A bespoke software system had been designed for an electricity provider to handle complex asset and customer management operating in the
deregulated market. The development project had been running for over a year, involving a team of 50. The development seemed never to end, the monthly costs could not be sustained and the relationship with
the customer had broken down.
Negotiations with the customer took the development into formal acceptance and closeout against agreed conditions of satisfaction within a fixed financial framework. A
separate support contract was put in place ensuring the customer received maximum business benefit from the new system.
Success for the customer was twofold: getting the new system into operation,
and being able to manage expenditure on product development.
