A projects true measure of success is in following up on how well the delivered project is doing 6 months into service, over 70% are struggling to meet objectives defined in the contract, because more than 90% of the proposals reviewed from different vendors had less than a paragraph on transformation.
IT objectives change and it is this change which is at the root of all reasons why the customer call for tender and vendors respond, all of which have a Transition plan to move the customer from the incumbent to the new vendor but lack clarity on delivering on the objectives why customer triggered the change and value vendors promised at the time of sale.
Transition is critical and can be stressful to the user community, there is often a lot of emphasis from the customer on governance, deliverable's, milestones, readiness reviews and other artifacts to gain confidence on a vendors capability to execute a project of its scale and magnitude. A vendor loves this detailed approach, because the vendor gets to be more explicit with the scope and govern it with a change control process. What happens in the process is Transition overshadows Transformation.
Transition only sets the stage but does not focus on achieving all the client objectives and there is nothing wrong with that. A transformation plan that follows is intended for this very purpose of completing the remaining leg of the journey towards meeting set objectives.
A vendor who sizes and scopes this activity also as a project in his proposal is better equipped to meet a customers end goals than one who does not treat as a project in their proposal.
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