I thought I would kick off this blog with a confession.  I often stay to watch the credits at the end of a film.  Sometimes it’s to see the outtakes (often quite amusing…), other times to see the effort that went into the production. Some of those job titles are very creative (e.g., regarding the role titled ‘Best Boy,’ well, what about Best Girl??).  After recently watching the credits role in Avatar, I was curious about steps they took to manage project dependencies, in particular given the multitude of production teams.

Thinking about your current project, consider the project dependencies that might cause delays in meeting key milestones.  You probably have seen some of these dependencies in your travels.  Some are predictable, some take up the time of your limited resources, some lead to scope creep on your project, and others surface during your project out of the blue.

Returning to the Avatar film for a moment, there’s an interesting scene when the main character faces a ‘right of passage’ task.  Let’s refer to this mission as his project (and no, I will not give anything away).  His task?  To ‘bond’ with a flying bird.  His ‘sponsor’ informs him just before boarding the bird that he will know he has found the right bird to fly, as this is the one that will first try to kill him.  His facial expression says it all.  Who could have anticipated this?  And not to mention this all took place a top a mountain floating in mid-air?  One wrong move, and ……you get the idea.  I suspect your project dependencies may be more predictable.  Maybe.

When was the last time you evaluated your project’s dependencies and assessed their risk to your project?  Consider the following questions -

·         How will delays on other projects/initiatives impact your project plan and workload of your resources?

·         Has your project board weighed in on the impact of these dependencies?

·         Have you introduced sufficient contingency within the project plan?

·         Have you considered new dependencies that have surfaced since your project launch, and factored them into the project plan?

Project methodologies introduce tools to track issues and risks, but how frequently do you monitor project dependencies and assess their impact?  These risks may not be as choppy as those found when boarding a flying bird for a ride to prove your worth (maybe…), but consider best practices to minimize the turbulence.   Define concrete steps to bring them to conclusion, move them forward at each opportunity and monitor throughout the project.

“Tact:  A keen sense of what to say or do to avoid giving offense; skill in dealing with difficult or delicate situations.”[1]

Clients hire consultants to help them with a problem.  In the Oracle contracting world, the client may need a new system or modification to their existing system and they do not have the technical expertise to perform the needed work.  They hire a team of consultants to assist them with their project.

As the project progresses, we may see problems or issues that need to be addressed.  We might also be asked directly by the client to comment on an issue that is in our particular domain.  In either case, the client expects us to provide them with a competent recommendation for a solution.  There are occasions when, much to our surprise, when the client resists our recommendations.  This can be a frustrating experience that has the potential to increase tension in our relationship.

How should you handle the situation when you have a professional disagreement with your client?  First and most importantly – don’t take it personally.  It is hard to do, but you need to separate any emotional attachment to your ideas.  Once you’ve done that (as best you can), then the next step is to try and understand the client’s position.  Generally, resistance to ideas comes because the client is feeling either loss of control or vulnerability.  This can be difficult to understand and is probably something that most clients won’t express directly.  You’ll rarely hear a client say “Your solution makes me feel vulnerable.”  However, your mere presence can make the client feel vulnerable – they are at your mercy to do the job right.

The focus of your conversations when discussing a recommendation or solution should be on the objectives and outcomes.  If you can get agreement on what it is that you are trying to achieve first, then it will be easier to get agreement on how to achieve it.  Plus, by focusing on the outcomes, you can assess if the client doesn’t agree that your recommendation will meet those outcomes.

Next, work together with the client to produce a solution.  Ask them specifically what they don’t like about your recommendation and how they might change it.  Get them to elaborate in some detail and then incorporate what makes sense into the final solution.  This brings them on board and helps them take some degree of ownership, which can minimize that sense of loss of control or vulnerability.

Finally, accept that some solutions may have to be less than ideal for non-technical reasons.  There may be political/organizational reasons why one way of achieving an outcome is more acceptable than others.   For example, it could be for simple reasons such as the CFO doesn’t like reports formatted a particular way.

If you are able to not take resistance personally, understand the client’s position, and let them be part of the solution, you can tactfully handle disagreements and achieve better outcomes with your clients.

“Give a man a fish; you have fed him for today.  Teach a man to fish; and you have fed him for a lifetime”

As a consultant/contractor, it can be tempting to do as much as you can for the client on your own, making yourself appear indispensable.

However, this may not be in the long term interests of the client or yourself, especially when involved in first time Oracle e-Business implementations.

An alternative view is that you should be able to make yourself dispensable by ensuring that the client is able to be self-supporting once the project is over, the money has run out and/or you decide to move on to your next consulting challenge.

For this to work, you need to build this into your consulting approach at the outset of the project.

A feature of projects with the best outcomes is that the client assigns their best people, rather than those who they can afford to move sideways into “Special Projects”.

Typically, the client people will “buddy up” with an external consultant, perhaps on a module by module basis, resulting in a combination of business specific and Oracle product specific knowledge.

It is crucial that once the project is over, the client people are left with an enduring understanding of the workings of Oracle, instead of viewing it as a “black box”. Yes, the consultant may also leave with a better knowledge of the client’s (and their related industry) practices, but this isn’t why the client engaged you in the first place.

So how can this be done, especially given tight timeframes?

The key is to immerse the client expert in both the analysis and resultant configuration processes, even going as far as making them responsible for completing the relevant documentation (eg MD050, BR100 etc if using AIM). More importantly, for key functional configuration decisions, allow the client expert to experiment with the various options available by themselves.

A real-life example occurred for me when I was leading both the Receivables and Assets streams of a large implementation project. Fortunately the client had appointed the AR manager to the project. When we pondered how best to set up AutoAccounting (it was Release 11.0.3) to meet the complex government fund accounting requirements and the introduction of GST, we decided that it he should take full ownership for the design of this aspect.

After a session or two on the basics of AutoAccounting, he spent the necessary time experimenting with the various permutations available until the required outcomes were achieved. This exercise resulted in both a deeper and broader understanding of the end-to-end flows within AR. Once the client was live, they were totally self-supporting, because they took the time to understand the critical components of Oracle AR. They not only knew what worked and didn’t work, they knew the “hows and whys”.

Of course, as the consultant, you should always be there to provide support, guidance and review. It doesn’t matter who compiles the Configuration documents, what matters is that the client has the skills to continue, well after the project team has packed up and gone.

When economic times get tough, many folks look to one area of the economy that doesn’t always follow commercial trends.  That area is the government.  As we’ve seen with this latest recession, government spending can increase (especially at the national level) during tough times.  If you’ve been thinking about getting involved with a national level government project, you should be aware of some of the differences in the working environment.  Here are some important factors to consider:

1.       Volume/size.  Few commercial enterprises reach the scale of the typical government project.  As an example, the US Department of Veterans Affairs is undertaking a project to replace their financial/accounting system.  With about 280,000 employees, an annual budget of around $93 billion, and 153 medical centers (among many other elements), the VA does a lot of business.

2.       Oversight.  Scrutiny and compliance, especially for a visible government program, require a higher level of effort.  There are mandated reporting requirements for the typical government project that simply don’t exist in the commercial world.  Plus there are many organizational layers that have an interest in the project.  In the US Federal government, this could include not only Department level management review (if the customer is an agency within a department), but also the Office of the Inspector General, the Office of Management and Budget, as well as the Government Accountability Office.

3.       Politics.  Office politics often has an impact on the conduct of a project.  The level of politics on a government project can reach very high levels.  Efficiencies and other business process changes may be resisted despite their operational benefits.  Pressure from the public can also dramatically impact how business is performed.

4.       Skepticism.  Many government workers have seen multiple grand initiatives to transform operations fail.  Some of these have been high visibility failures.  The fallout from these previous efforts can make resistance to new initiatives range from skepticism to outright hostility.  This may require some degree of sensitivity and outreach as well as thick skin to not take the tough environment personally.

Government projects can be a blessing when times are tough.  Due to the size and complexities involved, some of them can last for long periods of time, bringing stability in tough economic times.  While each project is unique and the above factors can be found on any project, these four factors can be particularly strong and surprising to those who have not worked in this type of environment.  A good contractor knows that it is important to understand the work environment, and while this is not an all encompassing list, these are factors some contractors have a hard time understanding on their first government project.

Contractors Network is pleased to announce the latest free of charge release into our extensive Oracle Apps related White Paper Library of:

Fundamentals of Change Management in an Oracle ERP Transformation Programme
Authored by Khalil Rehman

About Khalil;

Khalil has over 20 year’s functional experience with Oracle Applications having started out in the late 1980s with Oracle General Ledger and Accounts Payables. His in depth knowledge of the Oracle Applications makes him an expert in every sense. He has implemented over 18 different applications in over 54 projects across 14 different countries worldwide. Khalil has spearheaded some of the largest Shared Service Centre projects in the last 7 years.

He is an accomplished author and has written articles on accountancy and Oracle Applications since the early 1980s Khalil is a member of the UKOUG White Paper panel and regularly reviews the latest trends on behalf of Oracle.

This paper is split in 4 key areas

Content
The process of Change
Obstacles of Change
How to Manage Change

If you would like request a copy please email myself on rebecca.bragg@oraclecontractors.com or register via the White Paper library today.