The Success Factor?

I have recently worked on two different projects using IBM Cognos Planning software where the approach to delivering a solution demonstrates that knowledge of a planning product is not necessarily the key to making the project a success.  Of course, knowing the product is a key factor, especially if you are working with a customer who is new to budgeting and forecasting software and will be driving their element of the implementation from business knowledge alone.  In order to really get the implementation complete within budget and a timescale there are other roles the consultant has to play to work with the client, the principal role being that of a project manager.

The first of the recent projects I have worked on was left in the control of a contractor.  The client had taken on the contractor for work in a specialist area (not IBM Cognos Planning), but there had been an element of exposure to Planning implementations in the past.  This is where I filled the knowledge gap.  I scoped and designed the solution for a basic budgeting process, however, I constantly faced rejection for my ideas from the contractor (not the client), who then tried to implement a contributor application sized at 45 million cells!!  It didn't work.  During this period the project slipped, and with no direction from the client the contractor continued to call the shots.  After two months of work, the client did not have a fully working solution and missed the budget process start date despite my best efforts to take control of the project from the contractor.

In contrast to this project, I have been involved in another budgeting exercise that was run by both client and IBM Cognos partner.  The team was made up of two project managers (one internal, one external), and a development team of four (two internal, two external).  The client's employees faced the usual issues of having to do their jobs on top of implementing the project, but the majority of the implementation was completed by the external consultants reporting into the client.  Meetings were held weekly at a designated time, with members of the team having daily meetings to resolve smaller problems.  On a Monday morning, everybody knew what each person was doing that week with documentation being freely shared by all parties.  Knowledge transfer was able to take place, and the project was handed over to the client for them to maintain going forward.  The project was completed within budget and deadlines were met.  Phase two of this project has now been planned to set up a forecasting process using the IBM Cognos software.

Both of the clients above were in similar industries and similar in size.  The approaches, as you can see, were somewhat different.  I personally enjoy working with different organisations to see how they approach different aspects of work.  Some are better in some areas than others, but when it comes to this type of work, project management goes a long way.  When using an external party the implementation should be collaborative with each party having their distinct responsibilities in the delivery of the solution.  This way, accountability lies with all involved and the likelihood of success is greater.  I feel quite lucky to have experienced a badly managed project as I now have the insight to the warning signs and can take appropriate action.  I am even luckier to witness more project successes and can continue to develop my own project management skills to ensure the solutions I deliver are a success.