Case study 2 - product lifecycle management
Description:
Our client was a large, UK-based clothing manufacturer
with two significant office locations in the UK and
manufacturing locations in the Far East and elsewhere. It
wanted to improve the business processes used across
lcoations and with its clients, as well as improving the
services it offered.
The client's internal project manager had in-depth
knowledge of the business and good analytical skills but
this was the first project he had managed on this
scale.
Although the client had been through the software
selection process before defining its method of working,
it needed project implementation specialists to support
its internal project manager.
MCL services delivered:
MCL worked on behalf of the software provider but
ensured that the interests of all parties were identified
and protected.
MCL worked with the software provider to deliver the
project for the client. It created the implementation
structure, project managed for the provider and delivered
training and other services.
Traditional approach:
Many businesses have the academic project management
skills and field knowledge required to deliver this type
of project. They may invest in additional training on
subjects such as PRINCE2 or other project management
methodologies.
They may also either define their required business
processes after selecting software - as in this case - or
not define it all.
Businesses also may not properly manage the change
involved in implementing significantly different ways of
working. This can result in problems with employees not
understanding the new working methods or in delays
because of incompatible processes.
Risks may not have been sufficiently identified or
mitigated as part of the project management
process.
Net results could include stalled projects, high business
risks, additional costs and time wasted.
MCL's solution:
MCL worked with the client and software provider to
run the project with the internal manager. It provided
the "glue" between the two.
It delivered a programme of services which comprised:
- Understanding the culture of the organisation and its objectives
- Creating and running the project plan
- Writing functional requirement specifications for changes to the software
- Managing communications between all parties
- Expediting late-running services or actions
- Learning and demonstrating the software to key employees
- Creating and running the training
- Solving problems