What do you like best?
USEABILITY - as most of the user base would not in be in the tool on a daily basis we wanted something that would be intuitive to use. We found most elements of the tool were a maximum of two clicks away. We wanted to minimise the user base calling or having to refer to user guides or online video tutorials
SUPPORTABILITY - When a system starts to become a critical backbone of decision making at board level you need any issues to be acknowledged and fixed within an acceptable amount of time. Unlike other vendors we assessed the KeyedIn SLAs aligned very well for easyJet
CULTURAL FIT - Always a hard one to explain, but something which goes a long way at easyJet both when looking at people joining the organisation but also working with vendors. It was clear that KeyedIn would work with us as a partner in delivering this project, not force their own methodology on easyJet. KeyedIn were also open is sharing their best practices and experience with us in this field.
What do you dislike?
I wouldn't ;say 'dislike' however the main area identified was it would have been helpful to provide the ability for an email to be sent to the Project Manager when a resource has been provided e.g. two way email notifications
Recommendations to others considering the product
1) DON’T RUN BEFORE YOU WALK - let changes bed in before evolving the tool further - think where you are on the maturity scale as to how much change can your organisation take before it could backfire and it becomes negative - there will always be resistance to change but don’t push too hard
2) FILTER OUT NOISE - If you are changing ways of working or any changes there will be noise. Let these bed in, identify the real problems and not these which are just notice due to the change and address these
3) SMALL CONFIG / BIG CHANGE MANAGEMENT - Even though a change may look simple configuration you must always consider the change management exercise to ensure it lands correctly
What business problems are you solving with the product? What benefits have you realized?
1) The Senior Management team had no clear view what their people were working on. It was known in pockets but organisationally wide this was not captured.
2) Resourcing estimations were poor and rather than taking fact Project Managers had to think back to similar projects and guess what effort went in. This tool was intended to use factual data to improve estimations
3) Managing resourcing risks was difficult, because there was no organisational or even departmental view that could provide early identification of resourcing peaks and troughs of resources
4) Demand tracking was not consistent. This was maintained on different resourcing spreadsheets and then merged into a single report. This provided heavy manual effort.
5) Certain Projects were being delivered through the 'back-door 'e.g. the PMO did not have violability of them
6) Prioritisation decisions were being based on emotion and not factual data which this tool was aiming to achieve