Facility and workplace leaders need new, better ways to deliver a strong employee experience while also controlling costs. In fact, 68% of facilities managers are prioritizing visitor management automation, according to the 2025 Workplace Index report. As interest in integrated, AI-backed workplace software grows, organizations need to know how to build a strong software selection team to ensure successful implementation and adoption. 

Key takeaways 

  • The selection team is part of a larger process. Following a well-defined and structured process, including requirements gathering, issuing RFPs or RFIs, conducting demos, and proof of concept exercises, is crucial to minimize risks, maximize ROI, and ensure the software is a strategic asset that enhances the employee experience and drives operational efficiency 
  • Each phase of the software selection process should involve specific team members to cover all aspects effectively. For example, executive leadership sets the strategic direction, department heads provide operational insights, IT leadership evaluates technical fit, and end users offer usability feedback 

Building a team, though, takes more than just adding job titles to a list. Understanding the full software selection journey is the key to building a cross-functional team to guide the decision-making process from start to finish. 

What is the software selection process? 

The software selection process is a structured approach used by organizations to identify, evaluate, and choose the best software solution to meet their strategic and operational needs. The process typically involves defining business goals, gathering requirements, researching vendors, issuing requests for proposals (RFPs), conducting demonstrations or proofs of concept, and negotiating contracts. The process ensures the selected software aligns with long-term objectives, integrates well with existing systems, and delivers measurable value across departments. Done right, it minimizes risk, maximizes return on investment, and supports scalable growth. 

Why is the software selection process so important? 

A well-aligned software investment can drive efficiency, scalability, and innovation. When the selection process is rushed or doesn’t match overall strategic goals, there are consequences. In fact, 41% of fast-growing companies said a bad software purchase made them less competitive, according to a report from Gartner.  

The status quo is not a solution 

Inaction is not the answer. Many organizations hesitate to act, worried about the cost or complexity of switching, but there are many hidden costs to keeping a poorly performing system. 38% of enterprise software goes unused, costing businesses annually in wasted licenses, support, and infrastructure, according to TechRepublic. When companies do use their software, they still might not to see a strong return on investment because of data format discrepancies and silos. In fact, 37% of businesses must use 11 or more employees to collate, analyze, and report on data from multiple single-point systems, according to the 2025 Workplace Index report. 

In the end, delaying software modernization or replacement can lead to escalating costs and operational inefficiencies. 

Why does building a section team start with understanding the main steps in the software selection process? 

When building a software selection team, the best approach is to start by mapping out the entire selection process, from defining strategic goals to post-implementation review. Each step has its own objectives, risks, and decision points, and understanding these helps clarify what kinds of expertise and authority are needed, ensuring the team is not just cross-functional, but purpose-built to guide the process effectively from start to finish. 

For example, during the requirements gathering phase, you’ll want business analysts and end users who understand workflows and pain points. During the RFP and vendor evaluation stage, procurement and legal experts are essential to ensure compliance and fairness. For demos and PoCs, IT and operations staff can validate usability and integration, while during final selection and contracting, finance and executive sponsors are key for budget alignment and strategic signoff. By thinking in terms of what each phase demands, from technical insight and operational experience to  decision-making authority, you can build a team that’s both efficient and empowered to make the right choice. 

Define strategic goals and business needs 

Before any software is selected, it’s essential to understand what the organization is trying to achieve — not just today, but over the next several years. The software must support long-term strategic goals such as growth, modernization, compliance, and operational efficiency. For large organizations with multiple locations, this step helps ensure the solution will scale, integrate across departments, and remain relevant as needs evolve. 

  • Executive leadership: Plays a critical role in setting the strategic direction and ensuring the software investment aligns with broader business priorities. Their involvement also helps secure budget and executive sponsorship 
  • Department heads: Contribute deep knowledge of operational workflows and pain points. Their input ensures the software will solve real problems and support day-to-day activities across locations 
  • IT leadership: Evaluates whether the software can be supported by existing infrastructure, integrates with current systems, and meets security and compliance standards. Their perspective is vital for long-term technical sustainability 

Organizations often make the mistake of focusing too narrowly on current pain points, selecting software that solves immediate issues but lacks the flexibility to grow with the business. A forward-looking approach is key to avoiding costly replacements or retrofits later. 

Conduct requirements gathering  

Once you have defined the strategic goals, the next step is to translate them into clear, actionable software requirements. This phase is about identifying which features are essential to success and which are simply nice to have. A well-run requirements gathering process ensures the software will meet real-world needs across departments and locations, while also complying with internal policies and external regulations. 

  • End users: Provide firsthand insight into daily workflows, pain points, and expectations. Their input helps ensure the software will be intuitive, useful, and widely adopted 
  • Business analysts: Play a key role in translating operational needs into structured requirements. They help prioritize features and ensure alignment with business objectives 
  • IT security and compliance teams: Ensure requirements reflect regulatory obligations, data protection standards, and cybersecurity best practices 

Organizations often fall into the trap of overcomplicating this step by creating bloated requirement lists that slow down the process and dilute focus. In fact, it is one of the most common and costly mistakes in software selection, leading to delays, confusion, and misaligned solutions. Having the right people on the team helps keep the process focused on priorities.  

Issue RFP/RFI and evaluate responses 

Once requirements are defined, the next step is to formally engage vendors through an RFP or request for information (RFI). This phase is critical for ensuring transparency, fairness, and alignment with organizational goals. A well-structured RFP helps vendors understand what the organization truly needs, while enabling evaluators to compare solutions objectively. 

  • A cross-functional selection committee: Reviews responses to ensure technical, operational, financial, and compliance perspectives are all considered 
  • Legal and procurement teams: Review terms, ensuring regulatory alignment, and maintain documentation for audit and governance purposes 

Evaluation criteria should be clearly defined and weighted based on strategic priorities, not just feature checklists to avoid bias and ensure the software delivers long-term value. 

Organizations often struggle with RFPs that are either too vague or overly prescriptive. Instead, you should use structured evaluation models and prioritize requirements by category to ensure a balanced and effective selection process, according to Gartner. 

Demos, proof of concept (PoC), and reference checks 

After narrowing down the list of potential vendors, the next step is to validate their claims through live demos, PoC exercises, and reference checks. This phase is essential for confirming the software performs as promised, fits real-world workflows, and meets usability expectations across departments and locations. 

  • End users: Assess how well the software supports their daily tasks. Their feedback is crucial for identifying usability issues and adoption risks 
  • IT teams: Evaluate the software’s performance, integration capabilities, and technical fit with existing infrastructure. They also assess scalability and security features 

Without validation, organizations risk selecting software that looks good in theory but fails in practice. 

Final selection and contract discussions 

Once a preferred vendor has been identified, the next step is to establish a strong, mutually beneficial partnership through thoughtful contract development.  A good agreement should reflect the organization’s goals while also recognizing the vendor’s role as a strategic partner. 

  • Legal and procurement teams: Work closely with the vendor to ensure the contract is clear, fair, and aligned with internal policies and external regulation, including defining service levels, data governance, renewal terms, and escalation procedures 
  • Finance teams: Help confirm the total cost of ownership is sustainable and that the investment aligns with budget forecasts and ROI expectations 
  • Executive sponsors: Provide final approval and ensure the agreement reflects strategic priorities. Their involvement reinforces trust and commitment across both organizations 

Instead of approaching this step as adversarial or zero sum, it’s important to use structured frameworks and open communication to build a resilient vendor relationship that can adapt to future needs. 

Build a purpose-driven software selection team 

The key to building a strong software selection team is understanding the full scope of the selection process and aligning team members with the specific demands of each phase. It’s an approach that minimizes risk and maximizes ROI while also ensuring the software is a strategic asset that enhances the employee experience and drives operational efficiency.  

Executive leadership, department heads, IT leadership, and end users all play crucial roles in this process. From setting strategic direction and securing budget to validating technical fit and ensuring user adoption, each member brings a unique perspective that is essential for a successful implementation. By focusing on clear, actionable requirements and using structured evaluation models, organizations can avoid common pitfalls such as overcomplicating the process or selecting software that fails to deliver in real-world scenarios. 

Frequently asked questions 

  • Why is it important to involve executive leadership in the software selection team?

    Involving executive leadership in the software selection team is crucial because it ensures that the chosen software aligns with the organization’s strategic goals, supports future growth, and meets compliance requirements. Executive buy-in also helps in securing the necessary resources and budget for the project. 

  • How should team members be mapped to the different steps in the software selection process?

    Each phase of the software selection process should involve specific team members, including: 

    • Executive leadership: Sets the strategic direction and secures budget and executive sponsorship 
    • Department heads: Provides deep knowledge of operational workflows and pain points 
    • IT leadership: Evaluates the technical fit, integration capabilities, and security features 
    • End users: Offers firsthand insight into daily workflows and usability expectations 
    • Legal and procurement teams: Reviews terms and maintains documentation for regulatory alignment and governance 
    • Finance teams: Confirms the total cost of ownership and ensures the investment aligns with budget forecasts and ROI expectations 

  • Why is it important to follow a structured process in software selection?

    Following a structured process in software selection is important to minimize risks, maximize ROI, and ensure the software is a strategic asset. It helps in thoroughly evaluating options, aligning with organizational needs, and making informed decisions that enhance the employee experience and drive operational efficiency. 

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As a content creator at Eptura, Jonathan Davis covers asset management, maintenance software, and SaaS solutions, delivering thought leadership with actionable insights across industries such as fleet, manufacturing, healthcare, and hospitality. Jonathan’s writing focuses on topics to help enterprises optimize their operations, including building lifecycle management, digital twins, BIM for facility management, and preventive and predictive maintenance strategies. With a master's degree in journalism and a diverse background that includes writing textbooks, editing video game dialogue, and teaching English as a foreign language, Jonathan brings a versatile perspective to his content creation.