1. Describe the steps taken in the software selection process at Timberjack. Compare this to a 'traditional' Systems Development Life Cycle.
Step-1 – intent: A need was realized. In early 1995, the Swedish groups (Sahlqvist and the Marta) were investigating the acquisition of new computer software to run their parts operations. The main reasons where heavy instability of their existing systems. Frequent system failures came from large amounts of modifications of their source code. As a result, they not always rely on the data thorough there present system.
Step-2 – Outlining of a future IS system: Coopers & Lybrand (a management consulting company of about 10,000 employees) helped the top managers outline a future information systems (IS) plan and strategy.
Here are some of ideas included:
• Integration of manufacturing, dealer relationship, sales, parts and service all in one software.
• Hewlett-Packard claimed they would no longer support the current MM3000 software.
• An ERP system or “distribution company package” would best serve parts, and a separate manufacturing system would best suit the factory.
Step-3 – presented to the board: The Coopers & Lybrand consulting firm presented to the board of directors recommendations for the global software strategy. Each organizations were given the task of selecting one system to run the parts side of the organization in the US and Sweden. Utting was assigned to be the project manager.
Step-4 – Software selection consultant: the software selection consultant Bahar Inc. was invited to bid on the software selection contract. A matrix of requirements and definition was created for the us and Swedish groups.
Step-5 – RFP process - software consultant was selected: Timberjack received a quotation from Bahar, the fees would be under $100,000.00 USD which included the following services: RFP creation, vendor and site visits, list of vendors, advice on negotiation of the contract and final selection consulting. Bahar schedules meeting dates to accommodate this list of services. They would work with Coopers & Lybrand to create a requirement list for the project.
Step-6 - RFP process - preliminary lists of requirements: preliminary lists of requirements for the following where created by Bahr with the partnership of Coopers & Lybrand: accounting, finance, purchasing/planning, customer service, pricing, distribution, benefits, information systems, and all capital expenditures.
Step-7- RFP finalized: the RFP with a 52 line item matrix to overview a 200 total page document with over a thousand requirements was developed to guide the software selection, lists of standard reports, and instructions to vendors for the bidding process was included. 50 hard copies were produced, and the RFP was also copied in electronic format.
Step-8 – list of vendors: Coopers & Lybrand consulting firm created a list of vendors; the venders where to be constrained by a list of standards generated by the internal standards committee.
Step-9 – Vender Request for Quotes: 13 companies were sent the RFP. Well attended and well represented meetings were held in the USA to answer questions that the vendors had regarding the RFP. Vender Request for quotes was requested from 6 companies.
Step-10 – Comparative summary: A matrix of 6 companies were generated and used to compare the strengths of the 6 quotes received.
Step-11 – Narrowing the list to two: the oversight group of Baher, Coopers & Lybrand, and management group went through a quick process of eliminating several of the bids. The list was finally narrowed down to two bids, QAD and Oracle. The total implementation cost and deliver time frames where evaluated.
Step-12 – Implementation: The final election was made and signed off by both US and Swedish locations. The implementation would begin.
I felt like Timberjack followed the traditional life cycle of: project identification project initiation and planning Analysis Design construction
