This could have been a crucial risk mitigation tactic used by the project manager, especially since SupERP had never implemented their software on the AS/400 platform with working order processing and operations modules. BBI's failure to concretely confirm this functionality via a robust proof of concept demonstration left BBI exposed to the failures they ultimately encountered. By managing the vendor and demanding the actual proof of functionality using all the modules requested by BBI, the company could have driven SupERP to reassess their capability in producing such a product. This also would have limited BBI's potential for large downside outcomes which were contained in the fine print of SupERP's written SLSA and IPA documents by addressing the most negative outcomes, i.e., inadequate system functionality and performance and non working modules, prior to the signing of the legal
This could have been a crucial risk mitigation tactic used by the project manager, especially since SupERP had never implemented their software on the AS/400 platform with working order processing and operations modules. BBI's failure to concretely confirm this functionality via a robust proof of concept demonstration left BBI exposed to the failures they ultimately encountered. By managing the vendor and demanding the actual proof of functionality using all the modules requested by BBI, the company could have driven SupERP to reassess their capability in producing such a product. This also would have limited BBI's potential for large downside outcomes which were contained in the fine print of SupERP's written SLSA and IPA documents by addressing the most negative outcomes, i.e., inadequate system functionality and performance and non working modules, prior to the signing of the legal