Above and beyond the usual issues, however, there are a few lessons emerging from earlier implementations. As a Telework project often initiates as a trial or pilot, the control needs to have buy-in at senior levels to ensure continuity and consideration amongst competing priorities. Many such projects have set off without such ownership and ended up abandoned when costs have risen or priorities change. Handover, both from supplier to purchaser, and internally from project team to operational unit, needs to be managed sympathetically. Relationships have proved to be important in successfully negotiating the inevitable glitches.
Testing has particular difficulties in organic projects such as Teleworking.
The separate bits may all test out singly, but opportunities must be made to test as the system is built and expanded. Mission critical elements can be ring-fenced whilst segments are added. Downtime on implementation is a common feature of an IT project. A popular solution is to use overtime and weekend working to limit the operational impact. In Teleworking this phase needs particularly sensitive handling, as it is the first real repercussion on the lives of those Teleworking, and those who will not be.