When your software vendor doesn’t deliver exactly what you were expecting it’s time for mature experienced leadership to step forward. Let’s face it, when this happens it’s not exactly like Burger King forgot to put cheese on your Whopper. The situation of receiving software that performs differently from what you expected is a big, big deal. Most of the time shouting and screaming will get you your slice of cheese (though probably unnecessary) but that same approach with your software vendor will have your attorney and their attorney meeting in court.
The relationship with your software vendor needs to be a partnership. A good starting point is your common goal: you both want to get the software live. This requires a cooperative relationship with your on-site project team. In return they will work out issues and find solutions for you. It is important though that you keep your commitments and insist that they keep theirs. Keep exceptional records, take minutes at all meetings and document decisions. Don’t bury your head in the sand, pretending that issues will go away. They will only get worse over time and they will eventually cause you to react emotionally which almost never have the desired result. Be proactive in addressing issues. Make your software engagement leader your advocate not your adversary.
Over the span of my career I have been customer, consultant and software vendor. The worst scenario is when a promise regarding feature function capability is made and not kept. Trust me, your engagement leader hates this situation as much as you do. When this happens, clearly communicate your expectations and requirements. Listen to the options that are presented and determine if your business requirements are being met. Always refer to the contract; if there is a contractual obligation, hold your vendor accountable, but be open to creative tradeoffs. Don’t let promises that didn’t make the contract hold up the project. Consider closely the cost to morale, budget and your institution’s primary focus.
If your software vendor does not deliver on their contractual promises, you may have to escalate but do this selectively. Your engagement leader’s life does not get easier when this happens; in fact pressure mounts from all sides. So before you escalate, work diligently with your engagement leader in earnest. Escalate with restraint; you don’t want to become the forever squeaky wheel or the “high maintenance” customer. Your engagement leader will understand and most likely support the escalation if you tried to work through the issues with them first. Again, show restraint and avoid emotional reactions. A guaranteed way to assure that your dispute will dissolve into attorneys reviewing contractual language is by shouting and threatening. This never has a positive result and most assuredly will increase your timeline and will ultimately delay realizing the benefits of your system.
Many of the relationship ending conflicts between customer and software vendor can be avoided if you have seasoned third party leadership on your side. An experience third party can assist in identifying potential issues or pitfalls and has the background cultivated time and time again with multiple clients to recommend the correct solution. A third party has the ability to see through the emotion of the issue and assist in developing the resolution without all the baggage that may accompany the client or vendor. Your relationship with your software vendor has to be navigated properly and there is no substitute for real-world experience.
Santa Rosa Consulting specializes in the real- world experience that will help you navigate through a successful project. Through calm waters or stormy seas, it’s a good idea to have a calm experienced hand on the wheel. Please give us a call at 248-415-8000 or check out our web site at www.santarosaconsulting.com. Read our blogs and see for yourself.
Bruce Grambley
Associate Partner
Santa Rosa Consulting