How the rules of procurement would get aligned to this new business model is a different story, the real crux of the matter is how much of an impact will it make on beleaguered Consultancy, System Integrator, OEM, Channel partner and outsourced enterprise ecosystems of failure to deliver projects – where integration is key. Integration is the product and not the individual components. Each calculate their existence as per what they have delivered and keep pushing for their payments. In this parceling out of money, the real Go Live remains a mirage.
In places of the footloose system what is required primarily is cutting down of IT and other business enterprises involved. The enterprises who amongst themselves can finish the project, end to end, have to come together. This would be the beginning of a consortium. First they learn to work together as one unit for one goal, one purpose under the same working conditions. A real team buliding indeed. This team can deliver anything.
To supervise, facilitate, guide and validate one or more professionals, expert in the trade, service or product/s being used in the Integrated Project be selected from each stakeholder company after carefully screening . This team work both as Consultants and the Project Monitoring Unit. The best of those in this team having all requisite skills should be selected to head it. This would lead to organic growth of professionals and the management team of the project.
This is known as Functional Consortium. This would transform project execution and management. The long drawn management process of consultancy and system integrator can be considerably abridged. The technical and functional crevices can be bridged. All on-board are critical stakeholders. All have a serious stake in the project – both financially and their reputation. As accountability becomes easier, finding the real fault and fault maker would not be difficult.
FUNCTIONAL CONSORTIUM CAN BREAK THE CONSULTANCY / PROJECT EXECUTION JINX.