Enterprises tired of finger pointing and blaming tactics

Any IT executive who has ever worked on a project requiring multivendor participation knows there are always challenges, not least vendors pointing the finger at each other when costly mistakes occur.

However, after putting up with more than their fair share of blame shifting and buck passing, Australian IT managers with experience integrating different technology suppliers are now using fewer vendors to keep things on track.

Among such managers is television station Network Ten's network information systems manager Bruce Nicholas, who feels many that vendors often like to play 'the blame game'.

"Often it depends on how you engage IT vendors in the first place," Nicholas said.

"If you engage them with the right conditions and terms then that should really cut down on problems."

Nicholas argues the smaller the number of vendors you have working on a project, the better for the enterprise.

"Otherwise it becomes very difficult to manage them," Nicholas said.

At legal and tax publishers WoltersKluwer, integration services manager Stef Savannah finds while vendors are always willing to take on work, they go suspiciously quiet when it comes to taking responsibility for mistakes.

"Vendors blame each other in big projects - funny that. They have a tendency to say that a mistake or delay wasn't their fault; it's usually 'we had to wait for this or that'."

For Moray and Agnew Solicitors' IT manager Richard Figar, the blame game is a frequent play.

"I see vendors blame each other, particularly data communications projects with the telcos; there's a lot of finger pointing there," Figar said.

"You would like to think that vendors will be willing to accept responsibility when something goes wrong, and the vendors are almost always willing to repair something that goes wrong, but finger pointing still exists."

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