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ments if there are some uncertainties in the design
phase. In the emerging business models that is no
longer possible due to the separation of phases and
the use of competing providers. This will present new
challenges to methodology developers both in the in-
dustry and in the academia.
5 CONCLUSION
It must be noted that our results are from a single
provider and may not represent other providers and
markets. In addition to that, the number of projects
analyzed is not very large and fresh data from other
companies and markets should be acquired in order
to make the results more reliable.
The most important result of the analysis of the
projects is that the types of projects form a high-level
process that constitutes the client-provider relation-
ship. The profiles of projects and their relationships to
each other have consequences to the organization of a
provider’s activities. Those providers that take this
into consideration will have a competitive advantage.
The clusters of projects represent the changing na-
ture of the business. In order to get new system en-
gineering projects a provider has to be good in con-
sulting also. That is not very easy because there are
no existing methodologies or process models which
could be used for the management, measurement and
improvement of the provider’s business.
In addition to the need of a holistic methodology
for providers there is a real challenge to the existing
engineering methodologies. Modern methodologies
assume working practices that are less and less com-
mon in the business environment of a large full-scale
ICT-services provider. Methodology developers from
both the academia and the industry should develop
new methodologies that will be better suited for the
changing business environmet.
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