AMS RFPs & Selection What Associations Should Be Doing?

Okay to keep things fair and balanced, let's talk about the association's role in selecting the best software package. Here is how I categorize associations that participate in the AMS selection process.

• 360s - These are the associations who take a 360 degree approach to the selection process. They commit the resources necessary to discover their user's needs, develop a thorough RFP, invite a large group of vendors to participate, carefully analyze the responses both quantitatively and qualitatively and select the AMS system that's right for their association. They are open minded to the options that exist in the market and are willing to give every compatible AMS a fair shake at earning the association's business.
• Window Shoppers - These are the associations who aren't really in the market for an AMS package. They're just dabbling. The problem with this group is that they often give the AMS vendor the wrong impression on their readiness, make them jump through hoops, and never take action. Then when the association means business, they've cried wolf so many times, vendors avoid them like the plague.
• Validators - These are the associations who have made up their minds on what vendor they will choose. They're only involved with the RFP process because someone on the board is dragging them into it or they want to compare price tags. The problem with these folks is they probably haven't considered other options and will do everything they can to fight the due diligence process. In fact, no matter what data or facts you put in front of them, they will always find a reason to support their earlier decision. The AMS vendor's time is valuable so if are not planning on having an open mind to explore other options, don't ask the vendors to participate.

The following are some tips and questions to help associations in their search for an AMS package. Incorporate these practices into your selection processes and your chances of success will increase dramatically.

• Drop all preconceived notions and be open minded. Often times we make sweeping generalizations about products based on a few anecdotal stories we hear from AMS users. There are too many variables involved that could have affected their individual experience to make such generalizations. Don't take the easy route, find out for yourself if they are a good fit.
• If you're looking for a price check, send out a request for quote. RFQ's are less rigorous and by providing some basic association facts, the vendor should be able to give you a budget range based on past experiences with similar size associations. If their lowest cost option significantly exceeds your budget constraint, even after considering room for negotiation, don't ask them to participate.
• Assign an internal project manager and begin gathering data for the scope document and RFP. Avoid cramming this critical project on an overloaded staff member, unless you plan on removing something from their plate. It's not fair for the staff member and it will adversely affect the outcome of the project. If you're unable to dedicate a staff person who has project management experience, consider hiring a qualified project manager (not affiliated with the AMS) who can stay focused on the project, schedule and budget.
• Form a cross-functional team / task force of individuals from all departments. This will help create buy in and ensure that all voices are heard.
• Spend time gathering data from the team and clearly articulate the problem(s) they are facing.
• Once you have gathered the raw data, write the RFP. Structure your RFP (or at least portions of it) using a matrix (table) format, this will allow for easy side by side comparisons of the different proposals. The RFP should help educate the AMS provider about your needs and serve as a guideline for creating a quality proposal.
• It's worth repeating...make sure you articulate the problem(s) you're trying to solve in the RFP. If vendors can't understand the problem(s), how can they possibly propose a solution.
• Send the RFP to all compatible vendors and give them a chance to participate. What do I mean by compatible? if you don't have the budget or resources to host your own AMS, don't ask vendors who only offer this type of AMS to participate.
• If a vendor calls to learn more about your needs (and they should), take time to talk with them. Make a note that they called.
• Take note of the we're so wonderfuls , brochurposals , and whiners.
• When you begin receiving the proposals, objectively analyze the strengths and weaknesses of each AMS product.
• Rate the quality of each proposal. Has the vendor demonstrated an understanding of the problems you are experiencing? Have they articulated a solution to that problem?
• Is the vendor interested in selling a product or building a long term relationship with your association?
• Analyze the proposals from a quantitative and qualitative perspective.
• View your relationship with the vendors as a budding partnership. That means living up to the golden rule - treat them as you would want to be treated, with respect and common courtesy.
• Time is valuable, so pick the top 2-3 finalists and schedule demos. If you're not happy with their presentations, you can always schedule more demos with the other vendors.
• Before demo day, create a list of use cases (scenarios) you would like demonstrated in the AMS demo. Send the scenarios to the vendors ahead of time so they have time to prepare.
• Create a post demo questionnaire to capture participant's immediate thoughts and reactions.
• Make sure AMS users have more weight in the final decision, than non AMS users. Volunteers may have good intentions, but at the end of the day, they probably won't be using the system on a day to day basis. If an individual or group of individuals select the AMS package for the staff, and the staff are not in agreement, the project will fail. Again, the right people need to be involved from the beginning of the project.
• Check references. Develop a standard list of questions to guide this process. Learn more about the implementation process, did vendors communicate effectively, was the project completed on time and within budget, were there any surprises throughout the project? Get past the superficial questions and dig a little deeper.
• After you have considered all factors using the 360 approach, select the best AMS and move forward to the next phase - contract / price negotiations.
• At the end of the selection process, THANK ALL THE VENDORS for participating and helping the association with their due diligence process. They have spent a significant amount of time and energy trying to earn your business, the least you can do is say thank you. If a particular vendor stands out as exceptional but was not the right fit for your association, be sure to refer that vendor to colleagues in search of a new AMS package.

Obviously this is not an exhaustive list, but these are the basics. Remember, this is a big investment and your staff will be forced to live with the outcome for a very long time, choose wisely! :-)