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Mike turns to TEC research for information about selection teams:

Software Evaluation and Software Selection
Selecting a PLM Vendor
Reduce IT Procurement Time And Risk
CRM Selections: When An Ounce Of Prevention Is Worth A Pound Of Cure
A Pragmatist’s Guide to CRM Software Selections
5 Common Hurdles During the ERP Selection Process—And How You Can Avoid Them

First, he comes up with a rough outline of objectives for the ERP selection project:

• overcome a current lack of manufacturing and reporting abilities
• enhance overall operational efficiency
• better handle compliance issues

He notes the stakeholders of the project:

• business users
• C-level executives
• IT infrastructure support staff
• managers
• suppliers
• customers
• investors

Mike proposes his CFO as project champion, and puts himself forth as team leader, which on the whole is probably a stupid idea, since he has only a limited understanding of many TurtleSpice processes, particularly on the production side.

On top of that, the extra workload—he estimates about 15 hours a week—is going to play havoc with his home life, which is already on shaky ground.

But now that he’s tangling with his VP, he’d rather see it through to the end.

Mike suggests that managers from each department also be a part of the project team: R&D, customer service, business and development, maintenance, production, logistics, QA, finance, accounts, and purchasing… toward development of an RFI.

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