Make a GoNo Go Decision

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Make a Go/No Go Decision

For Martin, the senior executive blessing was a mere formality . He had delivered on what was requested of him with glowing feedback from the pilot participants .

When Jason returned to North America from his trip, he could smell blood in the water and the sharks were circling. The biometric project was collapsing in on itself. There was nothing at this point he could do to prevent it. The issues were systemic and they ran deep. Now was not the time to take this technology to the world.


The Methodology

As with the POC, make a quick decision! There are still only two outcomes : Either the project moves forward or it stops.

If the decision is a no go, then:

  • Give time to decommission ” There will be a significant amount of infrastructure that needs dismantling, along with the user workstations, which need to be restored to the pre-pilot state. In addition, the biometric data collected must be securely disposed of or deleted.

  • Give the vendor a clear message to move on ” The vendor should be shown enough respect to be told that its solution is not moving forward, at which point it can stop its investment in this opportunity and move on to the next one.

  • Let the users know that they have been heard ” Most importantly, let the users know that they made a difference. There is nothing worse than having a resounding round of "No's!" being ignored and a technology that is not wanted moving ahead. By following this advice, you can go back to the users again to be part of the next POC.

If the decision is a go, then:

  • Give time to prepare for the next phase ” A quick decision allows planning to begin sooner for the next phase of the project. The amount of time that can be condensed between phases reduces the overall project time.

  • Give the project time to get additional resources engaged, if needed ” As the project moves into the next phase, the scale needs to increase. As the scale increases , more resources must be acquired to help manage, deploy, and support the next phases moving ahead.

  • Let the users know that they have been heard ” There are times when the users want a particular technology and the company does not provide it. By letting the pilot users know that the project is moving forward, you let them know that their time and effort have not been wasted .

  • Build on the existing momentum! ” Most importantly, when a pilot finishes positively, there is momentum in the company. There is talk and buzz about how well things went, and everyone wants to be part of a winner. Thus, by moving quickly, the project can leverage this positive momentum and get the next phase moving quickly

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Biometrics for Network Security
Biometrics for Network Security (Prentice Hall Series in Computer Networking and Distributed)
ISBN: 0131015494
EAN: 2147483647
Year: 2003
Pages: 123
Authors: Paul Reid

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