First, give conclusions that can be used for decision-making
If the demand is mainly for generic office synergies, the purchase of mature products is usually more fast-lined and more complete. If the differences are concentrated in a small number of processes, priority is given to configuration and extension points; independent customization is considered only if the enterprise has a clearly differentiated process, complex system connections or plans for long-term productization.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
Two or three candidate products are tested using the harmonized process list.
Validation Key Dependence
Disparities that cannot be covered are divided into configuration, extension and independent systems.
Development of assessable outcomes
Compute the cost of licensing, implementation, development, migration and three-year transport.
Make sure you decide the next step with the real results.
A full procurement is decided after a set of real processes is piloted.
How do you understand it in the actual business?
The firm has 20 ordinary approvals and a complex project project project development process. The logical route is standard OA loads of common synergies, which are achieved through expansion or project systems, rather than rewriting the entire office platform for a process.
The easiest pit to step on.
Use the demonstration template to determine the suitability of the product, without testing the real process
Forced professional work into OA in pursuit of unity
The contract only uses account numbers, without specifying the mechanism for data export and exit
How should we end up receiving and confirming?
The selection findings should provide a suitable list, the manner in which the differences were achieved, the interface validation, the data migration programme, the permitted continuation costs, the impact of the upgrade and the exit arrangement.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.