For businesses not meeting the first criterion, there are other alternatives. Business-content-oriented (in contrast to entertainment-oriented) rights management vendors such as Authentica, Liquid Machines, and SealedMedia offer support for various non-Microsoft platforms and applications. Businesses committed to IBM servers and applications should consider IBM's Electronic Media Management System. And OpenIPMP provides an open-source alternative for rights management--not an oxymoron!--for businesses preferring open-source technologies.
Businesses not meeting the second criterion face a more delicate decision. Rights management isn't yet a mature technology. Although standards such as XrML (eXtensible Rights Markup Language) do exist, support for them is spotty among available products. Interoperability between different vendors' rights management products is almost nonexistent. And while RMS protocols are included in Microsoft's Intellectual Property Licensing program, it's unclear if and when other vendors will support them, or if an open-source product can ever support them under Microsoft's licensing terms. Only you can make the trade-off between the risks of confidential information leakage versus the risks of implementing leading-edge technology.
-- Peter Schay
Topic C: What should we include in the vendor assessment and selection process?
Our advice: The key to any successful vendor selection is doing enough advance research and planning so that you're clear about the products and services you expect to procure. Remember also, unless you're purchasing a commodity, buying based on price alone isn't in your best interest. When reviewing a vendor, look at their match to your requirements and the best value to your business. The more advance planning and research you do, the better you'll be able to articulate your needs to the bidders so that they can respond appropriately.
And no matter what you're purchasing, make a determination early on whether your relationship with the vendor will be as a partner or as a supplier. Although there are similarities between the two selection processes, their fundamental approaches are different. If you're purchasing supplies, systems, and software, then the vendor is a supplier, with a focus more on cost and on their ability to deliver. At the other extreme, if you're planning on outsourcing your entire IT department, you obviously need to develop a partnership, because the vendor will need to understand your business processes intimately. Creating a vendor partnership is much harder because you'll need to ensure cultural fit, equitable terms, and enforceable Service Level Agreements.
Remember: Without a repeatable and consistent selection process, however simple, it's nearly impossible to compare vendors and quotes in any meaningful way. (Obviously, you'll spend more time selecting a vendor for a $1 million IT department outsourcing partnership than you would if you were purchasing a couple of servers, but the same basic principles apply.) While you can modify the process to suit your business and the nature of the task, use the following list of process steps as a guide:
Gather user requirements and determine project scope;
Research the available products and vendors to verify general fit to requirements;
Create a list of important criteria and solicit vendor information;
Prepare a request for proposal that specifies the products and services you need so that the vendors can make informed and comparable bids;
Review proposals, paying attention to criteria fit;
Narrow the field to two finalists and negotiate with each; and
Award the contract based on best perceived value.
As long as your company has developed a workable process, the key to successful vendor selection is good advance planning and research. And the more informed you are about the product or service, the more satisfied you'll be with your chosen vendor.
-- Beth Cohen
About the authors: Humayun Beg, TAC Thought Leader, has more than 18 years of extensive experience in business IT management, technology deployment, and risk management. He has significant experience in all aspects of systems management, software development, and project management, and has held key positions in directing major IT initiatives and projects.
Peter Schay, TAC executive VP and chief operating officer, has 30 years of experience as a senior IT executive in both IT vendor and research industries. He was most recently VP and chief technology officer of SiteShell Corp. Previously at Gartner, he was group VP of global research infrastructure and support and launched coverage of client/server computing in the early 1990s.
Beth Cohen, TAC Thought Leader, has more than 20 years of experience building strong IT delivery organizations from both the user and vendor perspectives. Having worked as a technologist for BBN, the company that literally invented the Internet, she not only knows where technology is today but where it's headed in the future.
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