Technology partnerships built on clear roles and shared goals.
Technology partnerships built on clear roles and shared goals.
Some engagements are too large or too varied for one firm to deliver alone. Co-delivery is how two firms share a project without sharing the confusion. Each party takes ownership of specific parts of the work, the boundaries between those parts are documented, and the customer sees a single, coherent team.
In a shared project, most problems happen at the seams: where one firm's deliverable becomes the other's input, where two sets of requirements overlap, where a defect could belong to either side. We spend a considerable share of the early effort on those seams. Before build begins, we agree:
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What "ready" means when work passes from one team to another, including documentation and test evidence.
Who decides what, and how disagreements are escalated and resolved.
How a change request is assessed, priced and approved when it touches both parties' work.
Customers should not have to work out which firm to ask. We agree in advance who speaks for the project on each topic and how joint updates are prepared. Where a customer question falls across both firms, we consult privately first and answer once.
Both firms work from the same plan and the same status view. Dependencies are visible to everyone, and late items are flagged early, not discovered at the milestone. We keep a simple decision log so that any agreement can be found later without relying on memory.
Disagreements are normal and healthy when handled early. We agree an escalation path at the start, usually a short chain of named people with time limits at each step, so that no disagreement can quietly stall the project. In our experience, having the path written down means it is rarely used.
Co-delivery does not end at launch. We agree who supports which components afterwards, how issues are triaged between the firms and how knowledge is documented so the customer's team can operate the result.