How to choose the right CM software
July 1, 2002
How to choose the right CM software
Make it a group effort, work closely with vendor
If your organization is looking for software for your case management department, keep one thing in mind — there’s no one-size-fits-all product on the market.
You’re going to have to spend a lot of time deciding what you want in a product and working to find a vendor who can help design software that will do what you want it to do, says Marcia Diane Ward, RN, CCM, project manager for IBM Global Services.
"It’s a myth to believe that there is a case management software program that can do everything for everybody," Ward says.
Your special needs will depend on your practice setting, the other organizations with which you share information, the number of clients you handle, the people with whom you communicate, and many other factors.
It’s likely you’ll have to buy a basic system and add features and functions that will work in your environment. Plan on working closely with vendors to design a specific system to meet your requirements, she says.
There’s no quick solution to your software needs, Ward says. In fact, she recommends that organizations take several months to define their requirements before they even look at vendors.
With a lot of strategic planning on the front end, you can get the system that will meet the needs of everyone in your organization who uses it, she adds.
A search for case management software should be organized as an official project of the organization, with team members from every department that will use the system or be affected by it, Ward advises. "It’s not something you can do in a hurry. Finding the right software application is a project that can take several months, and team members need to be able to commit their time to the project," Ward says.
That’s why it’s important to make sure your organization is committed to allowing people to participate on the team and to dedicate the time needed to come up with a workable solution to your technology needs.
Once you’re under way, communicate with everyone on the team and the organization’s management. "Communication within the project is the lifeline. Keeping everybody involved and informed is the primary part of any project," Ward says.
The most time-consuming part of the process is likely to be refining your requirements, Ward says. "Software vendors cannot define an organization’s requirements. They can make suggestions, but every organization has a unique way of doing things and unique needs," Ward says.
Start by doing an analysis of whatever systems you have or don’t have and what software applications you are using.
Include an analysis of what your case managers do on a daily basis and define what the case managers need the software to do.
Look for the gaps. Look at what computer systems you already have in-house and decide how you want to integrate case management software into the system.
In addition to looking at what you need today, focus on your business strategies, objectives and mission of your organization and where you expect to be in two or three years. "Organizations should plan on purchasing software that will meet their needs in the future, rather than just what they need for this year," Ward advises.
When your team refines its requirements for software, it’s time to look at vendors.
Ward suggests the Case Management Resource Guide Online (www.cmrg.com) as a good source for identifying vendors.
Start with 10 or 15 vendors and gradually narrow down the field based on the information you receive.
Send out a request for information (RFI) to the group of vendors that looks the most promising, and use the information you receive to cull the list. When you have come up with about five favorite vendors, send them each a request for proposal, a detailed document with information about your applications, functions, and technical requirements.
Include an RFI on the implementation process, support services available, and other details to help you determine the stability of the vendor.
When you have narrowed your choices down to two vendors, it’s time for the negotiation strategy to begin.
Document very carefully an outline of what the business partnership will be like between the vendor and the purchaser. Include the whole project team in the process of developing a negotiation strategy.
Remember that you’re probably going to have to give up something to get something else you want. Be prepared by finding out where everybody on your team is willing to give.
When you plan the implementation, make sure that everybody in your organization is in agreement with the implementation strategy and time frame.
Be sure to develop times for post-implementation assessment so you can have access to the vendor for a certain number of hours a month after the software is installed to review or refine the system.
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