The project’s objectives were to implement a modern replacement system to 220 field sales staff, with laptops PCs, and 20 office based sales management. The project was already 2 years late and in danger of being cancelled before Alan was given overall control. Within 6 months he had restructured project teams and terms of references, put plans in place, acquired internal and external resources, built project offices, and driven and completed Design & Build, User Testing and full Deployment stages, hitting all milestones and budgets and commencement of benefits realisation.
Our “How are we doing? – Are we ready” check-up technique is used on all XMA run projects and programmes.
It is designed to ask a broad set of questions across a broad set of sponsors and delivery people and takes just a few days to complete. It clearly shows hot spots where risks and key issues which are not yet resolved, and often finds some that have not yet been found or raised to the right level of escalation. It includes an invaluable tool to show the status quo at project initiation, for tracking and reporting progress and highlighting outstanding areas for senior team focus at regular stages throughout the project lifecycle.
Key success factors include:
It is broad and involves the full cross section of parties involved, including Sponsors, Technical delivery, Support, Change management, End users, Clients and Suppliers.
Scores are used to prompt “thinking” about the subject matter. This is backed up by “reasoning” and “resolution” action planning.
It is quick to do and trends and specific areas to address are immediately apparent.
It is run by an independent expert, who is a specialist in project, programmes, business analysis and change, commercial, legal and third party management
The report is used to brief sponsors and ensure their involvement and ownership in governance
The RS Components CRM implementation example reports above demonstrate how the tool was used at 3 weekly intervals
Initial Status – Shaping the programme manager’s scope, prioritisation, vision and plan
Significant problems across the whole programme.
End of stage 1 – 1st project status review
Business and Technology issues and risks remain. Systems stability and readiness are being focused on.
End of stage 2 – 2nd project status review
No-go with reds still outstanding. Systems are not yet proven through testing. Operations teams have some resourcing issues to be resolved.
End of stage 3 – Pre-cut-over and deployment
There are no reds outstanding. Oranges (scores 6 and 7) have action plans to resolve, contain and control risks. 6’s will receive particular senior management attention to stop them turning red.
At this point deployment commenced and a phased roll-out was managed in a similar fashion.