Case Study
Stalled Project: Coca-Cola
Configured solution didn’t fully meet expectations. Unhappy internal constituents. Client’s designated big name consulting vendor was removed from the project. Client was committed to the project had to proceed. But would require a re-start / re-set of the project.
The Challenge
Well Known Consulting Firm Couldn't Deliver
Had selected an enterprise software app. Phase 1 complete. Unhappy with high cost of the project thus far. Configured solution didn’t fully meet expectations. Unhappy internal constituents.
Implemented phase 1 using vendor professional services team and client’s designated big name consulting firm. Client’s designated big name consulting vendor was removed from the project. Client’s own project sponsor and project team were replaced with a new internal project sponsor and project team. Vendor relationship was re-started to prepare for phase 2. Client wanted a 3rd party expert, a role which the designated consulting vendor failed to fulfill.
Constraint: Client was committed to the project had to proceed. But would require a re-start / re-set of the project.
Risk: The previous internal project sponsor had been removed from the project. The same would happen to the new project sponsor if they were not successful this time around.
The Solution
Original Hurdles Were Resolved and Ongoing Support Provided
Some advice provided by the software vendor was validated as correct by the independent consultant.
Some problems which the vendor hadn’t solved, were solved by the independent consultant. New solutions were implemented. As project close approached, the internal client team was trained and internal production support procedures were documented. There was a hand-over of tasks and knowledge, a final deployment of code and configuration to the production environment and separation.
Shortly afterward some new problems came up, the independent consultant was briefly re-engaged on an as needed basis.
The relationship is still there, even though the consultant isn’t currently engaged.
The Results
Original Hurdles Were Resolved and Ongoing Support Provided
Some advice provided by the software vendor was validated as correct by the independent consultant.
Some problems which the vendor hadn’t solved, were solved by the independent consultant. New solutions were implemented. As project close approached, the internal client team was trained and internal production support procedures were documented. There was a hand-over of tasks and knowledge, a final deployment of code and configuration to the production environment and separation.
Shortly afterward some new problems came up, the independent consultant was briefly re-engaged on an as needed basis.
The relationship is still there, even though the consultant isn’t currently engaged.
