Front Cover -- Copyright page -- CONTENTS -- LIST OF FIGURES AND TABLES -- LIST OF EXECUTIVE PERSPECTIVES -- AUTHORS -- FOREWORD -- ACKNOWLEDGEMENTS -- ABBREVIATIONS AND GLOSSARY -- INTRODUCTION: PURPOSE AND PRINCIPLES -- I.1 OVERALL PURPOSE OF THIS BOOK -- I.2 WHY YOU SHOULD READ THIS BOOK -- I.3 HOW TO GET THE BEST FROM THIS BOOK -- I.4 MAJOR GUIDING PRINCIPLES OF THE METHOD -- I.5 NATURE AND CHARACTERISTICS OF THE SELECTION PROCESS -- I.6 CHAPTER SUMMARY -- I.7 REFERENCES -- I.8 FURTHER READING -- 1. INTRODUCTION TO OFF-THE-SHELF SOLUTIONS -- 1.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 1.2 INTRODUCTION TO OFF-THE-SHELF SOLUTIONS -- 1.3 INTERACTION OF STRATEGY AND SOFTWARE -- 1.4 IMPETUS - THE PROJECT PRE-CONDITIONS -- 1.5 WHY BUY AN OFF-THE-SHELF SOLUTION? -- 1.6 AVOIDING COMMON PITFALLS WHEN PROCURING OFF-THE-SHELF SOFTWARE -- 1.7 IT CONSULTANCY FOR IT SELECTIONS -- 1.8 CHAPTER SUMMARY -- 1.9 REFERENCES -- 1.10 FURTHER READING -- 2. TALENT MANAGEMENT: SUPPLIER PSYCHOLOGY -- 2.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 2.2 OVERVIEW -- 2.3 CANDIDATE SUPPLIER CONSTRAINTS -- 2.4 ATTITUDES AND RELATIONSHIPS -- 2.5 THE SALES PROCESS AT THE SOFTWARE SUPPLIERS -- 2.6 POWER, PARTNERSHIPS, FAIRNESS AND GOOD LOSERS -- 2.7 CHAPTER SUMMARY -- 2.8 REFERENCES -- 2.9 FURTHER READING -- 3. INITIATION: SHAPING AND AUTHORISING THE PROJECT -- 3.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 3.2 OVERVIEW -- 3.3 DETERMINING SCOPE -- 3.4 SCOPING WORKSHOPS -- 3.5 STUDYING COSTS AND FEASIBILITY -- 3.6 ESTABLISHING PROJECT PHASES -- 3.7 THE EXECUTIVE SPONSOR -- 3.8 PROJECT INITIATION OR TERMS OF REFERENCE -- 3.9 LAUNCH EVENTS -- 3.10 CHAPTER SUMMARY -- 3.11 REFERENCES -- 3.12 FURTHER READING -- 4. REQUIREMENTS ANALYSIS: CAPTURING THE ORGANISATIONAL NEEDS -- 4.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 4.2 OVERVIEW -- 4.3 SOME CAUTIONARY NOTES ON REQUIREMENTS CAPTURE.

4.4 STUDYING BEST PRACTICE -- 4.5 CAPTURING REQUIREMENTS -- 4.6 SELECTING INTERVIEWEES AND ORGANISING INTERVIEWS -- 4.7 PREPARING ATTENDEES FOR INTERVIEWS OR WORKSHOPS -- 4.8 PREVIEW OF LATER USE OF REQUIREMENTS -- 4.9 CHAPTER SUMMARY -- 4.10 REFERENCES -- 4.11 FURTHER READING -- 5. REQUIREMENTS DOCUMENT: DOCUMENTING AND AGREEING REQUIREMENTS -- 5.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 5.2 OVERVIEW -- 5.3 ORGANISING REQUIREMENTS (CATALOGUING) -- 5.4 REQUIREMENT FORMATS -- 5.5 GUIDELINES FOR ARTICULATING REQUIREMENTS -- 5.6 VALIDATE, AGREE AND REFINE REQUIREMENTS -- 5.7 THE WEIGHTING WORKSHOP -- 5.8 CHAPTER SUMMARY -- 5.9 REFERENCES -- 5.10 FURTHER READING -- 6. TRAWLING THE MARKETPLACE: ESTABLISHING THE LONGLIST -- 6.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 6.2 OVERVIEW -- 6.3 CREATING THE LONGLIST -- 6.4 RISKS WHEN ENGAGING WITH THE MARKETPLACE -- 6.5 LONGLIST LENGTH AND WHEN TO INCLUDE CANDIDATES -- 6.6 THE INCUMBENT SOLUTION AS A CANDIDATE -- 6.7 CHAPTER SUMMARY -- 6.8 REFERENCES -- 6.9 FURTHER READING -- 7. ASSESSING LONGLIST CANDIDATES: SELECTING THE SHORTLIST USING THE RFI -- 7.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 7.2 OVERVIEW -- 7.3 APPROACH TO EVALUATION AT RFI STAGE -- 7.4 PRIOR PLANNING -- 7.5 FORMULATING EFFECTIVE QUESTIONS -- 7.6 PREPARING THE RFI -- 7.7 TECHNOLOGY USED FOR RFI QUESTIONS AND RESPONSES -- 7.8 MARKING SCHEME -- 7.9 PREPARING IDEAL ANSWERS -- 7.10 DISTRIBUTING THE RFI -- 7.11 WHO - ROLES ON THE ASSESSMENT TEAM -- 7.12 ASSESSING THE RFI RESPONSES -- 7.13 HOW - THE MAIN RFI ASSESSMENT MEETING -- 7.14 SUMMARISING THE ASSESSMENT OUTCOME -- 7.15 PRESENTATION TO THE PROJECT BOARD -- 7.16 CHAPTER SUMMARY -- 7.17 REFERENCES -- 7.18 FURTHER READING -- 8. DETAILED EVALUATION: ASSESSING THE SHORTLISTED CANDIDATES -- 8.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 8.2 OVERVIEW -- 8.3 WHO - THE ROLES, TEAMS AND SKILLS.

8.4 WHERE AND WHEN - THE MEETING ADMINISTRATION -- 8.5 HOW - THE EVALUATION PROCESS AND MINDSET -- 8.6 DEFENCE MECHANISMS IN THE EVALUATION -- 8.7 NOTE-TAKING BY THE EVALUATION TEAM -- 8.8 CHAPTER SUMMARY -- 8.9 REFERENCES -- 8.10 FURTHER READING -- 9. SCORING: ESTABLISHING DEGREE OF FIT AND RANKING -- 9.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 9.2 OVERVIEW -- 9.3 CRUCIAL ROLE OF SCORING -- 9.4 STAGE OUTPUTS - SCORING MATRIX -- 9.5 DEFINITIONS DOCUMENT WITH LANGUAGE LADDERS -- 9.6 WHO - THE SCORING TEAM -- 9.7 WHERE AND WHEN - THE MEETING ADMINISTRATION -- 9.8 HOW - THE SCORING MEETING PROCESS AND MINDSET -- 9.9 TIME MANAGEMENT DURING THE MEETING -- 9.10 STEPS TO COMPLETE THE SCORING -- 9.11 VERIFYING SCORES WITH SUPPLIERS -- 9.12 THRESHOLDS, ERROR AND DEFENCES -- 9.13 SELECTING DEMONSTRATION CANDIDATES -- 9.14 ADDRESSING SIGNIFICANT GAPS IN CAPABILITY -- 9.15 PRESENTING TO YOUR PROJECT BOARD -- 9.16 CHAPTER SUMMARY -- 9.17 REFERENCES -- 9.18 FURTHER READING -- 10. DEMONSTRATIONS: PROVING THE FIT -- 10.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 10.2 OVERVIEW -- 10.3 OBJECTIVES AND RISKS OF DEMONSTRATIONS -- 10.4 WHO - THE PEOPLE WHO MAKE THE DIFFERENCE AT DEMONSTRATIONS -- 10.5 WHERE AND WHEN - SETTING UP THE MEETINGS -- 10.6 FURTHER PREPARATIONS -- 10.7 HOW - CONDUCTING THE DEMONSTRATION -- 10.8 ANALYSIS AFTER THE DEMONSTRATIONS -- 10.9 DECISION-MAKING AFTER DEMONSTRATIONS -- 10.10 CHAPTER SUMMARY -- 10.11 REFERENCES -- 10.12 FURTHER READING -- 11. REFERENCE SITES: REAL CUSTOMER FEEDBACK -- 11.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 11.2 OVERVIEW -- 11.3 WHY - OBJECTIVES OF REFERENCES -- 11.4 WHO - REFERENCE SITES ATTENDEES -- 11.5 WHERE AND WHEN - MEETING LOCATION AND FORMAT -- 11.6 HOW - EXAMPLE QUESTIONS -- 11.7 THE 'ANTI-REFERENCE SITE' -- 11.8 BUILDING RELATIONSHIPS -- 11.9 CHAPTER SUMMARY -- 11.10 REFERENCES -- 11.11 FURTHER READING.

12. CONTRACTS: NEGOTIATION AND AGREEMENTS -- 12.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 12.2 OVERVIEW -- 12.3 WHY - OBJECTIVES OF A SUCCESSFUL NEGOTIATION -- 12.4 WHAT - DECISIONS AND PREPARATION BEFORE THE NEGOTIATION MEETINGS -- 12.5 THE SCOPE OF SUPPLY -- 12.6 WHO - NEGOTIATION TEAM MEMBERS -- 12.7 PREPARING TO NEGOTIATE -- 12.8 NEGOTIATION AGENDA WITH RELEVANT TERMS -- 12.9 FREE MODIFICATIONS -- 12.10 THE SUPPLIER VERSION OF THE AGENDA -- 12.11 WHERE AND HOW - THE NEGOTIATION PROCESS AND MINDSET -- 12.12 AFTER YOUR NEGOTIATION -- 12.13 CHAPTER SUMMARY -- 12.14 REFERENCES -- 12.15 FURTHER READING -- 13. IMPLEMENTATION: PREPARING THE GROUND -- 13.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 13.2 OVERVIEW -- 13.3 CHANGE OF POWER POSITIONS -- 13.4 SUPPLIER RESPONSIBILITIES DURING IMPLEMENTATION -- 13.5 CUSTOMER RESPONSIBILITIES -- 13.6 YOUR IMPLEMENTATION PLAN -- 13.7 CHAPTER SUMMARY -- 13.8 REFERENCES -- 13.9 FURTHER READING -- 14. VIEWPOINTS BY THEME -- 14.1 WHAT YOU CAN LEARN FROM THIS CHAPTER -- 14.2 OVERVIEW -- 14.3 COMMUNICATIONS -- 14.4 DEFINED RESPONSIBILITY WITH CONSULTATION -- 14.5 OTHER SECTIONS OF THE BOOK -- 14.6 CHAPTER SUMMARY -- 14.7 REFERENCES -- 14.8 FURTHER READING -- 15. CONCLUDING: RECOMMENDATIONS AND RESOURCES -- 15.1 SUMMARY -- 15.2 REFERENCES -- 15.3 FURTHER READING -- APPENDIX 1 SIZING QUESTIONNAIRE: TO SCOPE A SELECTION PROJECT -- APPENDIX 2 COMPARATIVE METRICS: EXAMPLE PROJECT PROFILES -- APPENDIX 3 CHECKLIST: DETAILED METHOD STEPS -- INDEX -- Back Cover.