Introduction: The project was undertaken as part of the Deloitte Consulting team for a client with a global real estate portfolio. Their current system lacked centralized reporting, resulting in slow and retroactive reporting of property holdings. The goal was to implement a COTS software solution that could support the client's business operations and reporting needs.
Scope and Role: As the functional lead, I led the functional requirements analysis, user acceptance testing, and change management for the project. I collaborated with a team of junior business analysts, developers, QA, and client stakeholders to deliver the solution.
Approach and Challenges: The project used a combination of business process modeling and improvement, waterfall methodology, project management, and change management. The main challenges were data migration, resistance to change, and scope creep. However, by building trust with client stakeholders and providing honest insights about milestone delivery tradeoffs, we were able to navigate these obstacles successfully.
Results and Outcomes: The new system provided significant improvements in data visibility, user experience, and operational efficiency, resulting in improved decision-making and cost savings for the client. The client provided positive feedback on the functionality and performance of the new system, which was demonstrated by the increased adoption rate and user satisfaction.
Communications and Collaboration: I communicated and collaborated with team members and stakeholders through daily stand-ups, weekly status reports, and regular meetings with the client. We used tools such as Slack, email, and SharePoint for communication and collaboration.
Lessons Learned: Through this project, I gained experience in large-scale software implementation, project management, requirements gathering, requirements analysis, UAT, functional design, and user training. These skills can be applied to other projects and contexts.