22 06 2015
Do we need project management in IT projects? Of course. But we have to manage the amount of management needed and simplify the way to perform it. The purpose of this blog is to share some ideas and impressions about the needed degree of formalization. And in fact, project management is more or less an art. You have to feel it. Like so many other things in life. Amongst others, the correct mix of formalization and freedom leads to a lovely piece of art.
It was a cold December day in 2008, almost Christmas. My first meeting at Scabal’s headquarters in Brussels. Scabal is a producer of exclusive cloth and suits within the luxury fashion segment. That’s where I heard about Tailor Hoff for the first time, the German Scabal division that produces those luxury suits. The suit is following a trail like a snake throughout the production factory. Hundreds of employees are working there in Saarbrücken. The legacy IT system did not register this, SAP should. It was the start of 6 amazing years, 10 to 20 visits each year in Tailor Hoff.
The World Cup 2014 for soccer is already a thing from the past. I look forward to another World Cup being held in 2015: rugby!
The rugby term ‘scrum’ is already well-known in the world of IT. The use of the term is embedded in several aspects of project management. It basically means sticking your heads together to brainstorm or to provide updates on specific topics. But did you know there are more aspects of rugby that can be compared to our business?
I have been working as a project manager for 5 years now. More than once, I heard people discuss the following question:
in our IT world, does a project manager need to have an understanding of the business of his customer and of the technical background of his project?
Each project manager has his own opinion on this. Some cannot imagine running a project without a broad or high-level comprehension of the business and technology/product behind. While for others, this does not matter at all.
Youngsters vs fossils
Over the past 10 years, our company has been growing at an ever increasing pace. We grew in numbers, in countries, in technologies, in knowledge and in experience. In September 2013, more than 40 newcomers joined. Some of our employees had already been gathering experience and knowledge for more than 20 years at the time some of these newcomers were born. They are an enormous source of expertise that this young generation, whom are the future of our company, must draw from as much as possible. However, our Delaware Consulting ‘fossils’ can also learn from this younger, tech-savvy generation. They have a fresh knowledge of the newest technologies and they are living in a world of social media, iPhones and selfies. In a company where several generations are living next to each other, a bi-directional knowledge sharing is indispensable.
04 11 2013
The UNILIN group is a well-known producer of laminate floors, engineered wood, decorative panels, insulation boards and many other products. A couple of years ago, they decided to start working with an offshore development team, together with Delaware Consulting. Offshore development was a hype at that moment, with many success cases, but with an equal amount of horror stories. In this post, we share with you some of Unilin’s best practices on how to make sure your offshore development project becomes a success case.
For many years, Delaware Consulting has been implementing its FAST-Food™ solution in small and midsize companies. It is an Enterprise Resource Planning (ERP) template for the food industry that combines specific content from SAP with industry expertise from Delaware Consulting. To share industry knowledge between our customers and our internal experts, we decided to create an online platform: the FAST-Food™ community. In this post, we will provide you with some advice on how to build a community, but we will also discuss the challenges we faced and still face. We use the example of our FAST-Food™ community, but the advice is applicable for building any online community.