Eight seems to be a popular number with DAM consultants right now, one of our featured DAM vendors, Vyre have released a two-part article on “Eight Steps to a Successful DAM/MRM Project”:
“Any successful project must begin with finding a supplier and solution that can elegantly solve your problem. As obvious as this may sound, it’s a simple truth often overlooked. The right fit does not necessarily mean the implementation will be simple or not require any challenging integration with an external system. On the contrary, the right fit can involve over-coming technical hurdles or further tailoring the software than has previously been carried out.” [Read More]
See also the earlier Daydream article: “The 8 Steps To DAM Success: A Manager’s Guide To Planning & Costing Digital Asset Management Projects”. As discussed in that article, North Plains and WAVE also have their own take on this complex subject.
We were not able to cover it at the time, but unsurprisingly a number of SaaS DAM vendors, especially Widen want to down-play the ‘project’ element of DAM delivery and focus on the product instead, arguing that you should concentrate on the ongoing use of the system.
Who is right? Well, of course they all are but in different ways that change depending on each end user’s specific circumstances and needs. It is true that treating implementation as a ‘one shot’ exercise is unrealistic. DAM systems will be used continuously and require constant alteration to reflect changing business needs. However, getting funds from finance and procurement departments still requires the preparation of a budget and project plan, plus end users have to be informed and trained which requires an internal communications ‘project’ also.
My personal belief is that the way organisations buy software needs to change. Often, they are based on outmoded procurement models that might be appropriate for works like construction but are inadequate for technology in general and software specifically. In my experience, there is a limited distinction between the ‘capital’ and ‘revenue’ element of software costs and the line between the two is blurring – especially with SaaS and hosted services. Many of the articles featured are brave attempts to rationalise the dynamism of modern on-line software with rigid project management and procurement guidelines. Since they are all authored by vendors one can see why they have taken this approach but really, end users themselves need to evaluate their methods of purchasing enterprise software and make some alterations to the process.
This is a complex area and one can see why procurement teams in particular are not motivated to make big changes to their current methods but some changes are certainly required. Otherwise they run a high risk of buying products that appear to ‘tick all the boxes’ without delivering an end user experience that enables staff to extract maximum value from the organisation’s investment into DAM technology.
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