Many of my colleagues in sales and business development would agree that there has been a distinct change in client engagement models over the last couple of years.
Conversations with client budget holders and project managers is moving away from the regular end to end fixed priced project models to a more dynamic and flexible, objective and task driven models.
Clients and product innovators are waking up to the fact that they need to have a faster go-to market, operational and development strategies to quickly validate assumptions and move on to the next feature of their product.
In line with a blog that I had written sometime back. http://www.slateone.com/blog/node/12
With operational and development teams aligning more for SCRUM and Agile methodologies, the sales conversation has moved towards exhibiting extended development teams ( EDC models capabilities) and strong project management maturity processes. The conversation is more about skills, teams , communication and coordination rather than the Analyse, Design and Deliver.
So the ubiquitous pre-sales executives and business analysts who were constantly making effort estimates and understanding the nature of the requirement may find themselves thinking about how best they can represent their company skill map of resources to a potential customer.
The proposal documentation in this case would include a lot of numbers, metrics, resource skill maps, bug tracking tools, process improvements. The key in such engagements is always to be completely in synch with the development process of the clients.
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