At intecs, we believe that a well-managed project is not just about delivering a functional solution. It’s primarily about how we collaborate with our customers, how we prevent problems, and how we speak up when we know the chosen path would not be the right one.
Our project experience shows that the real difference between average and outstanding project management lies in a mix of timely, transparent, and assertive communication, the ability to explain the impact of decisions, and the willingness to stand by our expertise—even in situations where it would be easier to simply agree to the customer’s request.
And what are our non-negotiables?
1. Timely and assertive communication to prevent issues
We often find ourselves in situations where a customer asks for a feature that we can technically deliver, but from a long-term perspective, it’s not the ideal solution. Our responsibility in such cases is not only to confirm that it’s possible, but more importantly to explain whether it’s suitable, sustainable, and cost-effective.
A typical example👉
A customer was used to receiving reports by email and wanted to keep it that way after moving to Power BI. Technically speaking – no problem. But such a setup would mean more complex management and higher overall complexity. A more modern and efficient approach is to move to a central BI portal where all reports are available in one place. Before agreeing, we had an open discussion with the customer to understand their processes and to find the best path forward together.
2. A consultant should be a partner, not just a supplier
At intecs, we don’t follow the principle “the customer is always right” in its literal sense. Our goal is to deliver value, which sometimes means telling the customer “stop” and proposing a different path.
One real-life example 👉
In the past, we agreed to a request to connect data sources in a way that significantly extended data processing time. Technically, it worked—but it slowed down the system so much that a process that normally took one hour suddenly took five. Later, the customer told us directly that they actually expected us to talk them out of such an idea.
💡Lesson learned? Don’t be afraid to stand by your expertise, even if it means a tougher discussion in the moment.
3. Technical debt – the silent killer of projects
Technical debt is more common in BI projects than it might seem. It builds up gradually, often invisibly—for example, when visually attractive reports are quickly created on top of raw data, but the backend remains unfinished. On the surface, everything looks complete, but in reality, the solid foundations are missing.
If this part of the work is postponed “for later,” there’s a high risk it will never happen—and every future change will then become more complex and more expensive.
That’s why we at intecs have a clear rule 👉 openly talk with the customer about the need to invest time and budget into improvements that may not be visible at first glance, but are critical for the sustainability of the solution.
Real-life example 👉 On one project, we decided to pause further development to rebuild the entire core model. Thanks to this, we can now handle change requests faster, cheaper, and without the risk of one adjustment breaking other parts of the system.
4. Clear communication and concrete agreements
One of the most common mistakes in projects is a lack of clarity after meetings. Leaving with “we’ll take a look at it” or “we’ll figure something out” is a recipe for trouble.
At intecs, we make sure it’s always clear what needs to be done, who will do it, and by when. It requires a certain level of discipline, but customers appreciate it—they know exactly what to expect from us and when. The key is to present it naturally, ideally in the form of a shared meeting note or a quick summary right after the call.
5. What our own mistakes taught us
We openly acknowledge situations where we could have done better. For example, changing the names of items in invoicing without notifying the customer in advance led to confusion and an unpleasant phone call. The fix was simple—restore the original names—but the key takeaway was 👉 never surprise the customer with changes that directly affect them.
We also experienced a case where a customer rejected the budget item for project management. After removing it, they were surprised that the team wasn’t properly prepared for meetings. This confirmed our belief that every project needs someone to maintain quality, coordinate the team, and ensure everyone shares the same understanding of the goal.
6. Practical tips that work for us
Regular status meetings – typically once a week or every two weeks.
Meeting notes and action items – shared with the team and the customer, ideally confirmed on the spot.
Open culture – a long-term customer relationship built on trust makes it possible to say “no” and bring better alternatives.
7. Our motivation and direction
Besides our everyday project work, we enjoy developing project management standards at intecs—sharing know-how, collecting feedback from junior PMs, and continuously improving our approach.
Whether it’s large migrations, refactoring existing solutions, or developing BI portals, the goal is always the same: delivering value and sustainable results.
At intecs, we manage projects in a way that combines technical quality, clear communication, and a true partnership with the customer.
We speak up early when something needs to be done differently, even if it means a tougher conversation. We share lessons from both successes and mistakes, because we believe this is what makes us a reliable partner for long-term collaboration.
