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Proof-of-Concept Management

Slide 1: Proof-of-Concept Management

On-screen

Proof-of-Concept Management

Testing ideas before full commitment

Narration

Anna: A proof of concept is meant to answer a question. The trouble is that plenty of them run for weeks without anyone stating the question.
Greg: Then it ends, everyone feels vaguely positive, and the decision gets made on politics instead of evidence.
Anna: So the discipline is defining success criteria up front. What has to be true at the end for this to count as a pass?
Greg: Write it down, agree it with the vendor, and give it a deadline. A proof of concept without an end date becomes a free pilot.

Slide 2: Why run a proof of concept?

On-screen

Why run a proof of concept?

Running a small trial reduces risk before signing a long contract. Teams can validate functionality, integration and user fit without a full deployment. A short experiment uncovers deal-breakers early and builds evidence to support or reject the vendor.

  • Because "it works on the vendor's laptop" isn't a business case

Narration

Anna: How many times have you heard "it seemed great in the demo"?
Greg: Jumping straight into production with a new tool can be risky.
Anna: That's why teams run a proof of concept—to test the waters before committing budget and resources.
Greg: The goal is to validate that the vendor can solve the problem and fit into existing workflows.
Anna: We'll walk through setting success criteria, keeping scope tight and evaluating results so POCs lead to clear decisions.

Slide 3: Define success upfront

On-screen

Define success upfront

  • Agree on measurable outcomes like page load times under three seconds or an 80% user satisfaction score.
  • Capture a baseline so improvements are clear.
  • Distinguish must-have criteria from nice-to-have bonuses.

Narration

Anna: Proofs of concept drift when success isn't defined.
Greg: Agree on measurable outcomes—page load times under three seconds or an 80% user satisfaction score.
Anna: Set a short checklist of must-haves and nice-to-haves.
Greg: Document the baseline so you can compare results after the trial.

Slide 4: Manage scope and timeline

On-screen

Manage scope and timeline

  • Limit participants, datasets and integrations.
  • Example: a marketing team tests a CRM with 10 users and 100 sample leads for two weeks.
  • Assign a project lead, vendor contact and schedule regular check-ins.
  • Set a modest budget and update stakeholders regularly to avoid POC creep.

Narration

Anna: Ever seen a two-week POC turn into a three-month mini-project?
Greg: Also known as "POC creep"—feature creep's expensive cousin.
Anna: Keep the scope tight with limited users, datasets and integrations.
Greg: Assign a project lead, vendor contact and schedule regular check-ins.
Anna: Set a modest budget and communicate progress to stakeholders so the trial doesn't sprawl.

Slide 5: Evaluate and document outcomes

On-screen

Evaluate and document outcomes

  • Consider evaluation criteria such as cost per user, integration complexity and training requirements.
  • Gather metrics and feedback at the end of the trial.
  • Keep the vendor on schedule—don't let them drag out the trial hoping you'll forget the initial criteria.
  • Decide on go, no-go or adjust and rerun. Share a brief report so leadership understands the recommendation and any follow-up work.

Narration

Anna: When the trial ends, gather metrics and user feedback.
Greg: Compare the results against the success criteria—cost per user, integration complexity and training needs.
Anna: Decide whether to proceed, adjust or walk away.
Greg: Don't let the vendor drag things out hoping you'll forget the initial criteria.
Anna: Summarise the findings in a short report so stakeholders understand the recommendation.

Slide 6: Common POC mistakes

On-screen

Common POC mistakes

  • Free trials that aren't really free.
  • Testing with unrealistic or cherry-picked data.
  • Letting POC creep turn into a mini project.

Narration

Anna: Common pitfalls? Free trials that aren't really free.
Greg: Or testing with data that's nothing like real life.
Anna: Keep an eye out for POC creep and rein in vendors who keep adding "just one more feature."
Greg: Avoid these traps and you'll get a clear read on the solution's value.

Slide 7: ROI calculation

On-screen

ROI calculation

  • Track staff time, licensing and infrastructure costs.
  • Compare against potential savings or revenue gains.
  • Document assumptions so stakeholders see the math.

Narration

Anna: To justify a POC, track what it costs.
Greg: Count staff time, licenses and infrastructure.
Anna: Then compare those costs to potential savings or revenue.
Greg: Share the math so stakeholders see whether the trial paid off.

Slide 8: Exit strategy

On-screen

Exit strategy

  • Define criteria to end the trial early if it fails.
  • Communicate the decision and lessons learned to stakeholders and the vendor.

Narration

Anna: Sometimes the best decision is to cut the trial short.
Greg: Define exit criteria upfront so you know when to pull the plug.
Anna: Communicate the decision quickly to stakeholders and the vendor.
Greg: Capture lessons learned and move on.

Slide 9: Key takeaway

On-screen

Key takeaway

A good POC either saves you money or makes you money. A bad POC does both—for the vendor. Disciplined POC management sets expectations, controls risk and provides evidence for investment decisions.

Narration

Anna: A good proof of concept either saves you money or makes you money.
Greg: A bad one does both—for the vendor.
Anna: Define success, control scope and evaluate honestly.
Greg: Then you can move forward with evidence or save money by walking away.
Anna: Either outcome beats committing blindly.