Case Study
Lessons From the Frontline: Managing an International, Three-Year IT Integration Project
Exploring the challenges and triumphs of leading a large-scale IT implementation project, from bid preparation to successful closure.
The story began at a company Christmas event. The CEO and the Sales Director arrived late to the party, causing a delay in the year-end leadership greetings. Their tardiness was because they were working late to review a tender proposal, which they eventually successfully submitted.
The Business Development Manager pulled me aside and indicated we had a good chance of winning the bid. This situation wasn’t unfamiliar to me, as I had been involved in the preparation in the preceding months.
As a future project manager and a sales team member, I was responsible for the technical aspects of the tender proposal. I will briefly introduce the phases of this complex project as a case study to make it a valuable piece.
Summary of Project Background and Deliverables
The project task was complex due to the diversified business segments of the contracting company.
The project aimed to automate and optimize short-term energy trading processes in the electricity market.
An energy trading company can be an energy producer, service supplier, or both simultaneously. This includes both wholesale and retail activities.
Furthermore, the company can act as an energy producer or speculative trader during wholesale activities.
To further complicate matters, the composition of the production portfolio is crucial, as a non-homogeneous and diversified production asset can make short-term optimization processes very intricate.
These processes involve numerous statistical calculations preceding commercial and delivery execution. In this case, the contracting company was involved in all the listed business areas.
In summary, the integrated application to be delivered had to ensure the aggregated and unitwise long-term and short-term optimization and forecasting of all production units.
It also needed to facilitate the short-term, automatic trading of open positions (future energy quantities to be produced (sell) or consumed (buy)) on multiple energy markets simultaneously.
It might sound complicated, doesn’t it? Well, it was!
1 — Requirements Gathering Phase
High-Level IT Functional Requirements
I identified six primary requirements regarding the functionality requirements. I summarize them to give you an idea.
1 — The primary IT task was the algorithmic trading of open positions.
This was the engine driving everything. Imagine a box that continuously receives as input the open position to be traded. Along with the corresponding expected margin for that position. Meanwhile, the “box” maintains a constant connection to the short-term trading market. It continuously monitors and receives at least 50 different time series data every tenth or hundredth of a second. From these two sets of input data, the “box” must calculate the next and the current day’s buy and sell orders for each product. In the case of the intraday energy market, there are nearly 200 different products. It’s a significant task, but a solution was already available.
2 — The second key requirement was that the standard algorithm employed by the “box” must be modifiable.
This means it should be capable of running a hardcoded program and the modified version of the standard algorithm written by users. In other words, it needed to include an execution framework.
3 —The third important requirement was that every traded quantity must be scheduled to the Transmission System Operator associated with the delivery location.
This means that if short-term trading occurs in different countries (delivery location), as required by the scope, the finalized trading data produced in the appropriate format has to be sent automatically to all relevant TSOs daily, according to the interface used by each TSO. These interfaces were generally REST API connections.
Here’s a summary of other requirements.
4 — Continuous two-way communication with the market had to be securely and efficiently implemented both through REST APIs and WebSocket interfaces.
5 — Short-term markets could be Day-ahead and Intraday energy markets. Since these are two different systems, the appropriate interface connection had to be provided for both.
6 — Continuous monitoring of executed trading transactions was necessary. This data had to be displayed in both table and graphical formats in a fully customizable manner.
2 — The Tender Phase
The preparation for the IT tender, being large-scale, was both complex and lengthy. We reviewed the draft of the future contract and its conditions. Furthermore, we prepared various administrative and technical documents.
Due to the absence of a required exact product in our company’s portfolio, we formed a consortium with a leading partner in the business area to qualify for the bid.
Life presents challenges, and handling them with the right calm and wise approach is crucial for achieving success.
During the preparation phase, it became evident that the solution outlined in the tender was even more complex and extensive than the two companies could cover.
Thus, we needed to find another partner to ensure the success of our bid. The search began to identify a domestic or international partner with the necessary business and IT knowledge. We reached an agreement with another European company, with whom we signed a subcontractor contract.
So, the constellation was complex. Involving two consortium partners from different countries and a subcontractor from a third one. All while our company took on the project management.
Returning to the Christmas party. When the Sales Director announced the successful submission of the bid and our good chances of winning, mixed feelings stirred within me.
As a sales colleague, I was pleased that the dedicated work of the past 3–4 months was bearing fruit.
But, a sense of concern and mild anxiety overcame me, knowing that if we won, I would likely be delegated with leading the teams from the contractor side. My emotions were tumultuous, but I prepared for anything!
In early February, the response arrived after the evaluation of the tender submissions. Since it was a public tender, the names of all bidders and their scores were published by the issuer.
The result: we won!
Surpassing the second bidder by a considerable margin.
As I suspected, I was nominated to lead the implementation project, which required a full three years of commitment.
I requested from the company leadership that I could fulfill my future project management duties only if I focused only on this project. I received the support, which was largely adhered to.
But, leading such a complex project was unprecedented for me!
Extensive travel. Project work in four different countries. Dealing with four different cultures, and organizational units.
I knew it wouldn’t be easy. And indeed, it wasn’t!
Yet, in retrospect, I see how much I learned and experienced during these three years, which later secured my leadership role in the company.
Now, let’s review the intricacies I had to contend with.
3 — Project Initiation Phase
I had to dive into project preparation alongside serious personal challenges.
I didn’t have direct subordinates from my employer’s side. Our company provided project management only through me.
So, I had to get acquainted and collaborate with colleagues delegated by our consortium partner and subcontractor before the kick-off meeting.
Everyone had signed the contract attached to the tender, so my tasks were administrative.
I also had access to a document called “Administrative Provisions”. It contained information about responsibilities, project organization, and other administrative provisions. So, there was no need to create a project charter.
Based on these documents, I collected slides from partners that introduced them and their products. This enabled me to prepare the kick-off presentation. This simple task involved many iterations, foreshadowing the complexity of the tasks ahead.
Finally, we all arrived at the customer’s location for the kick-off meeting. Well, not all, as our subcontractors’ flights were canceled, and I had to deliver their presentation. It was quite an experience!
During the kick-off meeting, we finalized the administrative provisions. We agreed that project managers from both sides would hold a daily stand-up meeting at 9 AM.
This presented a significant challenge for me. I had to coordinate and represent the work of three companies daily, along with two project managers appointed by the customer.
4 — Implementation Phase
According to the tender, the implementation phase was planned to take three years and consist of five milestones.
The work began. I had to get to know the colleagues delegated by our consortium partner and subcontractor.
Unfortunately, this introduction process happened online rather than in person. Later, we had the opportunity to meet during customer visits.
Besides the daily stand-up meetings, we maintained contact with the customer through weekly status meetings scheduled on Fridays.
During these daily and weekly events, I coordinated with the two project managers delegated by the customer.
To stay updated on the weekly work of our partners, we held an internal status meeting before the customer status meeting. Discussing issues that needed to be escalated to the customer.
This proved to be very efficient! Additionally, we held two weekly “Question and Answer” meetings on Mondays and Thursdays.
During these sessions, the consortium partner and subcontractor could pose technical questions to the customer’s delegated technical experts.
This expanded my network of colleagues even further. I organized these professional discussions and created the agenda from the supplier’s side. As a result, I also moderated these technical discussions.
Thus, it was not enough to dive into the tasks only at the management level. I had to familiarize myself with the integrated future system and its functions in depth.
Lesson learned: It can be helpful for a project manager to have an IT background. As it allows for effective support of groups involved in the implementation.
We collected all project documents in the network library provided by the customer. These materials included documents and recordings of online meetings. They were accessible to all colleagues with the appropriate permissions.
The most useful administrative tool was two Excel spreadsheets. There was a detailed to-do list. It contained tasks, deadlines, and responsible parties organized by delivery milestones.
While it may sound old-fashioned, and many were using project management applications like Microsoft Project at the time, we found that the simplified, macro-enabled Excel sheet proved more effective over time.
Lesson learned: You don’t always have to stick to standard project management tools if there’s a more efficient way to solve a task.
The other Excel sheet resembled a meeting minutes summary. Tracking the topics, answers, responsible parties, and agreed-upon deadlines during weekly status meetings.
Initially, I had to write detailed meeting minutes for each discussion, and all partners had to sign, scan, and upload them to the network library. This process was cumbersome.
Of course, proper and credible project documentation is essential during a long-term implementation. However, recorded online meeting videos and accessible documents with tracking provided enough guarantee for transparency and credibility.
The most exciting discussions, alongside personal technical workshop meetings, were undoubtedly the monthly online Steering Committee meetings.
I played a central role during these occasions, updating project sponsors on the project’s progress and identifying risks. It was a very thrilling task, I must say! There were many pleasant and, of course, uncomfortable Steering Committee meetings.
Lesson learned: Before any executive meeting, the project managers from both sides should coordinate to ensure the customer’s representative is aware of and supports the facts presented and any proposed modifications initiated by the supplier. Without this, misunderstandings and discomfort can occur, creating unpleasant situations.
5 — Project Closure Phase
The integration project concluded successfully in the fourth month following the planned deadline.
It was a great success!
The delivered solution not only functioned well but also began generating more profits from the first day of operation. Due to the phased introduction, this happened after the first six months of the project!
The customer and the paid suppliers were satisfied!
Unfortunately, in the last few months of the project, I couldn’t take part as I was assigned to another project by my employer.
I regretted not being able to enjoy the project’s success. However, the feedback from partners and customers after the project closure more than compensated for it.
Conclusions and Takeaways
My story explained the challenges and triumphs in the project's complex journey.
The goal of this case study is to impart actionable insights. It emphasizes the importance of strategic partnerships and adaptability in project management.
Furthermore, the value of interdisciplinary skills and the potential effectiveness of uncommon tools.
The first takeaway is the significance of flexibility and adaptability when confronted with unexpected challenges. Life often presents unforeseen obstacles. The ability to navigate them with a calm and wise approach is crucial for reaching success.
The formation of a consortium with partners emphasizes the importance of strategic collaborations. My story highlights that success is often a collective effort. Requiring companies to expand their networks and seek expertise beyond their primary scope.
My experiences present the complexities of managing a large-scale, multinational project. The lessons learned in the project clarified the importance of the following. Effective communication. Coordination. Ability to adapt to diverse cultural and organizational contexts.
The choice of simplified tools over conventional applications demonstrates innovation. It encourages readers to explore and adopt solutions that align with the specific needs and dynamics of their projects.
I hope my story inspires readers to approach challenges with a proactive mindset. Viewing them not as barriers but as opportunities for growth and success.
Your feedback is invaluable. I invite you to share your views and insights based on your observations and experience.
If you enjoyed my story, you might also check my related stories about essential leadership skills and my 25 years of adventure in the Information Technology business.
How I Mastered 4 Essential Requirements to Become a Better Leader and Served My Clients
25 Years of Entrepreneurial Adventure in Information Technology Business
Hello, I’m Jozsef. I’m writing about startups, entrepreneurship, and traveling. To see my stories pop up on your feed, I’d love for you to follow me. (Jozsef Kovacs) And, to have stories sent directly to you, subscribe to my newsletter.👇