Como você compara os recursos do software?

In my experience, when businesses seek technological solutions for critical processes, they desire more than just data; they crave clarity, context, analytics, and dashboards to drive smarter decisions. Therefore, it's crucial to comprehend the solution's vision, its interdependence with other systems, workflow capability, and data flow between business areas when procuring software.

When analyzing software a few things must always be taken into consideration: - What are your current needs and goals? - How does it connect/integrate to your existing business - The SW Lifecycle in a company is usually large so when you buy it you will live with it for a long period of time, so how flexible is it in order to adapt to your future demands? - How does your business scale and how does it scale technically and commercially? Do both things fit? - Understand its licensing in deep detail - Do you have the skills or are there skills available in your market to operate it? - How are you going to be supported? - Don't go with slides and talks. Test everything you need to know.

One perspective I want to share is the Flexibility for Change. Think about the flexibility to switch software if needed. Can you migrate your data and processes to another solution easily? Since an enterprise software is a long term commitment but if there is no clear exit plan or flexibility then it can lock the enterprise in a undesirable situation.

You certainly need to define your needs and goals, as that will be necessary to weigh the importance of functions and features in comparing software solutions. But be careful to not be short sighted in that respect. It could be that a software solution provides a feature that you've not entertained (e.g. DMS integration versus outdated Windows NTFS for document storage). You need to think about where you need to be going and growing as well, not just focused on checking all of the boxes of your existing software and current ways of doing things.

I often started with a clear definition of what was required but learned so much more by looking at all capability in different solutions. It is always good to find better options or even discover something you hadn’t realised was possible. As for comparing capability ( and costs) - well defined categories on a spreadsheet could not be beaten

In my experience leading a software analytics company, I've found that a systematic approach is key. Defining specific needs, creating a checklist of must-haves, and researching thoroughly are fundamental steps. Prioritizing features based on importance and aligning them with long-term goals ensures the best value and efficiency. Your advice on flexibility and clear exit plans resonates; being stuck without options can hinder growth.

Appoint someone to spearhead a feasibility study with final report showing each software's ability to meet requirements, mitigate known risks, fasttrack adaptation, revealing any hidden costs for custom development and implementation. Large scale enterprise software may have more features than needed so requires little customization but usually costs more upfront. Smaller proprietary software may need some user specific customization so the solution is a better fit but additional costs will be incurred. Comparing purchase prices alone will not provide the cost analysis needed for the task at hand.

In my experience researching the market to establish a list of vendors/products to be compared should be done on three stages: a long list, a short list and a final list. The long list is a list of products that might deliver the requirements collected. In this stage no assessment will be done. Once the long list has been created, down select by removing the software products that are non-compliant out of certain obvious reasons. You might be left with a small number of products (the short list) that now can be compared in detail.

In my experience, most companies tend to say the same thing in terms of benefits/features i.e. marketing speak. What really sets companies apart is the value their software delivers to clients. This could take the shape of cost efficiencies, increased revenue, lower risk etc. When it comes to enterprise software, companies should look holistically at a mix of longevity, the relationship and value provided to peers as they can expect the same level of service in their journey of transformation/disruption.

I try to think a step beyond the feature itself and consider not only the benefit but likelihood of adoption. Tool spend is scruitinized and leaders who ask for budget are often asked for ROI. That said, if you buy the best tool with the best features but don't consider things like a company's onboarding or your teams likelihood of adoption, you're likely throwing away spend. So I think about features not only in terms of utility, but likelihood my reps will actually use it.

In my approach to comparing software features, I prioritize focusing on my goals to make an objective evaluation, setting pricing aside until I form a solid opinion to avoid potential bias, with a keen emphasis on assessing usability and the availability of extensibility options as these factors play a pivotal role in aligning the software with my specific needs and long-term objectives.

Features don’t matter. Solving problems matter. If your feature is solving or helping to solve a problem then great! If it’s not, it’s most likely irrelevant to the buyer. Buyers care about their problems being solved. Focus on the problem.

Comparing software features effectively is crucial for making the right tech investment. Start by defining your requirements, prioritize must-have features, and evaluate options with demos and trials. Consider pricing, customization, support, and integration capabilities. User reviews, scalability, and vendor reputation also play a vital role. With a systematic approach, you can confidently choose software that aligns with your needs and budget.

In my view considering the benefits have to be encoded in the selection criteria and must be scored as any other functional and/or non-functional requirement.

Software implementation over time gets fully intertwined within the business processes it is enhancing, managing or even creating. Therefore it is not enough to just collect requirements ad meet those goals. It is important to also evaluate a software's TCO, flexibility and adaptability, and ease of moving away from it. Ask questions like how long would it take to get users productive on it? For the requirements, in my experience, we were most successful when we started from a properly written SRS document. As for evaluation, we used as guidelines ISO/IEC and IEEE standards, depending on the type of software to be implemented, bearing in mind that security or AI topics are very different than desktop productivity.

In today's tech-driven landscape, choosing the right software can be a game-changer for businesses. It's not just about having the latest features but ensuring they align seamlessly with your unique needs. Prioritizing user experience, security, scalability, and support can make all the difference. So, whether you're looking for project management tools, CRM systems, or any other software, take the time to compare features meticulously. Your software stack can become a powerful asset when it's precisely tailored to your goals.

Comparing software features effectively involves a systematic approach. Start by identifying your specific requirements and priorities. -Create a feature checklist, including must-haves and nice-to-haves. Next, research and gather information on software options, either through trial versions, documentation, or user reviews. -Evaluate each software against your checklist, considering factors like functionality, ease of use, scalability, and integration capabilities. -Assign weights to features based on importance. Finally, perform comparisons, using demos. Ultimately, the goal is to select software that not only meets current needs but also aligns with long-term goals, offering the best overall value and efficiency for your organization.

In my role as a founder, aligning features with long-term goals is paramount. Flexibility and a clear exit plan, as you mentioned, are game-changers. Recently, we applied this approach, enhancing our product's scalability. By aligning features with client needs, we achieved a 25% revenue boost. Your insights resonate deeply; they're precisely the strategies I advocate to my mentees.

Start simple. List out your essential features. Highlight your deal-breakers in bold. Then, lay it all out in a clear table. With this clarity, you'll navigate your choices with confidence.

What I have seen is companies that define a small list of must have requirements are able to quickly evaluate vendors and move ahead with the project execution. Not having this results in customers getting lost amongst the many offerings in the market and then ultimately getting caught in "feature wars"

Here are my top 3 tips for comparing enterprise software features: 1) When comparing software features, make sure that you compare apples to apples, as many competitive features look similar, but they're not. 2) Most software today offers integrations and Open APIs or is open source. Consider that when comparing features. Open-source software gives the option to develop missing features or parts of it. 3) Lastly, always look at the tech stack the software you're comparing was built with and align with your IT. Enterprise software has a complex architecture, and your IT will be unable to manage tech stacks in which they lack skills.

It is critical to be open and transparent with all stakeholders including the vendors you are assessing. Avoid ambiguities and make sure that you are documenting the feature set (the what is needed today and tomorrow) clearly. Make sure you include the functional as well as all non-functional requirements. The selection process must also be transparent the objective with clear reasons to why a product has been dismissed.