Table 4 A summary of the recommendations for improvement of the execution of projects from the consultant’s perspective
Indication | Activities | Risk factor addressed |
|---|---|---|
Keep the project scope stable | Perform careful project scoping during the bidding process Assure client team involvement, especially during the design phase Train the client team in the system before or at the beginning of the project Prototype during the design phase when possible (so that no substantial configuration and no customisation are needed) Adjust the business processes to the system functionality in areas that do not harm competitiveness Manage client expectations: include ‘must-haves’, exclude ‘nice-to-haves’ | Unclear/changing goals/scope/requirements Poor planning/estimation/scheduling |
Introduce and maintain smooth communication supported by the project management | Establish and hold periodic status/integration meetings, empowered and animated by the project managers Prepare a clear communication map with single points of contact Introduce and enforce the usage of communication procedures Document all findings and tasks, and assign responsibility and deadlines to the tasks Manage conflicting requirements by appointing a strong project leader (champion) on the client side and involve the Steering Committee in problem solving if necessary Reduce the culture gap by appointing consultants which have domain expertise and strong soft skills training the client team in the system involving prototyping and functionality presentations in the design phase whenever possible Make the enablement of communication one of the main tasks for the project managers | Communication problems Lack of change management procedures |
Assure dedicated, competent, client team with decision-making capabilities | Assign domain experts to the team as key-users or grant the key-users constant access to the domain experts Grant the key-users decision-making capability or grant them constant and quick access to the decision makers Grant the key-users time to participate in the project motivate them to work over-time; or nominate less experienced staff as key-users but grant them constant access to experts; or hire temporary employees to perform the daily activities of the key users | Lack of client team dedication to/involvement in the project Improper/insufficient client team expertise Lack of decision-making capabilities in the client team |
Appoint a competent and engaged consultant project manager | The consultant project manager should possess the system knowledge and experience from other projects to be able to identify possible risks and problems, and find solutions actively prioritise and coordinate tasks in and between the projects—he/she should be aware of the task complexity and interdependencies carefully listen to the team, give support and be open to suggestions from the team support the consultants in front of the client—play ‘bad cop’ so that the consultants can maintain a good relationship with the client team actively participate in the identification and solving of problems/risks be assertive in front of the client in defending the project scope, budget, and schedule organise and actively participate in the status/integration meetings enable and streamline the communication in and between the teams implement and actively enforce the usage of a project methodology and procedures | Poor project management Lack of change management procedures |
Keep the budget and schedule consistent with the scope | Perform careful project estimation during the bidding process Avoid wishful thinking—evaluate the impact of changes in scope on budget and schedule rationally Apply a methodological change management process Resist any change in scope without schedule and budget adjustments | Poor planning/estimation/scheduling Lack of change management procedures |
Enforce the usage of the methodology and procedures | Execute timely status/integration meetings Carefully document all findings Precisely define the tasks, with people responsible and deadlines assigned to them Apply a methodological approach to change and risk management Carefully prepare and execution of the test phase carefully prepare the test scripts grant enough time for corrections between the test sessions Define and enforce clear responsibility split between the project participants | Unclear/changing goals/scope/requirements Lack of change management procedures Poor project management |
Assure that the consultants are competent and dedicated to the project | As a client check the consultants CVs and references assure that the consultants’ expected workload is in line with the project scope assure that the consultants presented to you will be actually executing the project | Consultants overscheduled Lack of/insufficient resources/consultants |