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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

At the end of the trial, gather metrics and user feedback.

CriterionEvidence to record
Cost per userRecord the trial cost per user against the agreed criterion.
Integration complexityRecord connections tested and problems still unresolved.
Training requirementsRecord user feedback and the training or support needed.

Keep the vendor on schedule and assess the original success criteria.

Go, no-go, or adjust and rerun. Give leadership a brief report with the recommendation and 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.