An Analysts’ Skills: Bespoke Software vs Packaged Software at Small Software Vendors

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An Analysts' Skills: Bespoke Software vs Packaged Software at Small Software Vendors
Issam Jebreen*
Department of Software Engineering, Zarqa University, Zarqa, 13110, Jordan
A R T I C L E I N F O
A B S T R A C T
Article history:
Received: 10 October, 2020
Accepted: 21 November, 2020
Online: 08 December, 2020
SMEs usually succeed in today market since they achieve unique things in the business
market. Therefore, SMEs look to keep their business benefit by avoiding any regulation
conducted of software. Executed software packaged at SMEs consequently provides
obstacle concerning to misfits between software services process and SMEs business
process. Hence software analysts' skills are a critical factor for successfully overcome
obstacle relating to misfits. This study conducted a questionnaire by quantitative data to
understand in-depth analysts’ skills need during the process of software mismatch
adjustment. Based on our analysis of the data gathered, we represented a list of skills that
analysts applied to detect misfits between software service provided and SME's business
process. This study, therefore, explains skills that analysts used to overcome the obstacle of
software implementation at SMEs.
Keywords:
Small Software Vendors
Packaged Software
SMEs
Analysts Skills
1. Introduction
In current years Small Software Vendors (SSVs) for Packaged
Software (PS) is increased they are competitive by selling their
products to large numbers of SMEs [1]. SSVs have, therefore
activated to mark SMEs less complicated products that have
developed [2]. SMEs are an essential business target many SSVs
as mentioned by [3] SMEs "with less than 500 employees provided
51 per cent of all employment in the USA as of March 2004 and
64 per cent of all Canadian private sector employment in 2005. In
the European Union, firms with 250 employees or less provided 67
per cent of employment" [3]. A study by [4] stated that SMEs
subsidize to economic growing to a great degree and incessantly
generating employ chances through the business. SMEs are an
essential economies part, SMEs surface particular challenges once
they are implementing a PS for their business [5, 6].
SMEs seem to remain different comparing to large companies
in several points [7]. Some individual features of SMEs contain
types of ownership, business structure, and target market [7].
Several studies have stated that SMEs have limited IT knowledge
and resource regarding IT adaptation/adoption [7]. These obstacles
lead to the implementation of PS presence a challenge for SMEs.
Researchers of SSVs have found that they cannot conduct the
process of implementing PS at a large business to SMEs [7].
Regardless of the importance of Packaged Software (PS)
conducting it is recognized by these SSVs researchers, there is a
little investigation to exploring these obstacles. In particular,
considerations about SMEs hardly investigate in the SSVs
literature and the question of how SSVs have overcome these
obstacles and what are the analysts' skills to successfully
conducted a PS at SMEs [2].
In [8], the author conducted research relating to the soft skills
of software development staff across four significant parts of the
world, which included North America, Asia, Europe, and
Australia. researchers conducted on the belief that soft skills are
complementary to technical skills, and thus essential attributes for
IT staff to have [8] claimed that during different project stages,
incredibly soft skills required. Therefore, various team members
should have a variety of soft skills. Those skills were
communication skills, interpersonal skills, analytical and problem-
solving skills, organizational skills, innovative skills, adaptability
to change, and the ability to work in a team and to work
independently. Other study by [9] regarding analysts’
communication skills a key factor for requirement gathering, they
found that knowledge about business process of users’ companies
and domain knowledge different business are the most critical
factor for requirements gathering.
It can claim that none of the previous studies related to analysts'
skills focuses on any detail on how analysts manage software
specificity and generality when implementing packaged software
compare to bespoke software [10]. Hence, they do not provide any
overview of what domain knowledge and estimation skills
required from analysts implementing packaged software. Nor do
they focus on the fact that there are pronounced differences
ASTESJ
ISSN: 2415-6698
*Corresponding Author: Issam Jebreen, ijebreen@zu.edu.jo
Advances in Science, Technology and Engineering Systems Journal Vol. 5, No. 6, 1021-1026 (2020)
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https://dx.doi.org/10.25046/aj0506123

I. Jebreen / Advances in Science, Technology and Engineering Systems Journal Vol. 5, No. 6, 1021-1026 (2020)
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between bespoke software and packaged software. Therefore,
there is a need for an investigation of which domain knowledge
and estimation skills are required when analysts manage software
specificity and generality.
This study provides an overview of analysts' skills at small
software vendors (SSVs) regarding PS conducted at SMEs. It
explores this area from the perspective of small software vendors.
In focusing on an understanding of analysts' skills at SSVs, we
construct a questionnaire by quantitative data to represent high
demand for skills used during the conduct of PS at SMEs. This
study organized as follows: review literature; research method;
results and discussed, conclusion and considers future work.
2. Study Background
The purpose of this section is to provide a perception of the
theoretical concept of software packaged; analysts' skills and the
processes involved, and packaged software implementation. In this
section, we assumed that PS conducted at SMEs depend on a set
of techniques such as software integrations, customization,
adoption/adaption, and the identification of misfits between PS
services and SMEs business process. Hence these processes
require from PS analysts to interact with SMEs employees that
require different skills. Additionally, in this section, during the
review of previous studies relating to packaged software, we
present and define several PS elements. There are several elements
involved in the process of PS conduction such as PS customization,
adaption, and adoption [11]. If the efficiency of these elements
enhanced, this might lead to the increased success of PS
conduction at SMEs.
The market of PS is the fastest rising business for small
software vendors (SSVs), [12] study shown that PS market for
SSVs is growing to $64.88 billion in 2009. Therefore, such
procedures of software may be very targeted to viable SMEs
business [12].
Small software vendors shape their business to developing
small packaged software (SPS) instead of bespoke software.
However, those vendors have faced new management
development challenges [13], [14] recognized the lack of in
research investigate dedicated to reviewing the packaged software
area, he recognizing main differences between the packaged
software development process and bespoke software. The study
acknowledged variances at four levels that contain "industry
forces, approaches to software development, work culture, and
development team efforts". His argument of the conflicts increased
by recognizing and discoursing the five different participant
groups participate in both bespoke and PS development. In [14],
the author stated that "custom IS are those made by either an
organization's internal staff or by direct subcontract to a software
house". The study goes on to classify ERP product as the wildest
rising example of a packaged software product. PS requires wide
modifying for their application, which regularly involves the help
of variances parties such as training, consultants, and support staff
[15-17].
When associating noticeable differences between bespoke and
PS developing process, Sawyer states that time pressures are a
main critical factor for PS development rather than software cost
compare to bespoke software. Meanwhile, the successful
implementation criteria for PS software is different compare to
bespoke software, PS software assesses by software profit, several
target markets, and famous the product. However, successful
implementation criteria for bespoke software, that is measured by
specific company satisfaction about the services provided by the
software. Moreover, the PS development is relying on developers'
experience of business domain knowledge, but bespoke software
is depending on the needs of users.
In [14-17], and other research by [13] and [18], the authors
stated that software companies treat PS as a product. Therefore, the
effort is on carrying a product that can sell to many, and the product
vision relying on releases planned. Meanwhile, bespoke software,
the effort is on carrying on software development process in order
to have a user’s stratification. The primary assumption of these
researchers is that the process of software development is different
from PS and bespoke software, the most distinct is at software
company structure level, the process of development regarding
users' involvement, the culture of work, development effort by
software teams.
In recognition of these concerns, systematic studies have been
undertaken in the current year to increase the success of the method
of packaged software creation [11]. For example, in order to
understand the process of requirement engineering for PS, [14]
researched the process and challenges of the requirement
engineering process for PS in Swedish software companies. Many
of the problems they exposed were exclusive to PS and not suitable
for personalized applications. They therefore noted that
specifications for engineering approaches carried out by a tailor-
made software team might not be especially helpful in supporting
the development process for PS. In another study by [10], it was
reported that the personalized process of software requirement
engineering and the methods used have inadequate utility for PS.
For analysts, these present a primary challenge in creating the
preliminary software for future marketing. However, as possible
consumers are accepted, they have become the primary source for
the selection of requirements. Nevertheless, the original software /
product specifications are typically generated by the creators of PS,
who have used their thoughts on business goals, understanding of
the business domain or a product vision [14]. This method makes
it rational to assume that not all packaged software services and
features are suitable for the business of SMEs [15]. In other words,
there can be misfits between the business processes of PS services
and SMEs. In order to minimize any unintended effects, SSVs and
recognized SMEs should reduce the possible gaps (a skills require
from analysts) in the PS to be effective.
Therefore, several studies conducted to investigate the critical
success factors (CSFs) for PS implementation. Instead of that, [19]
surveyed 86 organizations by an essential characteristic of success
PS implementation to generate the most important critical success
factors for PS implementation. They propose that the CSFs list
may include assistance leaders of PS projects to better apply
inadequate resources by using the CSFs that are existences at
SMEs and have a primary effect on the PS success implementation.
The study offers a brief clarification of critical success factors,
along with an interpretation of the value of each aspect. (1)
Management support, (2) product champion, (3) consumer

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training, (4) expectation management, and (5) supplier / customer
relationships are the leading five variables recognized.
The purpose of [17] is not only to test the accuracy of the top
10 list of [16], but to build on the list by theorizing some of the
causal relationships between the individual CSFs. The research
question was: (1)” Can the list of [16] helps to gain a deeper
understanding of the root causes of success and failure in the
implementation of ERP?” [17] agreed to evaluate the top 10 CFSs
that have a mix of 'hard' and 'soft' success elements, and they noted
that the most significant factors are: top management support,
project team experience, interdepartmental cooperation, consistent
expectations and goals, and project management. Any of the stuff
on the top 10 list were originally ranked lower by [16]. Still, after
feedback received from 52 company managers approached to
provide input by [17], he moved the ranking up. In other IT
literature related to implementation, many of the items on the top
10 list also seem to appear frequently.
In [4], the author reviewed in the words of SMEs, the most
recent literature on the adoption and application of ERP systems in
SMEs. Noting that ERP systems have now been almost universally
implemented by large organizations, [4] said that ERP vendors
have now begun to turn their attention to small-medium-sized
organizations (SMEs). Although ERP systems can help small and
medium-sized enterprises, "the risks for small and medium-sized
enterprises of implementing an ERP system are different because
small and medium-sized enterprises are likely to have limited
resources and business features that are different from those of
large organizations." In [4], the author provided insight into the
areas missing from the current ERP adoption analysis in SMEs and
provided expertise to assist 'professionals, suppliers and SMEs'
while embarking on ERP projects.' In fact, 'Small and medium-
sized enterprises (SMEs) recognized as fundamentally different
circumstances relative to large enterprises'[18] have not published
any relevant literature on the implementation process in SMEs [4].
The literature mentioned by [4] shows that academic research
has shown a significant increase in the use of ERP in small and
medium-sized enterprises, and that case studies and surveys are the
most common methods used in research papers on this topic. They
discovered that the implementation method was the most discussed
in the literature on ERP use in SMEs. This result contributes to the
crucial topics of literature debate within larger organizations on
ERP systems. However, in the literature on the use of ERP in
SMEs, the adoption decision, the acquisition process, and the use
and maintenance step are also given acceptable levels of emphasis.
The processes for which literature has been rather scarce or non-
existent are ERP evolution and ERP system retirement [4]. Further
suggested that only two published papers found 'in-house built
systems' to be a viable option for small and medium-sized
enterprises. At the same time, "normal ERP solutions could require
straight lines and a lack of versatility for particular SMEs." It is
therefore safe to say that, from the point of view of SSVs, the
existing literature has paid little attention to the implementation of
PS activities by SSVs.
In [5], the author make some more remarks about the existing
literature after giving specific critical of the reviewed literature and
suggest more avenues for research. First of all, they say that, even
though 77 papers identified and examined, this was still a minimal
number of documents to be conducted within ten years on the
subject, considering the increasing significance of ERP technology
in response to SMEs. They conclude that "in contrast with ERP in
LEs, SMEs have not earned sufficient attention." "that include a
lack of" ex-ante cost estimate, economic viability and investment
appraisal studies of ERP ventures "research, a lack of contrast
between" SME-specific ERP and general ERP systems " or
"industry-specific ERP vs general ERP packages" studies.
In [4], the author found that only a few studies were performed
on the growth of ERP systems in small and medium-sized
enterprises, and no study on small and medium-sized enterprises
discussed the implementation phase of an ERP system. Finally,
while they found 77 articles related to ERP systems in small and
medium-sized enterprises, [4] recorded that the majority of small
and medium-sized enterprises were engaged in traditional
manufacturing, and that it could be important to achieve results
compared to different industries, or it could be beneficial if recent
studies on the use of the ERP system in small and medium-sized
enterprises were carried out. They also found that almost all
research studies have found that businesses are concentrated in
America, Australia, Europe, and Asia. There has been a shortage
of studies that examine SMEs in Africa or the Middle East.
Therefore, a one-sided viewpoint (in data collection) has been
adopted by current literature, e.g. on the client-side, whereas other
views might strengthen the perception of such phenomena. Any
studies that examine instances of failed ERP implementations
within SMEs are also absent.
After reviewing the literature on this subject, package software
often created in many sequential releases but that there is intense
competition among various formats within the packaged software
industry. This is only one of the components unique to packaged
software, which explains part of why the features of packaged
software vary significantly from the elements of customized
software. Alternatively, there are potential clients, an imagined
group of people who may fit the profile of the product's intended
customer. The elicitation of specifications from this group of users
and customers is one of the tasks that separates bundled
applications from bespoke. The elicitation of such requirements is
primarily handled by ads, technical assistance, user groups and
trade publication testers. Therefore, it seems reasonable to say that
not all the applications functionalities will be appropriate for the
customers’ business requirements. In other words, when packaged
software is implemented by tech firms, there would be
inconsistencies between the features provided by packaged
software and customers ' business requirements. Therefore,
different skills are required from PS analysts in order to
successfully implement a PS.
Packaged program development can be a massive undertaking
that needs a substantial amount of time, effort and adjustments in
the implementation organization. The implementation of the PS is
often the single largest project ever launched by an organization.
3. Research Design
A survey questionnaire on the skills adopted was used to
collect quantitative data based on [8-10] and shows the skills
required in PS. The skills mentioned in the table below in terms of
how analysts used them.

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In cases where expectations of one's competence affect the way
he or she interacts, the Self-report instruments are suitable [20].
Besides, claimed that people could have more contextual
information about themselves than anyone else does, offering
some encouragement for the use of such a system.
As show in table 2, our sample of software companies involved
in this research covers the area of software development,
integration of systems, and localization of software. A total of 60
participants presented, including analysts and developers. Seven of
the participants made up of team leaders.
Table 1: Survey Questionnaire Sample
Skills
Skills & Knowledge
Assessment Level
Communication skills
Low, Moderate, and High
Interpersonal skills
Low, Moderate, and High
Organizational skills
Low, Moderate, and High
Team Player
Low, Moderate, and High
Ability to Work
Independently
Low, Moderate, and High
Table 2: Sample descriptions
Area
%Sample
Participants
Experiences
development
85%
Team
Leader
12%
Integration
70%
Analysts &
Developers
75%
localization
40%
Experiences
12%
75%
System analysts and developers were most of the participants
at the same time. Most participants had a cumulative experience of
3-10 years in the industry, while a few had the experience of more
than ten years. Most of the participants had experience working
concurrently as researchers, designers, and developers. As analysts
only, some participants had the expertise and some as developers
only. Most participants had experience with software for company
applications and software for database systems.
The data has analyzed as the percentage of participants answers
regarding skills required for bespoke software and packaged
software.
Table 3: Responses regarding software type.
Software type
#Responeses
Bespoke
27
Packaged
33
As show in table 3, it was 27 responses from bespoke software
analysts and developers and 33 responses from packaged software.
The top of questionnaire, the participants were chosen the type of
software they would like to fulfill up the questionnaire for.
4. Result & Discussion
The table 4 below follows a list of skills adopted by [8-10] and
shows the skills required in PS vs Bespoke software. The skills
mentioned in the table in terms of how analysts used them.
It can be seen from the table 4 that the skills generally required
of analysts practicing Packaged software implementation (PSI) are
much the same as those required of analysts engaged in bespoke
software, but that some of the skills are required to be practiced at
a higher level or to use more often. There are some differences
involved in terms of how skills are needed and practiced about
skills and knowledge, development skills, software knowledge,
business skills, problem-solving, and hardware knowledge.
Table 4: Skills Assessment Level
Skills
Skills & Knowledge
Bespoke
software
PS
Communication skills
High
High
Interpersonal skills
Moderate
High
Organizational skills
Low
Low
Team Player
Moderate
Moderate
Ability to Work Independently
Moderate
High
Development skills
Programming
High
High
General knowledge of
development
High
High
Implementation
High
High
Operations/maintenance
High
High
Design
Moderate
Moderate
Analysis
High
High
Documentation
Moderate
Moderate
Development methodologies
Moderate
Moderate
Integration
Low
High
Knowledge of technological
trends
Low
High
Quality assurance
Low
High
Software
Programming language
High
High
Database
High
High
Operating systems / platforms
Moderate
High
Packages
Moderate
High
General knowledge of s/w
Moderate
Moderate
Business skills
General knowledge of business
High
High
Function specific
Moderate
High
Industry specific
Low
High
Enterprise-wide
Low
High
Problem Solving
Technical expertise
Low
High
General problem solving
Low
High
Adaptive / flexible
Low
Low
Analytical / critical / logical
Low
High
Customer-oriented
Low
High
Hardware
Server
Low
High
General knowledge of h/w
Low
Moderate
Desktop/PC
Low
Moderate
Devices/printers/storage
Low
Low
Note that the bolded italics in the PS column show the differences
Bespoke software requires the analyst to show a certain level
of skills and knowledge related to communication skills,
interpersonal skills, organizational skills, ability to work in a team,
and ability to work independently. PSI requires the same kinds of
skills, but some of these skills demanded at a different level as
shown in figure 1.

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For example, the analyst engaged in PSI will need to meet
higher demands in terms of their development of interpersonal
skills, and their ability to work independently.
Figure 1: Skills & Knowledge
Figure 2: Development Skills
Figure 3: Software
When it comes to development skills as shown in figure 2, the
analyst engaged in PSI will need to have a higher level of skill
when it comes to dealing with software integration, quality
assurance, and knowledge of technological trends. In bespoke
software, these skills only required at a 'low' level. In PSI, the need
for these skills categorized as 'high'.
When it comes to knowledge of software and the ability to use
the software as shown figure 3, the skills required of bespoke
software analysts and PSI analysts also differ. In Bespoke
software, the analyst's knowledge about operating
systems/platforms and packages only needed to be at a 'moderate'
level. In PSI, these skills required to be at a 'high' level.
Bespoke software and PSI also require a different use of
business skills as shown in figure 4. The analyst engaged in
bespoke software needs a high level of knowledge about the
business, as does the analyst employed in PSI.
Figure 4: Business Skills
Figure 5: Problem Solving Skills
However, in bespoke software, the analyst needs only a
'moderate' understanding of specific functions. In PSI, this
knowledge of particular procedures must be high. In bespoke
software, the analyst's industry-specific and enterprise-wide skills
are 'low', whereas, in PSI, they practiced at a 'high' level.
The skills related to 'problem-solving' also differ between
bespoke software and PSI as shown in figure 5.
The ability to be adaptable or flexible required at the 'low' level
in both forms of RE. Several other skills needed to differ in terms
of use, however. For example, skills related to general problem-
solving, technical expertise, the ability to be analytical, critical, or
logical, and to engage in customer-oriented problem solving
0 1 2 3 4 5
High
Moderate
Low
Skills & Knowledge
PS Bespoke software
0 1 2 3 4 5
High
Moderate
Low
Development skills
PS Bespoke software
012345
High
Moderate
Low
Software
PS Bespoke software
012345
High
Moderate
Low
Business Skills
PS Bespoke software
0 1 2 3 4 5
High
Moderate
Low
Problem Solving
PS Bespoke software

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practiced at a 'low' level in bespoke software. These same skills
practiced at a 'high' level in PSI.
Lastly, analysts' skills related to hardware also differ as shown
figure 6. The analyst doing bespoke software requires only a 'low'
level of skills concerning general knowledge about hardware,
knowledge about servers, desktop PCs, and knowledge about
devices and storage. The requirement of these skills is slightly
different for the PSI analyst. In PSI, the analyst has 'moderate'
skills concerning general knowledge about hardware, desktop
computers, and PCs. As in bespoke software, they need only 'low'
knowledge about devices, storage, and printers. However, they
will need to have a 'high' level of knowledge about servers.
Figure 6: Hardware
5. Conclusion
This study provides an account of the distinction between the
skills of analysts for packaged software and bespoke software with
an emphasis on the activities of analysts. Through this report, we
offer a detailed discussion of the skills of analysts required to be
effectively implemented by PS and the challenges faced when
implementing packaged software at SMEs. The numerous factors
involved in seeking buyers, eliciting requirements and detecting
misalignments, designing a packaged software product, and
updating or adapting existing packaged software have been
addressed.
The expertise and abilities of analysts to communicate with
consumers should be considered as crucial factors when
attempting to enhance the actions and results of the application of
the PS. By enhancing their development skills, in particular
integration, awareness of technical developments, and quality
assurance skills, analysts will gain confidence, strengthen their
critical thinking capabilities and problem-solving skills, and
enhance their ability to connect, engage, and cooperate with the
implementation of PS.
Business skills are the most important for understanding the
business process of SMEs based on the responses of our 60
participants. In view of this, it is important to improve well-
developed function-specific skills to minimize misunderstandings
and increase the efficacy of such communication. In addition, the
involvement of analysts with inadequate skills to work efficiently
during the implementation of PS, showing weak or poorly
performed interaction skills, may also lead to fragmented teams
and disagreements between team members, resulting in an
unsatisfactory experience for both users and analysts. This analysis
of skills analysts in PS can help to shed light on areas of practice
that can be focused on by an analyst to reduce the risk of
problematic implementation of PS. Future studies will seek to
establish a theoretical framework that describes the interaction
techniques that analysts apply during the production and
implementation of the PS, as this research is ongoing.
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