- Industry
- Enterprise
- Capability
- Infrastructure & Networks
- Decision
- Network transformation and segmentation
- Outcome
- Agreed five-day window; completed in four
A client required a complete network transformation, including segmentation and the controlled migration of existing services.
The client had produced a detailed and unusually comprehensive scope. The same information had been provided to the incumbent supplier, which estimated that delivery would require around thirty days.
We did not know that estimate when we reviewed the requirement. Working from the scope, dependencies and implementation sequence, we proposed a three-day delivery.
The client challenged the difference and then disclosed the incumbent timeline. We reviewed the work again from first principles but still could not justify extending the plan to anything close to thirty days.
A five-day delivery window was agreed to provide additional operational margin. The network transformation was completed in four.
We used the remaining time to investigate and resolve an unrelated compute problem elsewhere in the environment.
Accurate scoping allowed the main work to finish early and gave the client additional value within the agreed window, without extending the engagement.
Engineering lessons
- An estimate should describe understood work, not inherit the duration of previous projects.
- Detailed client requirements can shorten delivery when they are read and engineered properly.
- Value is measured by outcomes delivered, not by the number of days consumed.
Read the engineering principles behind this work →
Confidentiality: Engineering Notes are based on real engagements. Client identities, timelines and identifying details may be changed to protect confidentiality. The engineering decisions and lessons remain representative of the work undertaken.