GlobalProjectManagement.org 1 PROJECT Lessons learned

GlobalProjectManagement.org 2 Lessons Learned on…  Communication  Legal  Procurement  Costs  Risk  People  Planning  Other

GlobalProjectManagement.org 3 Communication  Internal Weekly updates to Senior Management Team allow quick escalation and reactions Weekly intra-team meetings allow information sharing and planning. It covers gaps of information from the outsourcer Recognition is essential for team motivation Inconsistent HR communication between Customer, Outsourcer and Service Provider  External Geographical dispersion requires tools for effective virtual communication  Web conference  Common file repository for Customer, Outsourcer and Service Provider  Lack of calendar visibility (people availability?)  Lack of huge volume file sharing tool Initial face to face workshop help to build rapport Phone conference must have a clear agenda and a good preparation  Avoid too many people  Avoid too long phone conferences  Avoid technical details in executive meetings  Ensure enough lines available

GlobalProjectManagement.org 4 Legal  Involve legal department since the beginning of the project Legal issues are blocking factors and can delay project deliverables  Identity contact point and escalation path Include Legal in the stakeholder analysis  Allow enough time

GlobalProjectManagement.org 5 Procurement  Visibility in Service Provider Organization on all licenses and partners. This is a prerequisite to the project

GlobalProjectManagement.org 6 Costs  Excellent cost estimates  Monthly follow-up and support from finance department is essential  External costs must be tracked by hour in the MAC

GlobalProjectManagement.org 7 Risk  Risk management procedures are essential to reduce number of issues  Many risks were taken Transport of servers by car Very aggressive go-live planning Too many services were migrated during the same week- end

GlobalProjectManagement.org 8 People  High Turnover of resources on the project lead to additional work Work from Due diligence sessions in 2005 was discarded by implementation team (separate teams)  Assignment of right people in the right role can improve the project quality Project management methodology properly implemented in the network area  Flexibility and adaptability of colleagues  Good Team spirit in Service Provider Organization  Partnership approach is beneficial to the success of the project  Positive learning from different styles and company cultures  Ensure number of resources is available to reduce stress level and risk of failure  Partner contact point role is essential

GlobalProjectManagement.org 9 Planning  Availability Overall plan is essential  Availability of Detailed plan could ensure the availability of resources  Detailed plan using Service Management tool (Change Management) helps to track project execution Change coordinators must own the change end to end  Contract signature was delayed and project end date was maintained  Project scope must be defined before project start

GlobalProjectManagement.org 10 Other  QA reviewer A neutral/external view of the project should have been able to detect the gaps and reinforce the project management methodology  Project organization Assignment of project leaders in the Service Provider organization was positive During the critical project activities, all the key players must be collocated  Good first experience in a large and complex project (3500 days on the Service Provider organization side)  Techniques for recovery of troubled projects are essential to correct deviations  Service Provider organization had a low influence on the project Most of the recommendations haven't been taken into consideration No control over project changes