A life sciences company needed a new project lifecycle management system for the maintenance of one of its products. It seemed important to involve all stakeholders, so a cross-functional steering committee was formed. It included the top leaders from IT, engineering, quality, and operations. All four functions had equal ownership of the project.
These four very senior leaders couldn’t agree on anything, not even how to structure the work. “They were using a stage gate mode [i.e. waterfall] process in the business,” recalls Srini Datla, practice vice president of digital manufacturing at Sogeti, the technology and engineering division of Capgemini. “They liked running things that way, but when you have an IT project owner, there’s a different methodology and a different mindset. There was a clash over ‘How do we do this?’ and a clash of egos, too.”
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