Dan Sciscente explains the benefits of using Program Management to help manage cross-vendor initiatives during project delivery:
“I’ve been involved in many deliveries where an organization tasked my team to deliver highly-visible solutions, but the project consisted of multiple vendors – each with a specific role. Moreover, every vendor had a limited view of what the global solution to be put in place was, and therefore didn’t see the overall benefits neither understood the criticality of their committed deliverables.”
Dan Sciscente implemented a proven system that he brings to organizations appropriately titled “Using Program Governance to Manage Cross-vendor Deliverables and Risks”.
Here are some excerpts:
Why is Cross-vendor Management Risky
- Cross-vendor project/ program management involves the integration of multiple resources; including project managers, IT specialists, clients, sponsors, change-management teams, end-users, etc., and could all be from different organizations;
- There are numerous problem areas and levels of risks that stem from cross-vendor management, but the more obvious ones are:
- Human Capital
- Accountability and R+Rs
- Reporting/ Control
Some Common Cross-Vendor failures
- Having a mutual understanding of the business objectives set forth by the Sponsor
- Obtaining accurate reporting, staying informed about key milestones, and being engaged with issues/ risks with vendor managed streams
- Communications not centralized and Noise Management
- Measuring performance and understanding human capital
Human Capital: Different Interpretation, Objectives and Thresholds
In cross-vendor situations, it can be challenging to work with Project Managers that aren’t from your organization as they may not manage projects as your organization does.
- Their reporting and threshold to trigger what they consider to be a risk may differ from yours.
- What you consider to be risky may appear normal to them;
- Their threshold level with issues may be higher (risk), or lower which can become cumbersome;
His experience as a program manager, coupled with his exposure as a management consultant allows him the ability to build the organizational chart needed to delivery complex initiatives.
“Building the right team is key.” says Dan, “But when you have the right people, working on the right things and at the right time, everything is possible.”
Dan Sciscente admits that he hasn’t re-invented the wheel when it comes to delivery. Simply put, he uses proven techniques that he has acquired having consulted in so many large organizations.