But worse than that, neither party had tried to develop a relationship, which led to a sort of project standoff where the customer felt it had no choice but to bring in its own people.
The customer had money and for the most part, the time factor wasn't critical. They were frustrated by the constant shifting of the goalposts and the fact that the the process employed was getting in the way of progress.
At the end of the engagement, I made a couple of tweaks to the way that the project was initiated and reported, and this completely changed the emphasis of the relationship.
Knowing that the satisfaction of the customer was as important as the time, scope and budget ensured that no activity was undertaken without the collaboration and decision-making input of the customer.
You might argue that all of your projects are set up this way. Then why is it that so many of the world's IT projects fail? It's because we're measuring them the wrong way. If the customer is happy with a project and gets what they need to continually transform their business, then nothing else really matters quite as much.
So do yourself a favour and put the customer at the centre of your triangle. Better still, put them at the centre of your existence, because in our project dominated world, that's where they should be.
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