The Rules of the Game Are Changing

Asset - The Rules of the Game Are Changing

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There is beyond a doubt that the It industry is finding a shift from the primary arrival of Clients when it comes to enterprise Implementations. For this discussion, The Clients are assumed to be Large incommunicable Groups and few enterprising Government Majors and the It industry refers to Tier- I It organizations.

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A quick look at the tradition and the earlier conventional approach...

When a Client decides to go ahead with an Erp Implementation, he sends an Rfp. Clients receive Proposals from Tier I organizations which details the Solution, the Implementation approach, Case Studies and sample profiles of the project team. A Decision is taken based on the Technical clarification presented followed by Price negotiations and a Lock-In. The price is usually the Total endeavor multiplied by the Consultants rate per month with some contingency costs thrown in and at no given time does the Client have an idea of the rates and endeavor for each module. The Tier- I It society as per 'Industry ' norm, gets its 3 - 4 weeks to mobilize a team comprising of the project manager, the agenda employer and various clarification Leads and Consultants. This is often times extended by a few weeks and a 'Project Kick-Off' happens. The project goes straight through its various cycles, challenges before the final Testing and Go-Live.

The Rules today are changing

The Client today is careful, well informed and knows and demands exactly what he wants. For several of these Large Clients, Price is never an issue and before they resolve to Lock-In with a specific vendor, their Expectations (which could be seen as somewhat unrealistic from the It vendors perspective) need to be met. The Client today demands and expects the It seller to mobilize project teams, complete with Sme's (subject matter experts) in a few days.

They would meet and interview the full project team. The key users within the Client form a committee and 'test' the project team for their 'functional' and enterprise knowledge and go the extra length to ensure that they are fully convinced that they can deliver. It won't be surprising for the Client fellowships to rope in external knowledgeable Consultants during the Interview and Testing process of the project team. A decision to Lock-In with a specific seller is only taken after the Key Users within the Client enterprise and of procedure the Cio and the It team are fully convinced about the talent, the skill sets, the enterprise knowledge and not to mention soft skills (which is often found lacking with typical project Delivery teams) that the project Team displays. They are not just finding at a Delivery team but they are finding for that determined level of 'comfort' with the project team. After all the project team is going to spend valuable time persisting up to 6-10 months depending on the quality of Blue printing and the frosty of the Srs document. The seller is asked to sign a ageement confirming that the project employer assigned will carry on the Implementation till the final Go Live and this would also be applicable for Key Leads.

The Price Negotiations comes next...

This is much more demanding and perhaps calls for a shift in the Policies of It organizations. Today's Clients clearly ask for a complete break up of module wise costs and efforts detailing the efforts for each type of the Consultants deployed. It's not surprising for Clients to ask It vendors to fill in templates which clearly ask for breakup of man day rates, man days required for ex., normal ledger, Accounts Payable, Fixed Assets, Accounts Receivable and other module wise efforts.

To Summarize...

Times for mobilizing project teams are getting shorter. project Teams are subjected to meeting and interviews with Key Users and external Consultants project Teams need to have senior Leads and Sme's who can carry on to come out of the tests that the Key Users branch them to. The Pricing Policies of most It organizations must convert in line with the customer demands of a more transparent arrival One would empathize and believe that this is a fair ask as a good and proactive project team would ensure a faster 'buy-in' from key users in the Plant Locations with their good knowledge, insight and more importantly interpersonal relationships. The primary Objective of the project Team is to ensure a flourishing Implementation and perhaps these new Rules, arrival and shift would perhaps ensure a higher percentage of Win-Win situations for both organizations.

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