Australia-based project director at Microsoft, a PMI Global Executive Council
member, recommends simplifying the initial scope.
Seeking approval for only a project analysis phase can help teams validate
their project plans and adjust cost estimations based on real-world data before
getting sign-o; on the entire project, he says.
“It is not always feasible to provide a ;xed cost estimate when the require-
ments are not detailed enough or there are several unknowns that require
clari;cations,” Mr. Jasti says. “In such instances, provide a budgetary estimate
for future project phases and revise estimates based on detailed requirements
produced at the completion of the analysis phase.”
While there may be some initial sticker shock, organizations should
resist the urge to cut corners and make partial investments that don’t
align with the strategic blueprint, Mr. Jacobsen says.
“Oftentimes companies will want to leverage existing investments and cobble together the integration fabric from parts they
have lying around,” he says.
While making a gradual migration helps organizations mitigate risk and manage budgets, they should keep their long-term
integration goals top of mind, Mr. Jacobsen says. Otherwise
hodge-podge projects can build islands of integration, where
applications and services are optimized across a department or
business unit, but fail to communicate across channels. To create a
plan that people across the organization will get on board with, project
managers must build true partnerships across departments, Mr. Tsongas says.
“Design discussions should not operate in a vacuum. Without a de;ned process for when and how certain technologies can and should be utilized, you risk
the chance that one team member’s technology choice can compromise other
aspects of the overall project downstream.”
A Complex Ecosystem
If an organization can’t commit to a full integration upgrade, project managers
may have to make do with what they’ve got. To avoid unexpected complications
“Overall, there needs to be an aggressive policy of eliminating
legacy technologies, shortcuts and non-standard solutions.”
—Curt Jacobsen, PwC, Los Angeles, California, USA