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Published by:
Institute for Management Development (IMD) (2020)
Version:
27.03.2020
Revision date:
08-Jun-2020
Length:
7 pages
Data source:
Field research

Abstract

This is part of a case series. The B case starts in June 2019 - at the project deadline - and looks back at the challenges and actions taken during the previous 18 months. The outgoing provider did not make it easy for Adecco, and the new provider had a different style of working, which Adecco's IT organization found hard to get used to. Keeping the project on track and the momentum going was the main challenge for the project manager. He had to keep around 250 internal Adecco resources engaged and motivated during this period and keep them focused on completing all tasks on time. In addition to this, he had to control his EUR46 million budget and ensure that the countries did not experience any unplanned outages during the migration. After reading and discussing the A and B cases, participants will discover that the project manager applied some unconventional methods on top of the 'standard' project management steps, something that is seldom seen in IT projects of a similar size and scope. The realization that this is not a typical IT project after all makes this case series all the more interesting for project management lectures and class discussion.

Topics

Operations; Project management; Leadership competence; Business partnering; Project; Project planning; Supplier relationship; Change management; Team; Outsourcing; Contract; Digital transformation; Information technology infrastructure; Cloud computing

Setting

The events covered by this item took place in 2016 - 2019.

Geographical setting

Region:
World/global
Country:
Switzerland

Featured company

Company name:
Adecco
Employees:
10000+
Turnover:
EUR 28 billion
Industry:
Human resources

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