This week I have been thinking about best practice for managing the complexity of multiple contracted companies working on a single programme and what needs to be considered to ensure value, delivery and success.

We are used to managing single vendors in single programmes or multiple vendors in multiple programmes, but not multiple vendors on a single programme. The risks are obvious: duplication of effort, unwillingness to share intellectual property, day rate differentials, the unfamiliarity of collaborating with each other and competing to be better than each other, to name a few.