Why on earth would you do that?
At the end of a contract, a client may present you with a daunting task: the complete removal of their data from your infrastructure and applications. We faced This challenge when a global health organisation entrusted us with this crucial task.
We were once asked by a global health organisation to help a client remove all traces of data from their estate. For each first type of delivery per service, they would get £125,000.
Our successful completion of three data removals within six months not only demonstrated our ability to deliver on complex projects but also brought significant financial benefits to our private sector client. With a profit of £ 375,000, they were able to achieve their target without having to do £3,750,000 worth of business.
How did we do it?
Project Rescue
A client contacted me to ask if I could help turn a failing project around. They had been trying for months to complete one successful deletion and were under pressure from their board to generate revenue by doing so.
When I arrived, the first thing I did was to complete a rapid discovery phase to understand:
- Improvement opportunities
- The drivers for change
- Challenges
- User needs
Three things jumped out:
- Nobody is driving the project
- Nobody had spoken to the end client
- Nobody could agree on how to delete data
Recognising the need for individual ownership, I took the initiative to lead the project, arranging a meet and greet with the end client and drafting an implementation plan for a proof of concept for delivering data. This individual initiative was a key driver in the project’s success.
Delivering a Proof of Concept
The end client was nervous about deleting data, so we agreed to do a proof of concept with test data that they could witness and agree on whether or not to proceed.
I worked my way around various teams (Security, Applications, Networks, Storage & Database) within the consultancy to determine what an implementation plan would look like for deleting data. When it had been through a few iterations, I arranged a review session to get us all talking about it and make it even better.
We fostered a collaborative environment, bouncing ideas off each other, clarifying uncertainties, noting dependencies and assigning actions. After four weeks, we were ready for our proof of concept, a true testament to the power of teamwork in project management.
I arranged a session with around 20 people from across the consultancy and end client to witness and do the actual work for the deletion.
The proof of concept went very well, and we agreed to make the first deletion four weeks later. I created an implementation plan, raised Requests for Change and ensured people were clear on roles and responsibilities.
Two months after starting, we successfully completed our first deletion. The client was delighted with our work, which is a testament to our ability to deliver on complex projects.
Then, over the next four months, we did another two deletions.
Lessons learned
- Without ownership, nothing happens
- Know when to use individuals and when to use committees
- Proof of Concepts generates trust
All of these propel projects forward.
Would you like to talk about your challenges?