Software Selection and Conversion CASE District VIII Conference

Software Selection and ConversionSoftware Selection and Conversion

CASE District VIII Conference

Sunday, February 29, 2004, 1:45 p.m.

Presenter: Gail A. Ferris

Director, Development Operations

World Wildlife Fund

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ConversionsConversions

Planned change

Informed choices

Communication and training

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To Convert or Not to Convert…To Convert or Not to Convert…

Current system vital signs Hardware: age, cost viability & efficiency Software: utility, cost, & compliance Users: satisfaction with service, “wish list” &

level of freelancing Practical: response time, “shoring”, and

adequacy of features. Knowledge of the shortfalls will serve you well in determining new system specifications

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To Convert or Not to Convert…To Convert or Not to Convert…(cont.)(cont.)

How are business needs changing?How are business needs changing? Define the “customer”, not who uses the Define the “customer”, not who uses the

system now, but who will benefit from a new system now, but who will benefit from a new system – fundraisers, alumni relations staff, system – fundraisers, alumni relations staff, researchers, finance office, etc. They can researchers, finance office, etc. They can help you sell the idea.help you sell the idea.

New technology – web interfaces, etcNew technology – web interfaces, etc..

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Developing System SpecificationsDeveloping System Specifications

Form a team – results in buy-in from all potential users

Steal – call schools who have gone before you in the process for information and ideas; go for best practices

Define functionality – what do you want the new system to do (or not do)

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Developing System SpecificationsDeveloping System Specifications(cont.)(cont.)

SWOT sessions – document current system strengths and weaknesses, as well as opportunities and threats presented by conversion

Story boarding – write and post every idea, feature, or concern

Institutional issues – limitations by policy, politics, or practicality

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The RFP (Request for Proposal)The RFP (Request for Proposal)

Request for information sometimes done first

Steal – get copies of RFPs from those who have done them recently

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Typical Parts of an RFPTypical Parts of an RFP

Executive summaryExecutive summary Functional descriptionFunctional description Output/outcomesOutput/outcomes Project time lineProject time line Standards: CASE,FASB,IRS, stateStandards: CASE,FASB,IRS, state Key contactsKey contacts Implementation requirementsImplementation requirements Proposal requirementsProposal requirements

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The Vendor ListThe Vendor List

Begin vendor research while assembling RFP

Send to contact person, not an address Give RFP widest circulation possible Be knowledgeable about purchasing

policies, especially if using public money

Enclose a response card

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Managing ProposalsManaging Proposals

Maintain standards Log responses Follow standard team review process Circulate all responses to team Don’t make exceptions

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Managing Proposals (cont.)Managing Proposals (cont.)

Keep to the timetable – stage of process when most projects die

Check references – unofficial and official, but be discreet & professional

Vendor demonstrations Site visits – often helpful; not tour, but

opportunity to get questions answered

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Fiscal IssuesFiscal Issues

Most budgets cover the “sticker price (hardware & software)

Contingency costs often overlooked, typically 10 –15 % of he total

“Sneak” costs: consultants, overtime, temps, copying, training, rework, testing

You won’t get it if you don’t ask!

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Planning the ConversionPlanning the Conversion

Identify model appropriate for institution Team approach Sole leader Advancement services staff

Determine time-line commensurate with resources

Delineate goals

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Key playersKey players

Technical support Advancement Institutional leadership Finance Vendor

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Reality CheckReality Check

University preparedness

Data integrity

Personnel

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The Driving ForceThe Driving Force

Time-line

Other university factors

Calendar considerations

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TechnologyTechnology

Database administration Significance of technical challenges Appropriate institutional decisions made? If specific decisions not yet made, impacts

to conversion time-line Do the technology enhancements support

your primary goal?

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Planning -- ResourcesPlanning -- Resources

People

Equipment

Support and outside services

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Planning -- ProceduresPlanning -- Procedures

Document handling Training

Data entry Query-only users Technical staff

New forms Reporting

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Planning -- Division of DutiesPlanning -- Division of Duties

During conversion Who handles ‘new

efforts’ during conversion time period?

What will be supported, by whom, with what degree of prior notice

After conversion Does the new

system permit a different distribution of duties?

Is everyone ‘on board’?

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Status UpdatesStatus Updates

Have reality checkpoints on the calendar Celebrate successes Know your options -- is there a Plan B? Expect the unexpected

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Communication -- Managing Communication -- Managing ExpectationsExpectations

Communicate how decision effects functional results of new system

Communicate the roles and responsibilities of staff for period after conversion of data

Establish communication mechanism which will continue after conversion

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Communication -- Managing Communication -- Managing ExpectationsExpectations

Follow up Follow up Follow up Establish network of those most

knowledgeable on system to act as mentors

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Remember the 7 P’sRemember the 7 P’s

Prior Proper Planning Prevents P Poor Performance