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The key item of interest for a customer is on the ownership the Vendor will take to deliver the project and the level of engagement of Vendor’s team on the project. For Example you may like to have a dedicated on-site project manager vis-a-vis a partially involved project manager operating offsite even during critical phases of the project.
Management and oversight responsibilities
Weight of Vendor Resources
- Who all will be involved in the project? For Example having the global delivery head being part of the steering team will definitely add gravitas to the oversight.
- Who will be involved in the project team? For Example- The head of delivery in the market being part of the project management committee will be an added advantage.
Ownership of issues/incidents
Who will own the issues is a big question? A project issue/risk etc. could be created by customer/vendor OR both and it also has to be worked upon by either OR both parties. However, it is important to have a single owner for issues/risks, and ideally one should endeavor to make Vendor taking greater ownership of issues. There are some issues, which a vendor cannot own and that have to be defined. For Example if you are implementing a data-warehouse, Vendor may own all issues apart from making the source systems related tasks/activities.
Multi-vendor management
What happens, if your project involved different vendors? For Example a comprehensive information management initiative could involve a Data Warehouse Vendor, Enterprise reporting application vendor and a analytics application vendor and an implementation partner bringing all of them into a single delivery project. The implementation partner becomes a key in this scenario. The below said considerations are targeted to the ‘main’ vendor, which could be the core application provider OR the implementation vendor.
Multi-vendor management experience
- How many showcase projects Vendor has delivered with similar context?
- Has the core vendor worked with diverse partners? This question also indicates if the Vendor is selling the project with the recommended partners due to its comfort OR due to their merit?
Multi-vendor management processes
- What will the operational framework for multi-vendors operate?
- How will the issues and risks be handled?
- Will there be a single point of contact/owner for the whole project and individual sub-projects?
PLEASE REFER DELIVERY EVALUATION MATRIX Execution-MiHPractice Tool to enable an effective DELIVERY CAPABILITY Evaluation for a tool/solution provider.
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