10 Basic Tips on Selecting a Systems Integrator
The network is the heart of most organizations today. Taking a little extra time to involve key decision makers, conduct proper integrator due diligence, and ensure detailed paperwork in place can mean the difference between a smooth project and one beset by problems, delays and cost overruns.
By Mark Allen, Director of Business Development and Network Engineering, Vector Resources, Inc.
Today’s IT and network projects are increasingly complex. Phone, computer, video surveillance and other systems that used to work as standalone networks, are typically now part of one IP-based infrastructure. While this approach provides many benefits, it also increases complexity. Every system on the network affects network performance; e.g., deploy a video surveillance system with high-performance video cameras can easily degrade the quality of voice service without adequate planning. And while IT leadership is responsible for network quality, they are often not experienced to make technical decisions for all the types of systems now integrated into their networks.
Bringing in outside resources, such as systems integrators, can provide multiple benefits for today’s more complex networking projects. These include knowledge of the most recent technology developments, teams experienced with design, implementation and maintenance of new technologies, and the extra “bandwidth” that extends the resources of in-house IT departments. Because each systems integrator offers a unique set of capabilities, experience and work style, IT managers should select an integrator only after an extensive review process. Here are some important considerations:
• Form a cross-functional team within the company to select the integrator. This ensures “buy in” for the systems integrator ultimately selected. Typically, in addition to IT staff, these teams include those involved in operations, human resources and finance/accounting.
• Create a request for information (RFI) document that asks for details about the integrator, such as size (revenues and people), capabilities, case studies, project-management processes and other questions that are specific to the given program. Creating the RFI will ensure a level playing field exists when the team reviews integrator qualifications and also often reveals questions that team must answer about the work to be done prior to evaluating integration firms.
• Cast a wide net to identify an initial list of integrators. Sources to consider include word of mouth, reviews of publications and analyst reports, online searches and/or contacting IT managers proactively who recently completed similar projects. Distribute the RFI to as many as 15-20 integrators.
• Conduct a first set of meetings with senior people to learn the full capabilities of the firms receiving the RFI. Ensure as many people as possible from the team participate. Develop an evaluating sheet and distribute in advance to ensure the in-house team asks all the questions necessary and provide as complete feedback as possible.
• During the evaluation process, interviewers often fail to ask two key questions: is this a ‘best of breed” integrator and how much of the work is self performed versus by a partner or subcontractor. These two points can be very important depending on the scope and size of the project. In terms of defining best of breed, this should include factors such as: does the integrator work with multiple manufacturers to ensure they spec the products most suitable for the project. For the self-performed question, does the integrator have multiple references for projects similar to the one under consideration.
• Reduce the pool of integrators to three to five finalists and hold second meetings, insisting that the teams who will work on the project be included. Provide these finalists with a request for proposal (RFP) that includes specifics about timetables, teams (especially what work, if any, will be subcontracted), work processes, pricing and other detailed information. In addition, consider providing a non-disclosure agreement to ensure the integrator is legally bound to keep company information, as well as the specifics of this engagement, confidential. If possible, obtain copies of other companies’ RFPs for similar projects and incorporate relevant questions.
• Check references of both the firm and the specific team members to be involved. References should reflect the same type of technology your company is considering, as well as the scope of the project.
• Determine if each of the integrators the in-house team is considering are people they can work with. While responses to RFI and RFP questions are important, the qualitative aspects are also important. Each project typically has unique aspects and it’s important the integrator’s team has experience with those unique areas. In addition, the team will be allowing the systems integration firm access to the critical parts of the organization’s network; these are people they will see every day for weeks or months.
• Identify an exit strategy. As part of the RFI and RFP, outline a project scope that has specific beginning and end-points. During a project, the integrator or IT staff may find additional work to perform. If so, ensure there is a specific process for bidding and pricing that work to ensure there are no surprises.
• Avoid “Scope creep” Once you believe you have selected an integrator, hold a final schedule and scope of work review meeting. You want to make sure each party understands the project time frames and milestones, specifically what work is to be done, and where the integrator responsibility ends and the customer responsibility begins.
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