On Friday, after consultants had all gone home for the weekend, a new 'vendor time-tracking' policy was announced by a senior project manager and delivered by email. The effect is to require us to track not only time spent on activities but daily accomplishments. If one of us plans to work at home, we are required to submit a workplan beforehand, and deliver daily reports describing the work we've completed.
This makes project-management sense. In practice, it indicates that the client doesn't feel they're getting value for the money. Nor getting enough accomplished week by week. No one - client or consulting team - has described the purpose of the new policy. But the level of trust has dropped and recovery will not be easy.
When I joined the project eight months ago, I asked, "How will the structure of the organization change?" The answer was, "That's not on the table." To lead and direct this project, a decision was made (pardon the passive voice) that the first step to a new business processing solution was to keep chaos to a minimum by mirroring existing processes and systems. I lack the information to state it as fact, but my limited experience shows that more organizational change would have made system implementation faster. It's unwise, and apparently costly, to both change and not change.
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