Last week we shared an article that talked about the different expectations from suppliers and clients when undertaking an OSS implementation project.
The diagram below attempts to demonstrate the concept visually, in the form of three important sliders.
When it comes to the technical delivery, it makes sense that most of the responsibility falls upon the supplier. They obviously have the greater know-how from building and implementing their own products. However, and despite what some clients expect, you’ll notice that the slider isn’t all the way to the left though. The client can’t just “throw the hand grenade over the fence” and expect the supplier to just build the solution in isolation. The client needs to be involved to ensure the solution is configured to their unique requirements. This covers factors such as network types, service types, process models, naming conventions, personas supported, integrations, approvals, etc.
Unfortunately, organisational change is an afterthought far too often on OSS projects. Not only that, but the client often expects the supplier to handle that too. They expect the slider to fall far to the left too. In my opinion, this is completely unrealistic. In most cases, the supplier simply doesn’t have the knowledge of, or influence over, the individuals within the client’s organisation. That’s why the middle slider falls mostly towards the right-hand (client) side. Not all the way though because the supplier will have suggestions / input / training based on learnings from past implementations. BTW. The link above also describes an important perspective shift to help the org change aspect of OSS transformation.
And lastly, the success of a project relies on strength of relationship throughout, but also far beyond, the initial implementation. You’d expect that most OSS implementations will have a useful life of many years. Due to the complexity of OSS transformations, clients want to stay with the same supplier for long periods because they don’t want to endure a change-out. Like any relationships, trust plays an important role. The relationship clearly has to be beneficial to both parties. Unfortunately, three factors often doom OSS relationships from the outset.
- Firstly, the sliders above show my unbiased perspective of the balance of responsibility on a generic OSS project. If each party has a vastly different expectation of slider positioning, then the project can be off to a difficult (but all-too-common) start.
- Secondly, the nature of vendor selection process can also gnaw away at trust quite quickly. The client wants an as-low-as-possible cost in the contract (obviously). The supplier wants to win the bid, so they keep costs as low as possible, often hoping to make up the difference through the inevitable variations that happen on these complex projects.
- And thirdly, the complexity of these projects means challenges almost always arise and can cause cynicism being hurled across the fence by both parties if the relationship and trust isn’t strong.
You may be wondering why the third slider isn’t perfectly centred between both. You may claim that significant responsibility for humility, fairness and forgiveness lies with each participant to ensure a long-lasting, trusted relationship. I’d agree with you on that, but I’d also argue that the supplier carries slightly more responsibility as they (usually) hold a slight balance in power. They know the client doesn’t want to endure another OSS change-out project any time soon, so the client generally has more to lose from a relationship breakdown. Unfortunately, I’ve seen this leveraged by vendors too many times.
Do you agree/disagree with these observations? I’d love to hear your thoughts.
Oh, and if you’re ever need an independent third-party to help set the right balance of expectations across these sliders on your project, you’re welcome to call upon Passionate About OSS to assist.