By Linky van der Merwe
The complexity lay in the fact that it was aligned with software renewals. It had to be completed in a limited time-frame with fixed dates, when support had to be taken over by a new company. The project team consisted of a large sub-contractor component who were responsible to provide resources in the Regional centres that were taken over. It was difficult to manage various stakeholders, different entities and people with different agendas.
Scaling Up
The company that had to take over the support contract, was a fairly small enterprise, therefore the project was quite transformational for them. At the same time they were trying to achieve operational efficiency for the customer.
Existing technical resources that were assigned to the project, needed to skill up. In addition more skilled resources, responsible for technical infrastructure, had to come on board and all had to work together as one team.
Good Management of Resources, Stakeholders and Time
Project resourcing worked out well, despite the difficulty to secure the right people. The stakeholder management was done professionally, especially with C-level stakeholders.
Although the timeline was fixed and deadlines were tight, the project launched on time. The budget that was quoted in the local currency, had to be fixed to compensate for possible loss due to fluctuations in the exchange rate.
The project also created opportunities for staff to grow. Read more ….