2. The Cadastre Reengineering project
2.3 Implementation of the integration contract
In order to honor the contract, DMR had to put in place a team in the offices of MNR. It began its activities with a planning stage, which ended after a year in order to begin with the implementation of the architecture, deliverable 1.
Although choices concerning equipment, servers, implementation system, and platform went smoothly, problems increased with the use of software which was new on the market. The technological challenge came from the large number of components which had to be to put in place. This deliverable involved about 65 treatment units each with multiple components. Several anomalies were detected in the software, which implied a continuous reexamination of the different components. For example, the calculation of surfaces from angles measured by surveyors led to major slowdowns.
The system of division of the reengineering contracts developed by DMR turned out to be very inefficient. The system was difficult to implement and often stalled. This led to operation problems, unpredictable and recurring errors. The lack of experience and expertise in the software led to very low response times. DMR had to hire specialized companies to set up the software and develop the necessary expertise. During this time, 105 external resources were working at the Ministry.
MNR had doubts regarding DMR's performance, and an environment of distrust and suspicion prevailed. There was much tension. As DMR was committed to honor the contract, it had to prove that it could do it.
Deliverable #1 was approved 1 ½ years after the beginning of the contract. MNR thought that the results were not bad but that there was room for improvement. DMR made the changes. When it came to deliverable #312, the most strategic deliverable for MNR which had been identified as the "keystone of the business plan," DMR hired subcontractors in order to ensure the success of this stage. Tests demonstrated to MNR that everything was fine and a trust environment started to develop between the two partners.
Deliverable #3 was approved on time, and DMR completely restored its credibility vis à vis its client. The following deliverables, mainly reports and change requests, were intense production periods, but they went smoother.
All the participants at DMR were unanimous in saying that they faced very difficult integration situation. In addition to problems related to the implementation of management systems and to the respect of the schedule, the management of staff delegated to the project required enormous work. During one of the most intense times, 125 people from DMR were working on the project in the offices of MNR when only a team of 75 people had been planned initially. As a comparison, the MNR provided a team of 25 people.
The MNR management team sympathized with the situation. They understood that this project, which was innovative and used new technology, served as a pilot for software not yet on the market.
12 Deliverable 2 occurred simultaneously with Deliverable 1 and 3. After Deliverable 3, Deliverables 4 and 5 were divided to form Deliverables 4 to 9.