When it comes to building good relationships with clients, managing expectations is often the key. In the case of the Consolidated Communications Inc. (CCI) Account Center project, this effort started long before our project began. Our first engagement with CCI was a small project to identify a performance problem that no one else could solve. We quickly found the problem and offered a solution. This experience set in motion a series of small, varied efforts from their backlog that their team did not have the capacity to take on. As we continued to deliver value, we quickly became a trusted advisor on new efforts as they arose. While CCI’s leadership continued to task us with these small efforts, they were also looking for a more substantial project that would better leverage our expertise. When the Account Center project was presented, we both felt like our team was a great fit. However, their expectation was then for us to be on-time and on-budget, managing a much larger project.

At Engage our typical project timeline is 4-6 months so a 16-month project seemed like an eternity. Almost too long in fact. But we needed all 16 months. After hearing the concerns about working with internal CCI departments, all of which are spread very thin, managing multiple initiatives - as well as the external providers we would need to interface with, it became apparent that this would become a planning challenge.

With our process rooted in Agile Development methodologies, we embrace change. But CCI was used to Waterfall projects with the emphasis on strong project management and resisting change along the way. So we had our work cut out for us.

A large part of this effort was to integrate with third-party payment vendors for bill payment and history. These vendors had their own timelines, priorities and agendas and working with them meant also working within their timeframe and processes. So we recognized these features as critical path items and adjusted our plan to prioritize tasks which would help us respond quickly once these impediments were cleared. Once each third-party vendor was ready, we shifted their sprint to the front of the line to capitalize on their availability and work through integration issues with the least friction. Had we used a waterfall approach, our work would have been delayed, and the overall project would have been off schedule as well. This is where Agile methodologies shine.

Our original project plan looks nothing like what ultimately led us to success. Frequent project team meetings with the customer, along with weekly meetings with IT leadership helped us gradually shift priorities, timelines and deadlines. Initially each “gradual shift” of the project plan was met with concerns, red flags, etc. but our past successes helped establish the trust that it will “be ok” and “we got this.” Managing expectations became ingrained in our weekly routine, helping everyone know what was being accomplished and what our plan was for resolving any roadblocks.

While we didn’t follow the original project plan, by the end of the project we had completed all stated goals (and some new ones that were added) within our budget and timeline. Customer coordination and cooperation was key in getting the project done. It became a true partnership through a constant team effort.

“...(We) may be the only IT project that came in on time and on budget this year - fully aligned with initial project requirements.”

–Consolidated Communications Project Manager