You first, then technology. Let us help your company find the right solution.

IT solution providers have the skills, tools and experience to take specialized challenges off your hands if you prepare and build your business case sensibly. The work of improving business processes is all too often thought of as a "risky and costly endeavor" but needn't be if you align yourself with a people-centric vendor who understands your business needs and can integrate technology intelligently.

The three phases of any IT project comprise requirements, specifications and implementation. Requirements are the "what" (what the process needs to accomplish); specifications are the "how" (exactly how the process will be achieved either with build or buy technology) and; the implementation is the "execution" (the action of putting the process in place.)

Allow yourself and your team plenty of time to analyze and review the core process. Establish your needs and priorities but, know your limits. You know your business better than anyone so come prepared to articulate it. Let the consultant make suggestions on how to reach your goals. It's their job to grasp the entire sequence of events and know more about how to improve it than you.

Depending on the scope of a project, a good consultant will visit onsite to assess your requirements. Encourage the vendor to explain their work philosophy, what is required in the spec phase, how long it will take and when you can anticipate an estimate of the work. Don't expect the initial spec phase to be gratis. Normally, it should cost about one third of the total estimate. A good one can be used to compare pricing with other firms.

Once you get it, read through it carefully, nail down all the details and get total buy in from your entire team and theirs - before you sign. Items not included in the spec can get costly if added in later. Be especially wary of vendors who don't give you a spec document. Reputable providers will always supply one.

Five keys to obtaining a high-value business process lies in bringing together the following:

• Go beyond the process. Focus on the specific process in a 360° manner. Describe the big picture and how the process fits in with other processes. It may be more feasible to design a system with built-in flexibility that can easily be expanded if the vendor fully understands the entire sequence of actions.
• The people. We'll say it again: the team as well as peripheral stakeholders (even someone who just sees a report) should be identified as part of the process team from the outset.
• Balance cost and benefit. To achieve buy in for change, the value of change needs to outweigh the costs (money, time and headaches). Improvements in work flow needs to be demonstrable.
• Define the ideal. Do you want to increase capacity? Reduce errors? Establish better communication? Get more accurate measurements? Add flexibility? Additional features? Reduce workflow time?
• Set a realistic timeframe. Quality solutions take time. Be ready to prioritize your goals and implement each sequentially. Whatever the goal, make sure it supports the company's objectives and those of the stakeholders.

One of the most important aspects is evaluating your IT consultant's service. Not only should it be a seamless experience but it should be application independent. A vendor's capability to optimize your workflow is only as good as your ability to choose a vendor who really understands your business challenge. You don't want partial solutions. And, you don't want to end up with a solution that you'll outgrow in a year. While it's important to focus on the technology up front, in the long run, a people-centric vendor with the right team, tools and experience can save you more than just money. They can control risk and turn it into big business payoff.