The first stage in a project development and implementation strategy is a needs assessment (also described as an 'environmental scan'). What are you currently doing? What do you want to improve? What do your stakeholders expect of you? How does your management and your staff feel about implementing new technology? Can new technology meet your identified needs and expectations? At the end of this assessment process you might (or you might not) conclude that new technology is what you need.
Once you decide to introduce new technology or update your existing technology, you will need to map out a detailed plan for securing stakeholder agreement, securing funding and implementing your chosen technology. A sound business case is needed to secure stakeholder agreement and funding. Detailed specifications are necessary at the stage where, agreement and funding having been provided, an election management body (EMB) is able to start the selection and purchasing process.
Needs assessments
A needs assessment often starts with a thorough analysis of the existing process. This analysis will serve to identify shortcomings in the existing processes or possible areas of improvement. Having identified a need for improvement, analysis of available technology, including investigation of methods employed by similar agencies elsewhere, may indicate that one or more technological solutions will be an answer to the need.
At this stage it is possible to follow several different strands of inquiry simultaneously:
- Technical advisors can determine whether a proposed technological solution is suitable for the intended purpose.
- Financial advisors can estimate the cost of the proposed technological solution and determine whether it is affordable (see Affordability and Budgeting).
- Project managers can determine whether there is support within the EMB for introducing the proposed technology.
- Senior management can approach external stakeholders for their views on the proposed change, if appropriate.
- Alternative solutions can be explored to determine whether there are any better or less expensive options available - some options would not necessarily be technological ones.
At the end of the needs assessment stage the EMB will likely have a sound understanding of the need for change and a firm indication of a preferred option for meeting that need. This information can be used to prepare the next stage in the project development and implementation strategy, the business case.
Business cases
A business case is used to persuade both internal managers and external stakeholders of the need for the proposed new technology. A useful business case will be well constructed, logical and persuasive, containing sufficient detail for the intended audience. Showing more detail than the audience needs or can understand can act as a negative. It will show clearly the costs and benefits of the proposal. Ideally, the proposal will be fully costed for the life of the project, not just for the immediate financial year.
Most of the hard work for preparing a business case will likely have been undertaken at the needs assessment stage. Both business cases and needs assessments are meant to persuade, though they are intended for different audiences. If the needs assessment has succeeded in persuading the authors of a proposal, it should go a long way towards providing the basis of a business case to sell the proposal to others.
A typical business case may contain the following elements:
- A clear statement of the proposed option
- A clear statement of the need
- A clear statement of any other relevant background to the proposal
- An examination of other options and a discussion of why the proposed option is preferred
- A statement of the non-monetary costs and benefits of the proposed option
- An assessment of the monetary costs and savings associated with the proposal, including a full costing of the proposal for the life of the project, including future years
- An indication of what steps are necessary for approval of the proposal, such as approval by Cabinet or passage of enabling legislation by Parliament
- A statement of what stakeholder consultation has taken place and/or needs to take place, and an indication of stakeholder support or opposition expressed to date
- A project timeline
- A recommendation to proceed with the proposal
Specifications
Once a business case has been approved by the relevant authorities and funds have been secured (see Funds Acquisition), the next step is to select a supplier or suppliers of the necessary goods and services. Depending on the size, cost and complexity of the project, this may involve issuing a tender. Smaller projects may be progressed simply by seeking quotes from suppliers.
For more detail on selecting suppliers by tender or quote see:
A key component of a request for tender or quote is the definitive set of specifications of the required technology. Specifications are generally intended for technical purposes rather than for informing non-technical managers. Consequently they tend to be technical and detailed. Good specifications will spell out clearly and without ambiguity exactly what products or services are being sought.
The content of specifications will vary widely depending on the products or services required. As a general rule of thumb, specifications may contain:
- A clear statement of the required products or services, giving all necessary detail to clearly identify them
- A clear statement of the intended purpose of the products or services
- A clear statement of any other relevant background
- If appropriate, an indication of the expected cost of the required products or services, including a full costing of the proposal for the life of the project, including future years
- An indication of whether any steps still have to be undertaken before the project can proceed, such as approval by Government or passage of enabling legislation by Parliament
- A project timeline
- An indication as to whether the various specified requirements are mandatory or optional
- A statement as to whether the goods or services have to conform to any recognised standards or quality controls
- A list of any testing requirements that have to be satisfied before implementation can proceed
- A description of the required levels of security applicable to the project, if any
- A description of any documentation that may be required, such as technical manuals, users manuals or contractors' reports
- An indication of whether training is required as part of the service
- An indication of how proposals submitted by suppliers will be evaluated
- A request for a quote on how variations to the specifications will affect the cost of the project (for example, if extra work is undertaken, what extra costs will be incurred?)
The above list is by no means exhaustive, and other considerations may be applicable to a particular case.
The most important information to include in any specifications is the specific detail of the desired products or services. It is very desirable if possible to anticipate all likely variations to a project's specifications and include them in the specifications from the beginning. Cost over-runs often occur when specifications are altered after the initial specifications have been prepared and the suppliers have been chosen. Careful consideration at the specification stage may save a project from running over budget, and will maximise the chance of the project's success.
