Start with the operating problem
Describe the workflow, users, existing tools, and constraints. Separate essential requirements from ideas that can wait until a later release.
Software partner due diligence
Choosing a Software Development Partner in Ethiopia
Compare project fit before choosing a software company. Use delivery evidence, scope clarity, ownership terms, and support responsibilities to make a defensible decision.
Discuss your requirementsBuild a comparable shortlist
Ask each supplier for the same evidence
Request relevant work samples, a delivery plan, named responsibilities, and explicit exclusions. Confirm the proposed team’s contribution to any referenced project.
Compare total commitments
Review migration, training, hosting, third-party fees, source-code access, and ongoing maintenance alongside the initial estimate.
Take the next planning step
Review the relevant service or project information, then share your priorities and open questions with DreamTech.
Supplier Evaluation Workbook
Compare software partners with the same evidence
Use this decision page before requesting final pricing. Establish the business outcome, current constraints, decision makers, target users, data, integrations, acceptance authority, budget context, and required launch window so every candidate responds to the same problem. The central question is whether a supplier is the best fit for a defined business outcome.
Request proof connected to scope
Look for a comparable proposal, named team, relevant work sample, delivery plan, ownership terms, security approach, and support model. Ask which facts are verified, which are assumptions, and which depend on third parties. This avoids choosing from broad claims, unverified portfolios, or prices that omit necessary responsibilities.
Create one evaluation baseline
Issue the same workflow narrative, volumes, constraints, dependencies, assumptions, and response format to shortlisted suppliers. Record clarifications centrally. Comparable evidence makes differences in scope, exclusions, risk allocation, and total ownership cost visible before negotiation.
Document the decision
Close the evaluation with a scored selection record showing why the chosen partner fits the scope, risk, governance, and commercial constraints. Preserve clarifications, exclusions, commercial assumptions, intellectual-property terms, access arrangements, and reasons for the award so delivery begins from an agreed record rather than sales-stage memory.