System integration--where program management is literally the business

Many of the South American companies operating in highly competitive systems integration industry lack the skills needed to appropriately integrate systems and a business model to efficiently manage their high-risk activities. This paper examines the process of operating a systems integration business in South America, using as its example the South American telecom industry. It explains the competitive landscape that companies operating in this industry face and describes the nature of the systems integration industry, listing what it defines as the industry?s seven golden rules. It then outlines a three-tier model for managing integrated services, one that includes business management, program and project management, and systems integration engineering. It identifies the key success indicators for program management and business management; it lists six factors comprising what it calls a quality diamond and eight techniques for preventing negative impacts on systems integration projects.
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