This story from project manager, Candice Adams, is about a project in the telecommunications industry with the goal of establishing a new Business Model to create a system whereby mobile services could be sold in bulk as part of B2B services.

The project was innovative and it was difficult to find resources with experience. This made the company’s stakeholders who were new to the concept, very dependent on a service provider for domain specific knowledge. It took about two years to complete.

The Customers knew more than the company which put a lot of pressure on the company to establish a model and service package. It took time to work out what is of mutual benefit.

Strained Business Relationships

What worked in the project’s favour was the fact that they had dedicated project team members and good support from IT management.

Initially they didn’t have Business support and they had to build trust over time. Due to the corporate nature of the company, there were the usual challenges with having a Silo effect and different teams working independently.

This challenge was overcome by communicating with the Business stakeholders regularly. The project was executed as part of business strategy and the business stakeholders had to become part of the journey. IT didn’t pretend to know everything.  The relationship became more transparent, business stakeholders were part of decision making and they felt empowered.

Multiple Challenges

In order to address the high dependency on the software provider, the project manager had to source subject matter experts (SME’s) in-house to assist with communications with the software provider from an overseas company who didn’t know the company culture, in order to challenge their ideas.

The business was not trusting IT with how the solution needed to be packaged and delivered. This improved as the relationships between IT and the business stakeholders became stronger.

The external dependency on the network in order to make the new business model work, was particularly challenging, because it wasn’t always stable or optimal. The project was formulating a bulk service solution, but standard services were not stable yet, for example, when calls dropped.

The Business Case determined a launch date a year into the future. This date couldn’t move out, as it was advertised already.  Much money was spent on marketing the future bulk service solution. For certain customers, there was a small window of opportunity to offer this service to their existing clients – this caused an immovable end date for go live of the solution.

Lessons Learned

On a strategic business project of this nature the buy-in from business stakeholders is mandatary and it requires transparent communications in terms of how the solution is developed.

A big factor in the success of the project was the on-boarding of SME’s to become part of the project team. This allowed better negotiation with the software providers in terms of what is required for the new business model. The SME’s also played a major role in transitioning to operations.

Sponsor Support and Communications

Through-out the project sponsor support was critical. The sponsor had to provide updates to the Board of Directors and he had to assist with addressing major project issues that were escalated.

Project communications were done through daily stand-ups with the entire project team (IT and Business) to keep team members aligned, first thing in the morning. Informal conversations also helped to overcome the silo’s. It addressed the questioning of motives and it helped to build trust. Evidence of the trust relationship was seen in how business stakeholders would defend IT if there were delays.

Key take-aways

The project manager had some big take-aways from the project experience, like the importance of being open and transparent. A project manager needs to keep an eye on the pulse of activities and progress. Also stay close to how people are feeling and how the team is experiencing the project. In conclusion the project manager learnt the value of being supportive and managing expectations.

About the project manager:

Candice Adams has started in Systems Management policies and procedures in a Petro-chemical company. She did business process analysis before she moved into project management, where she worked on projects in ERP, like SAP or Oracle and in Retail IT for the past 12 years. She plans to become PMP certified next.

Candice may be contacted on candicead@gmail.com