Part I can be found here. Part II can be found here. Part III can be found here. Welcome to part IV. Le Grande Finale. The long-awaited Omega. Conclusion of Delusion. Etc. The one & only goal remaining is to answer the last question: What could ... should ... HAS TO be changed in modern IT Consulting to adapt to current situation? Get. Set. Go: Work in long-lasting, stable & fixed (small) teams No more rapid team forming for each deal. No more last-minute "who's available" queries. Long-lasting teams are an absolute must, mainly because: managers/leaders feel a real…
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Part I can be found here. Part II can be found here. So it's part III and you're still with me, awesome :) Let's assume you agree with my reasoning why IT Consulting in it's previous form is a relic that has to die (or has died already). It's high time to consider the possible scenarios of (r)evolution and I'll start with my list of DON'Ts (this post) to conclude with the list of DOs (next post, hopefully the final one in the series). Ubiquitous language But before I'll start, let me define few acronyms - some statements will be…
Part I can be found here Before I make a deep dive into what are (IMHO) the most promising areas to contribute for modern IT Consulting, let me finish my list of key differences between the way consultants used to work few years ago & what's expected today: Decomposition (of systems, of projects, etc.) 10 years ago all-in-one, complex end-to-end combined solutions were the way to go. And it really made sense due to problems with integration (mentioned in previous points), non-uniform architectures / platforms & varying skill sets to run them. The effect was quite obvious - once you've set…
I've started working in IT consultancy in 2003 & I had very little idea about what I had just stepped in ;P I already had some professional experience as a programmer, designer & even a team lead of a small squad, but I had yet to learn a lot about IT projects: how huge, complex & absorbing (even for a big corporation) they can get what kind of unreal & undreamed of problems you can encounter during them why large enterprises invite huge mercenary enterprises to mess with the most critical elements of their IT landscape, instead of doing it…
I do a lot of work in Financial Services nowadays. Taking part in projects is one thing, sharing opinions & discussing visions with plethora of people who do the same is very important as well - they provide a lot of insight that is not necessarily aligned with what I personally think. But honestly, majority of them keeps telling the same stuff: Banks, insurance companies, etc. should focus on keeping their customers on their WWW sites / in their mobile apps as long as possible: to increase the probability of additional financial product (credit, investment, insurance) sale To make sites / apps…
Honestly, I like to speak to a wider audience about cool things we (my team(s)) do. I don't think it's a typical show-off, even if it helps me, my collegues & my employer to strengthen personal or enterprise brand. What I love most is diving into details of solutions where we went for something really innovative and / or ambitious (that wasn't even tried by anyone else we know). Typicaly it makes a story about how we've: identified the need proposed a solution validated some kind of PoC matched costs, risks & expected outcomes ... and in the end executed what…