Phase II began without detailed plans (00285) although there was an overall plan (00092). According to the Post Implementation Review this plan did not include 'sufficient contingency for the novelty of the tools and the team's lack of experience in some cases' (00121) but I think it is more likely that it suffered from second system syndrome in that they thought they knew what they were doing. For example they under-estimated the difficulty of converting from phase I to phase II and the amount of support that would be needed for phase II (00347). It also sounds as though progress monitoring was less rigorous than in phase I (00626, 00380, 00400) and was based largely on trust (00381).During phase II, some of the team were still working on enhancements to phase I which were made live during phase II (00567, 00442). Although Gordan thought it was less pressured that phase I (00347), Stuart, correctly as it turned out, pointed out that the pressure came from having to deliver a live system that immediately worked (00402).
Social influence: |
|
Technical influence: |
Process: Project management |
![]() |
Commentary |
![]() |
Social influence |
||
![]() |
Technical influence |
![]() |
© Clare Tagg 2000