GERENCIA DE PROYECTOS

DE TECNOLOGÍAS DE
INFORMACIÓN Group: 2IT
@ Bolaños de la Cruz, María
@ Manrique Passara, Manuel
@ Ruiz Caceres, Luis Alberto

Pegaso Peru @ Zegarra Rodriguez, Bryan

an overdue project (A) and (B)

PROBLEM

A couple of bad decisions at the beginning of the project,

caused a lot of problems with the delivery of the final
product.
CAUSES & CONSEQUENCES

Root Cause Effects

Poor individual capability Delay in troubleshooting

Senior resources were late added to Delay in product delivery

the project
People
Forced staff change
Failure to monitor and control the
project Cost increase

Poor estimation Constant change in the product

 CAUSES & CONSEQUENCES

Root Cause Effects

Insufficient risk management Weakened Pegaso image

Undefined project scope

Process Deterioration in the relationship
Total requirements not provided between Pegaso and CMC

Bad assigned responsibilities

Product characteristics
Solution difficult to implement
Product
PROPOSAL

Assigning right people from star project Avoid Ineffective stakeholder management
Avoiding weak personnel and/or team issues Would have been better managed with a
stakeholder work sheet

Use proven estimation techniques Improve planning

Avoid poor estimating and/or scheduling Avoid poor people capability on planning
(project charter)

Risk Management Lack of user involvement

The customer and user has been better managed
to avoid issues of supplying further reports and
access to users for the testing phase.
EVIDENCES

Assigning right people from star Improve planning

project

• Cubas was extremely busy on other • Ugaz was new to budgeting
Pegaso contracts at the time, and was and planning, but it was
thus not available for the initial phases of hoped that Ugaz would bring
this project some of Cuba’s specialized
SAP knowledge into the
initial phases.
• Perez had taken on the role
with enthusiasm. Coming
from sales, she did not
have much experience in
SAP Business Intelligence
Projects.

Avoid Ineffective stakeholder management

• Noli had felt confident that Perez would

run the project smoothly.
EVIDENCES

Use proven estimation techniques Lack of user involvement

• Leon asked Noli to add more resources to the
project before it resumed. An agreement was
reached with CMC that June 2010 would be
the new project completion date (eleven
months past the original August 2009
deadline).
• Inability to coordinate meetings with
functional users, which would delay the
project.
• Inability to have technical users with
advanced knowledge of the data sources
involved

Risk Management

• Inability to have access to CMC systems.

• Failure to have the technology platform available when needed.
• Deadline times for CMC approvals to stop the onset of some stage.
• Data sources are not available.