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Who carries the can for a project which doesn’t deliver?

16/05/08

Who carries the can for a project which doesn’t deliver?

Permalink 01:51:24 pm, by Catriona Email , 171 words, 294 views   English (UK)
Categories: BLT Recruitment Blog, Management Consultancy Blog

Accenture

If recent reports in the press are to be believed, Centrica is suing Accenture for £182m for a failed customer billing system. At a cost of £317m the project which began in 2002 was designed to combine British Gas’s electricity and gas billing schemes into one system. What emerged allegedly, was a catalogue of problems which resulted in poor customer service and thousands of subsequent customer defections.

What implications does this have for future major IT Transformation projects? Do the consulting firms grin and bear it, while quietly increasing their Professional Indemnity insurance? Will we see an increase in projects run by a consortium of firms to spread the risk?

If you’re happy to take the glory when you’re part of an award winning project……are there any career implications for consultants engaged in projects which hit the headlines for the wrong reasons? Or is this missing the point completely…..do clients have unrealistic expectations and the consultants are the easiest people to blame when it all goes wrong?

Comments, Pingbacks:

Comment from: Ian K. [Visitor]
Seems reasonable. Consultancies are responsible for setting their customers' expectations, mainly. If they exaggerate their capabilities and confidence for the pitch, they need to carry the can for that.

It's an old dance - consultants are supremely confident until day 1 of the project, then we begin telling clients how increasingly worried we are to depress expectations, then try to overdeliver a bit on the new expectations at the end (but probably accept an underdelivery on the original scope).
PermalinkPermalink 16/05/08 @ 16:55
Comment from: Steve [Visitor] Email
Try reading Lean Product and Process Development. It explains why traditional approaches to product design and project management often fail or go way over budget. Design and project management in Toyota is fundamentally different, producing better products with shorter lead times.
Of course the consultants should pick up the tab - unless of course, the client moved the goal posts - the reasons for this are also explained in the book.
PermalinkPermalink 18/05/08 @ 17:50

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