Define the required outcome

List the workflows the business needs now and the changes it expects to explore later. Separate essential requirements from preferences. Both internal development and a purchased solution should be assessed against the same scope so one option is not burdened with features the other excludes.

Model continuing work

Include integration, support, training, updates and the staff time required to operate the solution. State assumptions about usage and growth. Initial development cost or subscription price alone rarely captures the resources needed to maintain a dependable customer experience.

Evaluate reversibility

Ask how the business would migrate, replace or extend the solution if priorities change. Consider data portability and operational knowledge through appropriate technical review. The better choice depends on the organisation’s capabilities and needs, not a universal preference for ownership or outsourcing. Include the cost of internal distraction in the comparison. Building a non-core tool may consume the same engineering or operational capacity needed for a customer-facing priority, while buying may create integration work that competes for those resources too. Review whether the comparison assumes the same service quality and availability, rather than treating every technically functional option as operationally equivalent.

Imagine this

Illustrative operating example

A hypothetical purchased tool costs $20,000 annually but needs $15,000 of integration work. An internal build costs $50,000 initially and ongoing maintenance. A comparison that shows only $20,000 versus $50,000 omits important timing and support differences.

Make it practical.

Use this checklist as you read. Checks are not stored.

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