I was discussing outsourcing with a friend the other day. I work in government IT, and outsourcing is used widely in government. He was discussing the tricky nature of being brought in as an independent vendor to the outsourcing vendor. What this brought up was something that is often overlooked in outsourcing deals, especially major ones. That is: any organisation that outsources a function (such as its IT) usually does so in the hope of saving money by shedding large amounts of staff. But, they usually don’t factor in that they will need additional staff with different skills to manage that outsourcer.
|Stakeholder Concern||Enterprise Focus||Project Focus|
|The city of Hamelyn is plagued with rats.||This indicates a serious problem with the “Public Health and Hygiene” capability.||We just need a quick project to eliminate the rats. So we buy some “Eliminate Creature” capability from an external vendor.|
|The Pied Piper gets rid of the rats.||Real business problem has not been addressed. Let’s now push on with the next phase of solving the problem.||Project successful.|
|The Pied Piper is too expensive.||We need a careful transition plan while we build an in-house capability.||Let us immediately renegotiate our contract with the vendor.|
|The Pied Piper gets rid of the children.||It turns out that the Pied Piper can reuse his “Eliminate Creature” capability for other purposes.||!*!?**!|
|Which Role?||Enterprise Architect?|