Partner Selection

Implementation partner due diligence: ten questions that matter

Assess partner delivery capability, staffing model, and accountability before signing.

Ask who will actually deliver your programme, not only who presents in sales meetings.

Request recent references matching your industry and complexity profile.

Probe assumptions on scope boundaries and change request handling.

Why this matters

• Partner due diligence should test delivery reality: who will lead, who will configure, who will govern, and what happens when scope assumptions fail.
• Reference calls are useful only when they match your complexity, industry pressures, and leadership style.
• Commercial discipline matters as much as technical skill because unclear change control is one of the fastest ways to lose trust mid-project.

What to check in practice

• Ask who will actually deliver your programme, not only who presents in sales meetings.
• Request recent references matching your industry and complexity profile.
• Probe assumptions on scope boundaries and change request handling.

Mistakes that create avoidable project pain

• Confusing software functionality with business readiness.
• Assuming a partner or vendor will solve unclear process ownership for you.
• Treating post-selection execution risks as someone else’s problem.

What to do next

• Translate the key points into a shortlist scorecard, project risk log, or operating checklist the team can use immediately.
• Use the article to shape the next vendor demo, partner workshop, or internal decision forum rather than leaving it as passive research.
• Pair this article with a relevant guide or comparison page before final decisions are made.