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What I Learned At The Consolidation
Tom's latest eBook has been released on Amazon: "The 7 Myths of IT Integrations". Tom is also a Program Director for a large Midwest corporation and has been an adjunct faculty member at Walsh College. He has managed global web initiatives, data center moves and large multi-million dollar programs.
… or where’s a work breakdown structure when you need one? Some fundamental lessons were learned the hard way on a complex datacenter consolidation project that failed to meet one urgent (but ultimately undefined) objective. Here’s the first-hand account from a veteran program director.
Project Yourself is an ongoing series that invites project professionals to share practical advice, personal insights and pet peeves based on their experiences in the field. Anonymity, if desired, is assured. To submit an article for consideration, contact the editor.
“Guys, can I ask a question?” The tone of meeting changed with this inquiry from the CIO. “How long have we been at this?”
The weekly status update meeting of our transition team’s progress suddenly took an awkward turn. The team had been hard at work for the past 12 months trying to integrate a recent company acquisition. The progress had been slow and had failed to produce any big successes (or financial gains, for that matter) for all of the effort and money that had been spent so far. Patience had now worn thin.
“Let me put this another way,” he went on. “Are we ahead, behind, or right where we thought we would be by this time?” I had been a member of this team for a little under six months. I knew the objectives were unclear…
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