Developer and General Contractor - Missouri

The Situation
The company had acquired a new software package for its construction division. Implementation had been underway for some time and had been going poorly. Some factions in the company were suggesting that the software was not adequate for the company’s needs. Other groups simply refused to accommodate the requirements of an integrated system. Many users could not get on the system at all due to hardware constraints that were not being resolved because the technical services group was busy installing systems in their properties. Personnel turnover left portions of the implementation team leaderless.

The Challenge
Though the software selected was a good package and had many beneficial features, it was not, perhaps, the best choice for this particular company. The implementation team needed to be restructured to take a new tack and to take ownership of the project. Also, procedures needed to be established to let the new software work effectively. Some custom software needed to be tested, but nobody on the implementation team knew how.

Solution
Both the client and the vendor called BCG to investigate the status of the project and suggest solutions to resolve a situation that had deteriorated significantly. BCG met with the implementation team and with individual groups and recommended some revised implementation procedures. A new punch list was developed so all groups would be working on meaningful tasks and the implementation could proceed. BCG worked with the technical services group to establish a method to ensure that all users could get onto the system when needed.

Result
With new targets, specifically identified goals, a restructured team and assigned responsibilities, the implementation was completed and has been a success. The vendor preserved a client and the client saved a large investment.

Lessons Learned

  • Good software is not the only requirement for a successful implementation.
  • Top management must be fully behind the project to ensure success.
  • The best project manager cannot motivate an unwilling team without top management support.
  • Staff turnover can hinder an implementation.

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