success or lack of success of the project. The right preparation and the right treatment of the selected supplier are the prerequisite for a successful introduction. DRT-solutions are directly offered by the suppliers, but also through system integrators. Criteria for the right selection of the solution supplier can help to minimise the risk of a wrong decision. In case of a decision for a DRT-solution the selection of the solution supplier is extremely important in addition to the pure product decision. In this, the implementation through a system integrator can reduce the producer risk. Furthermore a system integrator frequently has a wide range of experiences in the used application systems and in the knowledge of the industrial sector. An example: Documentum is strongly represented in the chemical industry. Here are extremely strict regulations for the documents, which concern the construction of chemical plants. Partly safekeeping periods of 30 years are stipulated. A system integrator who develops special modules for the cycles of the development and maintenance of chemical plants has a competition advantage here. A good system integrator who knows the overall system of the customer can additionally solve problems in the production support until a certain level. In the following some decision criteria at the selection of a DMS-overall solution are to be shown. These criteria are not only relevant for the pure product selection but also for the selection of the solution supplier. Here the objective selection criteria like the formulation of requirements and K.O. criteria of the duties record book or classic selection procedures like the utility analysis are not to be considered, but other selection criteria, which can protect against unpleasant surprises, if they are followed. In this context, no complete selection aid is presented, but important additional advices at the selection of a DRT-supplier. All these advices are derived from the point of view of the supplier. The user should "put oneself in the position" of the supplier in order to be able to read between the lines of a quotation.
References
Each supplier will mention a more or less extensive list or references for a quotation. Exiting references are to show that the basis system has been installed for several times and the childhood diseases have been removed. Additionally it can be shown that there is a basis of confidence with the existing customers. References, however, are only convincing if there are specific statements with regard to the realised projects, like the location and contact, year and version of the installation and the reference to following projects. Especially following projects optically improve the reference list. However, following projects also show that the customer obviously was satisfied with the first project and has placed following orders. The quality of the works not only depends on the amount of installations but also on the long-term customer relationship, which is a yardstick for the customer satisfaction. A closer look at the references can also show if wished adaptations or individual modules have been made in this or in a similar form. This reduces the risks towards first developments.
Release level of the standard software
The tedious problem of software versions, which have been introduced into the market too quickly and which show essential defects, is known. For this reason, experienced users wait a long time before they upgrade certain software products, until the first patches, which means error removals, are available. Within this context it is interesting to know if in case of a new large change of version a completely new programming has taken place. A lot of producers proudly emphasize the fact that they have a completely new software. If the integration of new innovative technologies is connected with this, it can hardly be criticised. However, a new programming also involves risks. In such cases one should pay attention to the development duration of the newly programmed parts. Were they introduced into the market in a short time or was there a development time corresponding to the scope of software, which allowed a sufficient quality assurance? Altogether it primarily seems to be a problem of the standard software, but it is also a problem of system integration, because missing components of the standard software could endanger the stability of the overall system and thus could also represent a problem for the system integration.
Individual modules and adaptations
Individual adaptations or individually programmed modules involve the usual risks of software development - delays of dates, quality problems through early delivery, non-scheduled difficulties at the integration etc. The limits for the development and installation of individual modules for the system integration are fluid and are not to be discussed here. Decisive is the exact specification and the thought-out design of the individual parts of the overall solution. In this context, suppliers and customers are equally challenged.
Pricing:
Total costs and following costs
In order to be able to estimate the overall costs of a DRT-introduction an offered solution has to be examined for hidden or non-foreseeable costs. For the total costs also the costs of the following years are important. At first sight the following costs resulting from hardware and standard software seem to be recognisable. However, here and even in case of performances offered with a fixed price unknown costs or risks can be hidden. A number of considerations and questions concerning the aspects
can show the long-term following costs and the risks whether the system integrator can cope with the project at adequate costs with the necessary quality.
Project management of the supplier
As early as during the stage of quotation in addition to sales employees also development engineers and at least one experienced project manager should be integrated in the team of the supplier. It is also helpful to know at least the project manager as well as the most important project employees before concluding the project of the future project team. If during the stage of quotation highly competent employees are involved, who do not realise the project afterwards however, no conclusions can be drawn about the quality of the supplier for the services. The mentioned criteria for the selection of a solution supplier in the DMS-area do not claim any completeness. It should be shown that a great number of considerations, which go beyond the formal area, are necessary in order to minimise the risk of a wrong decision. In case of complex decisions and big problems also neutral consultants can help to make a decision. Furthermore they can contribute to secure the success in the implementation and introduction process as neutral moderators and project coordinators.
Published: 03/2004
Author: Dr. Joachim Hartmann
 | | Dr. Joachim Hartmann is a senior consultant and project coordinator for South Germany of the PROJECT CONSULT Unternehmensberatung. Project Consult |
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