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Arbitrating between the customer and a supplier concerning who should pay for executed unplanned work in the fixed price project
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Software Development project
Progress in a deadlock
Cooled down relation
Both parties angry and disappointed but not willing to give in
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A transparent calculation about what was in fact the amount of money involved in the executed unplanned work
An advice to divide the damage based on all facts; instead of that the customer had to pay 100%, the facts have led to the conclusion that the supplier was accountable for 66% of the damage
Advices to let the project become successful
In accordance to the report the disagreements were handled and the relation is on speaking terms again
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Arbitrating between the customer and a supplier concerning who should pay for executed unplanned work in the fixed price project
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Software tuning and implementation project
Progress in a deadlock
Cooled down and hardened relation
Project deliverable commercially very important to both parties
Both parties angry and disappointed but not willing to give in
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A transparent calculation about what was in fact the amount of money involved in the executed unplanned work
An advice to divide the damage based on all facts; the facts have led to the conclusion that both the customer and the supplier had made big mistakes and were therefore accountable for 50% of the damage
Advices to let the project become successful
In accordance to the report the disagreements were handled and the relation is once again focussed on the future
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Health checks on Projects during 7 years
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Lack of transparency
Project Governance versus Departmental Governance
Optimistic versus realistic
Customer dissatisfaction
Unprofitable, bottomless well
Projects without an end and result
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Project status crystal clear
Risks and mitigation measures known
Issues with advised solutions at hand
Conditions for success presented
Management in control again
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