Dim Lights, Big Pity

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Dim Lights, Big Pity

Paula Weber

June 1, 2000





"I can' t stop thinking of the revolting situation at the Low Energy Company, an East Coast electric company with grand plans to expand as an Internet service provider," Kyla Watt explains. "It started when Low Energy purchased a high-end software package (ZAP) from my company, Sweathouse Consulting & Universal Development (SCUD), to solve all of Low Energy's data processing problems. Once ZAP was installed, Low Energy and SCUD defined two unique phases of project management as part of the ZAP purchase. These phases would require several hundred consulting hours that would add nicely to SCUD' s bottom line." 

In the first phase of this project, SCUD was contracted to support Low Energy as it converted certain vendor data to the acceptable Low Energy format and provided management reports for cost containment and other decision-making functions. Phase Two of this project would convert additional Low Energy products and services, thereby enhancing the cost containment and decision-making functions of Low Energy's upper management.

Just before the contractual windfall with Low Energy, SCUD had lost a significant contract with another client.



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