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IT Consulting Firms

            Organizations often consult help from consulting firms, when they want to get more advice pertaining a certain issue or for temporary employment to perform a certain project. Information and Technology consulting firms usually deals with Information and Technology, computer, computing, technology and business consultancy. Many consulting firms have come up and organizations need to be very careful when consulting them because many firms pretend to be computer wizards. They should ensure they get a consulting firm that is reliable, applies and uses knowledge management skills to set up their IT infrastructure and provides the expected results (Wolf and Reimer, 1996).

            In this report we shall examine the operation strategies used by Eduserve and Xonicwave consulting IT firms by comparing and contrasting them. Eduserve consulting firm manages education projects from college and university students. Xionic IT services firm deals with business projects. Both firms have indoor IT staff members, therefore managing time and avoiding all constraints that result from infrastructure huddles. Both firms provide a base of well trained staff that is up to date with each firm’s performance skills, hence provide qualified consulting services. In Eduserve, the staff is well versed with the EduServe’s ESOP© model (EduServe Strategic Organizational

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Planning) which helps them to deliver excellent institutional, strategic technology and distance learning planning services to their clients. Xionicwave IT consulting service firm encompasses a qualified network of professional who are well versed with the usage of Microsoft, Cisco, Novell and UNIX computer programmes, which enable them to create a reliable source of consultancy.

            The two firms tend to work closely with the staff of the organization sorting consulting services.  They are well trained and can easily communicate with employees of the organization to explain to them what they are doing. They also provide staff members in a situation where the organization is understaffed. An organization might fire an employee or have an employee call for a sick off. The task done by that employee will not be performed leaving the organization with a mishap especially if the task is urgent.

            Eduserve consulting firm mainly bases its operation strategies on models formed which lay a clear outline of the steps, processes and type of service to offer, while carrying out the task given to them. Example of these models include ESOP© model (EduServe Strategic Organizational

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Planning), EASE© model (EduServe Administrative System Evaluation) and ERI© model (EduServe Rapid Implementation). This shows that their management plan is well revised. This gives their client confidence since they can see their work will be well defined and classified, therefore the expected results desired will be produced. Xianwave dose not have a well defined management plan, and clients will fear using them as they are not sure if the desired results will be produced. Organizations should always get involved with consulting firms that have a blueprint layout of their functions (Nonak & Takeuchi 1995).

            An organization seeking consulting services will want to know how its money will be spent so as to avoid overspending. It is important to inquire about the consulting firm to know if they are mishandling your money before seeking their help. The Xianwave consulting services group is able to extensively explain to the client their charge rate and how they have organized it. This enlightens the organizations consulting them on which payment strategy to use. Clients like to be told how their money will be spent so as to feel they have maximally used their fund and not to engage themselves with payment modules that they do not require. Xianwave has classified its payment plan as follows; bronze, silver, gold, platinum and titanium. Eduserve also needs to prepare a payment plan that will guide prospective clients on which plan to engage in (Syeiby 1997).

Word count: 631

Reference list

Nonaka and Takeuchi (1995). The Knowledge-Creating Company. New York, Oxford: Oxford University Press.

Syeiby (1997). The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets.               San Francisco, CA: Berrett-Koehler Publ.

Wolf and Reimer (eds.). (1996). Practical Aspects of Knowledge Management (PAKM ’96).             Switzerland:Basel.


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