Resource Deployment and Extended Teams
Resource deployment places named consultants inside your team, under your delivery direction. It is the right shape when you need capability rather than a managed outcome — and the wrong shape when you need an outcome by a date.
One question decides this
Who holds delivery direction? If you do — you set the priorities, you sequence the work, you accept the trade-offs — then you need people rather than an outcome. If you want to hand the outcome over and be told when it is done, you need a project or a service, and you should not also expect daily control of it.
Almost every disappointing engagement we have been asked to rescue was the right work bought in the wrong shape: an outcome bought as day-rate people, or a stream of unpredictable work bought as a fixed-scope project.
What distinguishes this from independent contracting is the practice behind the individual. When a consultant hits something outside their depth they have colleagues in the same discipline to ask, and continuity is our risk rather than yours.
What deployment commits us to
Six commitments that distinguish this from a staffing transaction.
Named consultants, interviewed first
Specific individuals with CVs and relevant history, interviewed by you before any commitment — not a pool and an assurance.
Stated allocation
Capacity expressed in days per month, dedicated or shared, reviewed monthly so under-use and over-commitment are both visible.
Work inside your governance
Your sprint, your standup, your ticketing system, your definition of done. The consultant follows your process rather than running a parallel one.
Practice depth behind them
Escalation into the relevant OMAV practice when something exceeds the individual’s depth, which is the substantive difference from a contractor sourced independently.
Continuity commitment
Any replacement includes a handover overlap at our cost, so continuity of knowledge is our problem to solve.
Honest monthly review
Utilisation, contribution and engagement shape reviewed monthly — including a recommendation to change the shape when the work no longer fits it.
How a deployment starts
Define the need
Which disciplines, what kind of work, how much of it, and who the consultant reports to day to day.
Match and interview
Named candidates with CVs and relevant history, interviewed by you before commitment.
Onboard properly
Access, process context and introductions arranged so the first fortnight is productive rather than administrative.
Operate
The consultant works to your priorities inside your governance, with practice escalation available.
Review monthly
Allocation, contribution and shape assessed, with adjustments made rather than deferred to a renewal conversation.
Deployment next to the alternatives
Four ways to buy capability, and what each is for.
| Dimension | Extended team | Fixed-scope project | Managed service | Direct hire |
|---|---|---|---|---|
| Delivery direction | You | OMAV | OMAV | You |
| Suits work that is | Continuous, variable | Definable, finite | Live, operational | Permanent, core |
| Time to start | 2 to 4 weeks | 4 to 8 weeks | 4 to 8 weeks | 2 to 4 months |
| Depth available | Practice behind them | Full team | Full team | One person |
| Ends with | Notice period | Signed acceptance | 30-day exit | Resignation |
| Wrong when | You need a date honoured | Requirements shift weekly | Project work hides in it | The need is temporary |
When this is the wrong instrument
Deployment is wrong when you need an outcome by a date. A consultant with no scope and no acceptance criteria will be busy, and at the end nobody will be able to state clearly what was delivered. That is a failure of the shape, not of the individual, and we will recommend a fixed-scope engagement instead even though it is a different commercial conversation.
It is also wrong as a way to buy a project cheaply. Where the requirement genuinely has a finish line, a fixed-scope engagement prices the risk once and gives you something to accept against. Buying that work by the day transfers the estimating risk to you while removing the accountability you were paying for.
- The deciding question is who holds delivery direction.
- Named consultants, interviewed by you, before any commitment.
- The practice behind the individual is what you are buying.
- When the work develops a finish line, change the shape rather than persisting.
Questions buyers ask about this
How is this different from a staffing agency?
The consultants are ours and stay ours, backed by the practice behind them. When one encounters something outside their depth they have colleagues in the same discipline to ask rather than a recruiter to call. We also carry the continuity risk: a replacement includes a handover overlap at our cost.
Which disciplines can you deploy?
SAP functional and technical, Java, Python, React and JavaScript development, Linux and cloud engineering, web development, and digital marketing including search visibility. Availability by discipline is confirmed at scoping, and we will say plainly when we do not have the right person rather than sending an approximate one.
Who does the consultant report to?
You, for day-to-day work, priorities and sequencing. OMAV holds their development, quality and technical escalation. That split lets you direct the work without also owning the professional development of somebody else’s employee.
Can we scale up and down?
Allocation is stated in days per month and reviewed monthly. Reductions follow the notice period. Increases need lead time, because specific skills are not interchangeable with general availability, and we would rather say so than fill a seat.
Can we convert to a fixed-scope project later?
Often that is the right move once the work is understood well enough for a finish line to be written down. We will suggest it when the shape stops fitting rather than waiting to be asked — a day rate on work that has become a project is worse value for you.
Marked up as FAQPage structured data, matching the visible text exactly.
Still not sure this is the right service?
Answer four questions and we will tell you which one fits — or that none of them do.
Tell us what you are trying to fix.
A short conversation about the objective, the constraints and the timing. If we are not the right fit, we will say so.