Joe Nevshemal is the VP of Business Development at Handel Information Technologies, Inc. and has been involved in dozens of Tribal enterprise system procurement, purchasing, and implementation. In the coming weeks, he will write a series of blogs that outline some of the best practices for approaching a search for software. He will cover the search, procurement, and implementation of software for Tribes.
Beginning a search for any kind of software can be a daunting task. However, when looking for software to assist tribal governments, one has to be careful on how the task is approached because the initial way the search is approached can dictate the success of the whole process, including events as far out as implementation and use of the software. So before beginning a search, look through what I consider to be a set of key elements to keep in mind.
1. Understand that all Tribes do things in a very unique, specific way, and for very good reason. These processes work best for the tribe and are what all the employees are familiar with as well as most efficient at while working. The task of purchasing software and changing everyday business workflows can cripple your employees and bring your processes to a standstill. I have seen it happen.
First, make sure that the software which is being investigated would not completely overhaul the organizations workflows, processes and practices.
Sometimes choosing software invokes thoughts on efficiency and how to streamline some of the organizations workflows. This is absolutely normal and a good sign that the person spearheading the software search is thinking ahead, but this person should be wary of trying to tackle too much too quickly. If the organization’s processes are not efficient enough and need to be changed drastically, then this is not the time to purchase software. Take the time to change those processes, get your employees familiar with the change and ensure they understand and accept it before you move on to purchase new enterprise management software. If one attempts to purchase new software and alter those processes drastically, a person can have a small mutiny on his or her hands.
2. Assemble as many different employees as possible from the Tribe into a team to provide input on the choice. The team of individuals include one person from the IT staff, a person from the management staff, another person who will work within the software on a daily basis (e.g. a caseworker), and finally, the decision maker. The decision maker should be the person who will have the final say on most aspects of the process, consider this person to be the team manager. It is important to have one person who has the final say, so the process does not end up deadlocked and stall.
Staff buy-in is also critical in any change, including a software change. It is best that all areas of the Tribe are involved early in the process because this gives the team members a sense of ownership in the project. They will feel they have been heard early on, before the process gets to the point where it cannot be changed. This kind of ownership is extremely important, and since each team member gives their input to the process; they are now responsible for its success. They will most certainly return to their departments or co-workers and champion the change. This begins the adoption process of the software before it is even in front of them. The “champions” will also create an excitement with the staff instead of a sense of dread that usually accompanies the arrival of change.
3. The final element to consider is that this process of procuring software is going to take time to perform well. Make sure that the supervisors of anyone on the team are aware of this commitment, and that they allow for time for employees to attend and work on the project. Finding the right software is a very important task, and the person in charge should ensure that team members do not end up in a situation where they are being required to meet hard deadlines for their supervisor for other projects as well as work on this project. Because ultimately, the employee will focus on the tasks that his or her supervisor wants, not the software procurement project, since that is what the employee’s job performance is judged upon. If an employee is expected to meet hard deadlines and work on this project, the ramifications include the fact that anything dealing with this project would be sent to the back burner. This could destroy the software procurement process before it even begins. Make sure the supervisors of each team member are informed of the time commitment this project will require and how important the employee’s involvement is to the project and ensure the supervisor allows for the employee’s full participation in the process.
Check back next week, when I will outline how to choose what kind of software a Tribe needs, before even heading out into the market place to shop.