This project: replace all ATMs nation-wide. I was not the project manager, however I was called in to reset the project because the client was not happy and the go live date was in trouble.
I asked a few questions and it was clear the 6 week rollout commencement date was not going to happen. I put on a pizza lunch for the guys on the ground because I knew they would know what was possible. The pizza worked. It turned out there were problems relating to the rollout beyond what the Project Manager was aware of. We unpacked a range of issues, risks, and constraints, and discovered it would take 9 months to commence the rollout, not 6 weeks as expected by the client.
This required a strategic reset. I designed and facilitated a full-day workshop for 28, less than happy, senior stakeholders (CBA, EDS, TNT, Armaguard, IBM, etc.). I included the pizza guys and together with the suppliers and service providers, we produced an executable project and change plan. The project sponsor was initially sceptical, however as we got into the planning he was on the front foot with his sleeves rolled up. He must have been happy as he shouted everyone beers afterwards.
The critical success factor was to understand the sponsor priorities and ensure all the experts were included in the planning workshop. Collaboration was the winner on the day. We established great buy in, an executable plan, an agreed commencement date, and a group working together to achieve it.
RESULTS: Project recieved an excellence award, was delivered on budget, and on time. The client was over the moon.