Recently I have taken over responsibilities within a major software company's delivery organization. We currently have partnerships in place with several of the leading Systems Integrators. My own history in enterprise programme management has led to some personal views on recurring issues which arise when managing large scale implementations utilizing Systems integration at the execution level. I was hoping some others out there may have their own which they would be willing to share in this discussion.
My example:
Qualifying the execution team members background and skill sets.
Too often I have found that the integrator's business model which by nature must keep everyone billable to maintain profitability, leads to the "Sell High Deliver Low" method. This is when you have senior management and High-level Technical experts provide the early analysis and estimation, only to be followed by junior resources being provided to actually execute the project. In my first project this came back to bite me from behind....as the execution level resources did in fact know the technology being utilized, but it was never communicated that it was at a component level and not at the enterprise level. Thus we (Specifically me as the PM) incurred increased resource costs due to relying on the "experts". If you have similar stories or general practices you watch out for when working with SI's please respond. Saving Changes...
"Thousands of candles can be lighted from a single candle, and the life of the candle will not be shortened. Happiness never decreases by being shared."
