Conclusion: Because cross-enterprise projects cross management responsibility boundaries and change the way people work, resistance is inevitable. To minimise resistance, start the project only when all plans have been agreed and skilled resources, including change managers, are available.

If the project is started before minimisation initiatives are implemented, counter implementers, who thrive when there is uncertainty, will create resistance and put success at risk.

Project managers and the governance group for cross enterprise projects must be aware of the risks of failure and not be daunted by them. Success comes to those who minimise the political (or people-related) risks. Appoint the right professionals to implement the project and break it up into ‘bite sized chunks’ in which usable results are possible.

Existing Client Login



Read more ...



Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.