Any complex transaction has many component parts and a number of different contributors to each action. One of the inherent dangers that can challenge the successful development and negotiation of an IT contract is a lack of cohesion and integration amongst the different team members.
The can mean that say the legal and financial or technical advisers can be on different pages or spreadsheets or diagrams and sometimes it seems even different planets.
One reason for this can be a lack of co-ordination amongst the members of the team who often have other competing work and different priorities and may well be in different locations.
A simple and effective way to avoid this is to create a "war room" which is dedicated to the contract team that they can use as a base for the development of the contract and management of the deal. This can be equipped with flip charts, projectors, whiteboards etc. and will be a permanent base for the duration of the transaction.
This enables documents to be drafted with contributions from different disciplines and any difficult issues to be brainstormed. It also has the incidental benefit of bringing a disparate group together as a coordinated whole and creating a real team spirit.
It worked for Churchill with the War Rooms in London in the 1940's and it still works in Twenty First Century outsourcing contract negotiations.
The can mean that say the legal and financial or technical advisers can be on different pages or spreadsheets or diagrams and sometimes it seems even different planets.
One reason for this can be a lack of co-ordination amongst the members of the team who often have other competing work and different priorities and may well be in different locations.
A simple and effective way to avoid this is to create a "war room" which is dedicated to the contract team that they can use as a base for the development of the contract and management of the deal. This can be equipped with flip charts, projectors, whiteboards etc. and will be a permanent base for the duration of the transaction.
This enables documents to be drafted with contributions from different disciplines and any difficult issues to be brainstormed. It also has the incidental benefit of bringing a disparate group together as a coordinated whole and creating a real team spirit.
It worked for Churchill with the War Rooms in London in the 1940's and it still works in Twenty First Century outsourcing contract negotiations.
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