I stepped into this project as Project Manager after it had started, but the key Solution Architect had left the business. I therefore needed to provide some guidance for the project delivery but also leverage my own technical skill to support the consultant.

There were a number of issues from workshop that had not been resolved and so the first task was to align with the client on what had been agreed. I then looked at identifying change requests from the client and arranged this into a Gap Analysis with estimates as to effort.

During deployment I was able to get hands on in designing the main Nimsoft/UIM Monitoring Dashboard using the built in tooling, I also leveraged my experience with ITAM discovery to assist with setting up the SNMP traps, despite not really being familiar with the tool.

The client were very satisfied that despite the loos of our Solution Architect, the project was handled carefully and delivered as expected.

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I worked as a Project Manager for a UK London based charity client who presented some difficult challenges. The ITSM deployment was standard Ivanti ITSM with Incident, Change and Service Request modules. Workshops were held and a Gap Analysis document was produced for the customer.

A standard project included only one round of review and feedback with a view to any revisions, however the client was very indecisive and had a lot of questions which resulted in several versions of the GA doc being proposed. After the solution was deployed issues were raised over design decisions – they disputed the latest version of the GA, and insisted that one of the earlier versions was the agreed version.

To resolve this, I took some time to quiz the consultant on how much effort it would be to make the changes they require, and after clarifying that it was mostly some ‘flick of the switch’ settings – I agreed that we would accomodate their disputed requirements.

After deployment, we also had to arrange training on each module. The client complained about the first trainer, so I arranged for a new trainer for the second session. This trainer also recieved complaints, so I organised another consultant for the final round of training – who predictably also recieved complaints.

As they had substantial complaints about not recieving the appropriate amount of training, I took the decision to deploy a consultant on-site for some extra consultancy days (agreed with the vendor) to for them to essentially request whatever changes they wanted and provide hands on knowledge transfer. This finally seemed to satisfy them and they even gave good feedback about my final consultant.

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