The worth of a supplier is weighed when love is imperfect
The two-year transition period from SOK’s systems to in-house administration set a tight schedule for the project. The company could not afford to fall behind. A year and a half could be spent on setting up the financial systems.
”Keeping to the agreed schedule was vital. It was set in stone,” says Karjalainen.
The project schedule was planned to ensure that any delays or surprises would not jeopardise the final deadline. In practice, this meant rock-solid project management and building buffers into the schedule, for instance. It was also important to test the system in an authentic environment so that errors could be detected before launch.
“Both Digia and Hankkija’s project managers succeeded admirably. The rest of the team members also deserve praise. Hankkija’s personnel performed excellently and formed an expert and high-performing team together with Digia’s employees,” says Karjalainen.
Tight-knit teamwork was essential. As people were recruited for Hankkija’s new financial administration, they also came on board the system project – and thus the system project and specification of financial administration processes went hand in hand.
Karjalainen says that during the entire project everyone felt things were on track. Cooperation was open and effective both in the steering group and at the operational level.
“It’s easy for the steering group to do its job when the project is hitting all its milestones.”
“Our meetings were positive, even when we had to review problems or deficiencies. That’s when the supplier’s worth is truly weighed – when love is imperfect. We value the supplier’s reaction to problems: how quickly and credibly the supplier provides information and reacts even in the toughest situations. Digia’s response was swift,” says Karjalainen.