Constant team changes by consultants in IT projects are unacceptable according to research conducted among large firms.
The independent research commissioned by IT services firm Fujitsu Services found that 58% of companies interviewed experience team changes of three or more throughout the duration of projects.
And the survey revealed that 33% of companies interviewed are thinking of putting legal paragraphs into contracts to limit or control the number of team changes on their projects.
Fujitsu Services says that team changes, however small, within outsourced IT consultancy projects can equate to a "loss of confidence" by the customer.
Rob Devlen, head of business consulting at Fujitsu Services, said, "IT consultancies will have to begin showing initiative in this direction and start incorporating team change guarantees into the contracts before they become mandated by customers. Any team changes that need to be made will need to be managed more carefully."
Ian Parkes, director at Coleman Parkes Research, which carried out the research among 50 UK blue chip firms, said, "There is some good news in all this, 24% of companies interviewed already set the number of team changes in the contract.
"But compared to the rest of the industry this is still too small a number, and it highlights that there are still many areas that need addressing to ensure a smoothly run IT change project using an IT consultancy company."