For a variety of reasons, organizations in the midst of a project often consider replacing their system integrator (SIs). The project may be the implementation of a new system, an upgrade, or an “add on” type of engagement in which new functionality is enabled. (The latter typically takes place after initial system activation.)
On almost all projects, clients look for ways to minimize costs. They might question the need for a full-time consultant Project Manager. This is often a mistake. This short posts explores the pros and cons of having a dedicated PM on the consulting side.
Clients who clearly understand the path that they are about to follow might be able to benefit from speed sourcing. For example, focusing on reducing transaction costs by 40 percent is clearly a paramount objective to creating every report in a client’s legacy system. Organizations that cling to antiquated processes are likely to butt heads with vendors trumpeting new and ostensibly better methods. Much like SaaS and Open Source ERP, I will be keeping my eye on speed sourcing to see if it gains traction.
Clients and consultants often have unique and different focuses during business hours. While consultants focus on new functionality and “future systems”, clients have to juggle daily (read: current) responsibilities with future ones. This tension often results in major problems during projects.
Read about the different types of arrangements for people like me.
Training a class this week reminded me of the delicate nature of change. As vendors ostensibly improve their applications’ functionality and user interfaces, every end-user is not going to be happy. Within the same organization and across different ones, different people deal with different system-related changes in vastly different ways.