How to prepare an IT project before requesting estimates

Good preparation helps with estimates and tests whether a new system is the best response to your organisation's need.

1. Define the problem and business goal

Do not start with features. Describe what fails today, its consequences and the intended change. “Implement a CRM” is too vague. A better goal is faster lead handling, a reliable contact history and a shared view of data.

The goal should allow you to assess business value later, not merely confirm that software went live.

2. Describe the current process

Check how work actually happens, not just the documented procedure. Who starts it? What data is used? Where are exceptions, manual workarounds and supporting spreadsheets? Who decides?

User interviews often reveal inconsistent rules and fragmented ownership as well as missing software.

3. Identify users and stakeholders

• People performing daily operations.
• Process owners and managers.
• IT and security teams.
• Data, legal and compliance owners.
• Customers, partners or suppliers using the solution.
• Management and the project sponsor.

4. Gather and prioritise requirements

Requirements work is not adding every idea to one list. Separate essential, important and optional needs, and explicitly defer items beyond the first phase.

Priorities should follow value, risk, dependencies and cost, not simply which stakeholder speaks loudest.

5. Establish data, integrations and constraints

• What data will be processed and where it comes from.
• Whether migration, cleansing or deduplication is needed.
• Which systems the solution must connect to.
• Whether current API documentation exists.
• Applicable security and legal requirements.
• Expected availability and performance.
• Existing technology and supplier standards.

6. Define budget and time constraints

Hiding the budget does not always improve negotiation. Vendors need to know whether to propose a simple first phase or an organisation-wide solution.

A budget range is enough to start. Explain deadlines driven by real needs, such as a seasonal peak or regulatory change, rather than an arbitrary date.

7. Define success and acceptance criteria

State how you will judge the investment: shorter processes, fewer errors, more self-service, better data completeness or less manual work.

Define feature acceptance criteria separately. Business success and technical acceptance are related but not identical.

8. Prepare vendor selection

1. Give candidates consistent materials and questions.
2. Set evaluation criteria before seeing prices.
3. Request assumptions, exclusions and the proposed team.
4. Run workshops with finalists.
5. Compare total cost and exit terms.
6. Carry important proposal commitments into the contract or schedules.

Minimum pack before requesting proposals

• Problem and goal.
• Key process maps.
• User groups.
• Prioritised requirements.
• Integrations and data.
• Constraints and assumptions.
• First-phase scope.
• Vendor evaluation criteria.
• Client-side decision-making arrangements.