our approach
10 golden rules for success with large projects
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rule number seven:
incremental roll-out or big-bang? Many large project failures are due to the bad appraisal of the method of implementation
that should be adopted once the project is signed. The "Big-bang implementation
methodology" is a possibility and sometimes it is desirable. But this kind of
methodology also requires careful planning and integration of the human factor
at the highest level (refer to rule number six for details). Otherwise the project
will likely result in a failure for the client and service provider.
rule number eight:
be open to adapt business process Naturally, most large project implementations require the service provider to
adapt to a number of business processes and guidelines dictated by the customer.
However, it is highly recommended that clients also pay attention to the best
practices described by the service provider. It is common that a large project
implies that the client revises some of its processes and redefines the role of
its retained organisation. The implementation of an outsourcing relationship is
often an opportunity for the client to adapt its business processes, redefining
roles and responsibilities, and generate additional efficiencies by doing so. |
rule number nine:
timely take a go/no-go decision All experts in this field have witnessed examples where the client has not clearly
validated the business case for a new large project before launching a request
for proposal. In some cases, the client may then decide to work closely with service
providers or specialized consultancies to further evaluate the feasibility of
the potential large project or outsourcing project. This is typically the case
when a joint opportunity assessment is launched, resulting in a clear go or a
no-go decision. If this assessment is not done, issues may become visible during
the contract negotiation phase, possibly leading to a cancellation of the project,
meaning that all the resources engaged on both the client and provider sides have
been mobilized for nothing. We therefore strongly recommend an in-depth assessment
in order to determine the feasibility of a large or outsourcing project, either
with a preferred service provider or with the help of an external, specialized
consultancy. |
rule number ten:
have a clear vision for the longer term As explained in rule number one, a lot of large projects fail due to a lack of
vision regarding the amount of innovation which can be instilled at the heart
of the project. Too much focus on short-term savings will lead the client to achieve
its immediate financial results but failing on its longer term ability to capture
all the potential from new and innovative services offered by its service provider.
In this case, there is a risk - which we have often witnessed in the field - that
the client realizes after two or three years that some major technological advances
have been made in the field of communications services (namely that of mobility
services for instance) but neither its operations nor sales forces have been able
to benefit from them. It is not rare that this kind of failure to achieve straightforward
business benefits from new technologies is leading to the renegotiation of the
project or contract. This is actually the reason why Orange Business Services
has created a joint innovation program especially designed for large and complex
projects |
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