The successful delivery of technology projects requires a clear definition of objectives, stakeholders, responsibilities of the contributors, and above all, organisational change management.
Effective project and change management practices are not just about the technology deployed. It’s about making sure your systems, your people, and your processes are working towards common goals and objectives.
When engaging a technology vendor for a project, most project sponsors often underestimate the internal resource requirements and the need for internal project management. Vendors typically provide a project manager for their deliverables, but this rarely extends to managing the project as a whole, including the client-side resources.
The lack of overall project management will lead to an unclear definition of scope and accountability of deliverables. Internal project teams made up by a group of internal stakeholders needs leadership and administration by someone who dedicated to understanding the overall details of the project and its status at any given time.
The internal members of the project team, including the project sponsor, will in most cases have been given the project tasks in addition to their ‘day-job’. Managing the availability and schedule of internal resources is crucial to mitigate the risk it poses to the project timelines.
By engaging external consultant experienced in vendor and stakeholder management, you ensure client-vendor agreement and accountability for project scopes, timelines and budgets as well as the overall coordination of the project life-cycle across the business. Being external to your company and the vendor prevents any conflict of interests or preconceptions about processes, people, or the technology involved. It brings a fresh perspective and new experience to the team, which will increase your chances of successful project delivery.