One of the biggest challenges faced by senior IT professionals in organizations is the choice of the right software vendor. In the highly competitive enterprise software industry, there are lot of vendors who claim to offer the best software for the problem and it can be really daunting to narrow down the best choice. Additionally, enterprise software costs can often run into millions of dollars thereby leaving very little margin of error. The real cost of choosing a wrong software can often result into losses much more than the cost of the software itself as highlighted by software disasters experienced by leading companies like HP, Nike etc. In such a scenario, senior IT professionals despite years of expertise can find it very difficult to choose the right business software vendor for their organization.

Here are some of the proven ways of short-listing and selecting the right business software vendor for your organization,

·         Understand and Define The Exact Need First: Before embarking on a journey to select the software vendor, it is critical to understand and define the exact problem you want the software to solve. The paramount question to be asked is what business objective does the software need to solve. Is the software required to “reduce costs” or is it to “improve productivity”? Extracting and defining this fundamental question is the bare minimum but necessary step to go searching for the right vendor. It will then form the basis of comparing multiple vendors on this very need that your organization has and will help drive the selection process going forward. The detailed approach involves creating a set of parameters that the software needs to meet in order to be considered. In fact, consider categorizing these parameters further in “must-haves”, “good to have” etc. which will help you assign relevant weights to these parameter and how the software’s fare on each of these parameters

·         Building The List of Vendors Who Meet The Need: Once you have defined your need and distilled that need into various parameters, it’s time to built the list of vendors who you think will meet the need. This is akin to a lead generation model wherein you want to identify a large enough pool and then filters your list down to the best ones. There are multiple ways of building a list of vendors and more often than not, you must use a combination of these methods to build a good enough list.

o   Use Industry Reports: We discussed the IT intelligence offered by leading industry firms Gartner and Forrester in How To Keep On Top Of Latest Trends In Information Technology. These firms based on their access to leading software vendors and CIO network publish vendor comparison research reports across specific verticals as well as specific technologies. Gartner’s Magic Quadrant and Forrester’s Wave are a very good starting point to get an insight into the best software vendors. For example, if you were looking for a CRM solution, you could look for Gartner’s Magic Quadrant for CRM and look at the vendors that make the list. These reports can be pricey but well worth the money if you are going to invest hundreds of thousands in the software. Having said that, you don’t have to trust these report blindly because how these firms define the best software may not match how you define the best software for your organization

o   Competitive Intelligence: If you are a smart professional, you are already keeping tabs of your competition. Chances are that if you are a big organization, you might see a Press Release either from your competitor or their vendor announcing the implementation of new software. Extrapolate that across 5-10 key competitors of yours and you might discover the vendors that your competitors are choosing. This gives you a good indicator that the vendors used by your competitors must be offering something right.

 Unlike traditional online courses that charge a fee, limit enrollment and provide credit or certification, Moocs (massive open online courses) are usually free or low cost and can host hundreds of  thousands global participants.  Although MOOC have been around for years in the form of collective techie learning gatherings, participation in 2012 has ballooned at a rapid pace likened to FaceBook in its heyday.  According to The Year of the MOOCarticle in the New YorkTimes, edX, a nonprofit start-up backed by Harvard and MIT, had 370,000 registrants in the fall of its first official courses. This paled in comparison to the amount of students that Courseraattained in its first year of online learning opportunities, 1.7 million!

Will MOOCs Replace education as we know it?

Like any new trend, massive participation in online classes has its challenges. Lynda Weinman has ample experience when pointing out that they are by no means a replacement for formal education.  As a former digital animator, special effects designer and classroom college teacher, Linda paved the path for an earlier version of MOOC education in the mid 90’s when she founded Lynda.comas an aide to her own students. Over four million students and 2,200 courses later she’s confident when clarifying that many of the collegespartnered with Lynda.com use the tutorials as added features to their existing courses.  When asked in an interview with ReadWriteBuilders, if high technical companies look at online programs in terms of advancement as a supplement to traditional education or as a way for people to further their careers, Lynda feels that “it’sjust one example of something that you can do to enhance your attractiveness to potential employers. But [it’s also important to have] a portfolio and body of work, references that actually work out, showing that you had success in the past.”

MOOC Benefits:

When businesses are trying to expand and require professionals to lead teams, terminology may get in the way of who performs what roles. When it comes to information technology (IT), new and vital professionals may seem hard to differentiate between one another. However, there are key differences between specific professionals needed with IT departments. Here are the responsibilities that differentiate between an IT manager and an IT project manager.

IT Managers

IT managers are the leaders of the entire IT infrastructure a business has to function properly. The IT manager must lead the entire IT department to regulate and maintain the IT network for the business. As a manager, this IT professional corresponds with other departments in the business about how the IT department is implementing the goals the business is aiming toward. In addition, the manager must be fiscally responsible and answer to executives and financial officers in the business the reasons behind certain costs and investments. Because of the dual computer technology and business acumen this profession requires, many IT managers have a Master of Business Administration (MBA) related to information technology.

IT Project Managers

Checking to see if a directory exists and then creating it if it is not present requires a few lines of code.  Isn't Python great.   Begin by importing the os module and use the exists and makedirs functions.

import os

if os.path.exists(somedirectory):
   os.makedirs(somedirectory)