Whether it’s a new system or an upgrade, hardware, software or both, even the simplest information technology acquisition can be fraught with problems. Almost all pitfalls can be attributed to a lack of understanding as to what the project entails. Either the vendor doesn’t fully and clearly explain, or the customer doesn’t fully understand the project, or, typically, a combination of both. What, then, can both parties do to ensure success?
Although the phrase “I don’t know anything about computers” seemed cute 20 years ago, the fact of the matter is that no one can afford to make that statement in 2017. Similarly, while the stereotype of the engineer being able to talk only in geek-speak is still embraced by many in the technical community, IT folks need to ensure that they can put forth their concepts in a manner that is easily understood by the general public.
The first thing that needs to be understood is the final goal of the project. What is being delivered? How many? What are the specifications? More important, what is the problem that will be solved? Customers need not be afraid to ask questions about this most fundamental issue.
Next, folks need to know the schedule. When is work starting and when will it be done? Significant changes to the schedule must be communicated during the course of the project.
Perhaps most concerning to all parties is a payment schedule. It’s not unreasonable to expect payment before the project is completed, especially if tangible materials like hardware or software licenses are required. Payments should be tied to delivery of such products, though, and the customer should take ownership at the time that payment is made.
Progress payments for labor done throughout the project are often needed. Of course, this depends on the size, scope and duration of the overall project. For larger projects it really is incumbent upon the vendor to define milestones that the customer can experience. Ideally, such milestones would be functional and usable even if the project were to come to an early termination.
Finally, customers need to be aware of any costs incurred after the project is complete. This includes things like subscription costs for cloud services, as well as hardware and software support and maintenance. Costs should be estimated for the next three to five years.
Certainly, these are the basics of any IT project. No matter how large the project, however, taking an objective look at these principles should be done on a regular basis.
John Agsalud is an IT expert with more than 25 years of information technology experience in Hawaii and around the world. He can be reached at jagsalud@live.com.
