Name the decision first
Before comparing platforms, describe what the organization needs to do differently. A useful problem statement names the people involved, the workflow that creates friction and the decision or outcome the initiative should support.
Map the work as it happens
Walk through one real example with the teams who perform the work. Capture handoffs, exceptions, repeated entry and the points where information becomes unclear. A process map should reflect everyday operation, including work outside the formal system.
Separate requirements from preferences
Identify what is essential to the business and what is simply familiar. Give each requirement an owner and a reason. This makes platform evaluation more transparent and gives the delivery team a basis for managing scope.
Define the first useful release
Choose a coherent piece of work that can be introduced, supported and evaluated. Agree what evidence will indicate progress and what must be in place for the people adopting it. Technology selection then becomes part of an informed business decision.