Completing a long-term project requires each team member be singularly focused for long periods of time, he says. It doesn't make sense to jump people with a particular skill level to where they may not have the appropriate skills. Involve suppliers early in project planning. We're seeing supply chain management becoming an integral part of the network upgrade project. Do estimates from the ground up.
Most projects have a budget and time line that was to some degree fixed by senior management.
Don't just leave it at that, Furman says. Throughout the duration of the project, have all team members continually validate or adjust the dates. Otherwise, you'll be stuck with unrealistic goals. Keep users involved every step of the way. Esposito and Murawski involved key users from all of the business units in the planning stages.