IMT Lecture Managing Telecommunication Project.MM-Biztel 09 Nov09


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Lecture Managing Telecommunication Project.Mm Biztel 09 Nov09

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IMT Lecture Managing Telecommunication Project.MM-Biztel 09 Nov09

  1. 1. The Current Trend of Telecommunication: Managing Telecommunication Project Lecture by: by: 9-Nov-09 Nov- IMT MM-Biztel MM- 1
  2. 2. The Current Trend of Telecommunication: Managing Telecommunication Project Project Monkey 1m33 Definition and Scope 9-Nov-09 Nov- IMT MM-Biztel MM- 2
  3. 3. Project Management Definition Project management is the discipline of planning, organizing, planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. objectives. Source: David I. Cleland, Roland Gareis (2006). Global project management handbook. McGraw-Hill Professional, 2006 9-Nov-09 Nov- IMT MM-Biztel MM- 3
  4. 4. Project Management Scope A project is a temporary endeavor, having endeavor, a defined beginning and end (usually constrained by date, but can be by funding or deliverables, undertaken to meet particular goals and objectives, usually to objectives, bring about beneficial change or added value. value. Source: 1. Chatfield, Carl. "A short course in project management". Microsoft. 2. The Definitive Guide to Project Management. Nokes, Sebastian. 9-Nov-09 Nov- IMT MM-Biztel MM- 4
  5. 5. History of Project Management First applied in construction Later applied in large government projects (I.e. Defense) Telecommunication & software deployment 15-25% of all projects failed to complete 15- Dissatisfaction with quality, cost, & timeline of those completed 9-Nov-09 Nov- IMT MM-Biztel MM- 5
  6. 6. Project Management vs. Product Management Project – Temporary endeavor to create a unique product or service Product management – All aspects of a product line Life- Life-cycle management Development of new products 9-Nov-09 Nov- IMT MM-Biztel MM- 6
  7. 7. So… what really is Project Management? “Project management is the planning, planning, organizing, directing, organizing, directing, and controlling of company resources for a relatively short-term objective short- that has been established to complete specific goals and objectives. Furthermore, project objectives. management utilizes the systems approach to management by having functional personnel (the virtual hierarchy) assigned to a specific hierarchy) project (the horizontal hierarchy).” (the hierarchy).” Kerzner, H. (2006). Project Management. John Wiley & Sons, Inc.. 9-Nov-09 Nov- IMT MM-Biztel MM- 7
  8. 8. Project Management Organization 9-Nov-09 Nov- IMT MM-Biztel MM- 8
  9. 9. What defines a successful project? 1. Within the allocated time period 2. Within the budgeted cost. cost. 3. At the proper performance or specification level 4. With acceptance by the customer/user 5. With minimum or mutually agreed upon scope changes 6. Without disturbing the main work flow of the organization 7. Without changing the corporate culture 9-Nov-09 Nov- IMT MM-Biztel MM- 9
  10. 10. Project Management Objectives Meeting or exceeding expectation involves balancing competing demands Scope, Time, Scope, Time, Cost and Quality Stakeholders with differing needs and expectations Identified requirements and unidentified requirements 9-Nov-09 Nov- IMT MM-Biztel MM- 10
  11. 11. Project Managers A professional in the field of project management which can have the responsibility of the planning, execution, and closing of any project. project. The person accountable for accomplishing the stated project objectives. Often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. 9-Nov-09 Nov- IMT MM-Biztel MM- 11
  12. 12. Project Manager Authority Sun Tzu – “to subdue the enemy without fighting is the acme of skill” Formal authority – (legitimate power) hierarchal position, hire and fire, control budgets, Informal authority – experience/knowledge, association with other powerful people, credibility and integrity 9-Nov-09 Nov- IMT MM-Biztel MM- 12
  13. 13. The Current Trend of Telecommunication: Managing Telecommunication Project Project Lumberjack 1m44 Project Management Phases & Life Cycle 9-Nov-09 Nov- IMT MM-Biztel MM- 13
  14. 14. Project Phases & Life Cycle Organizations divide project into several phases to provide better management control Collectively phases are called Life Cycle Each phase is marked by completion of one or more deliverables Conclusion of phase marked by review of key deliverables and project performance to determine if project should continue to next phase Detect and correct errors cost effectively 9-Nov-09 Nov- IMT MM-Biztel MM- 14
  15. 15. Project Phases A traditional phased approach identifies a sequence of steps to be completed. In the "traditional approach", we can distinguish 5 components of a project (4 stages plus control) in the development of a project: * Project initiation stage; * Project planning or design stage; * Project execution or production stage; * Project monitoring and controlling systems; * Project completion stage. 9-Nov-09 Nov- IMT MM-Biztel MM- 15
  16. 16. Initiation The initiation stage should include a plan that encompasses the following areas: Analyzing the business needs/requirements in measurable goals Reviewing of the current operations Conceptual design of the operation of the final product Equipment and contracting requirements including an assessment of long lead time items Financial analysis of the costs and benefits including a budget Stakeholder analysis, including users, and support personnel for the analysis, project Project charter including costs, tasks, deliverables, and schedule deliverables, 9-Nov-09 Nov- IMT MM-Biztel MM- 16
  17. 17. Planning and design The results of the design stage should include a product design that: Satisfies the project sponsor, end user, and business requirements Functions as it was intended Can be produced within acceptable quality standards Can be produced within time and budget constraints 9-Nov-09 Nov- IMT MM-Biztel MM- 17
  18. 18. Executing Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan. 9-Nov-09 Nov- IMT MM-Biztel MM- 18
  19. 19. Monitoring and Controlling Monitoring and Controlling includes: Measuring the ongoing project activities (where we are); Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline (where we should be); Identify corrective actions to address issues and risks properly (How can we get on track again); Influencing the factors that could circumvent integrated change control so only approved changes are implemented 9-Nov-09 Nov- IMT MM-Biztel MM- 19
  20. 20. Closing This phase consists of: Project close: Finalize all activities across close: all of the process groups to formally close the project or a project phase Contract closure: Complete and settle closure: each contract (including the resolution of any open items) and close each contract applicable to the project or project phase 9-Nov-09 Nov- IMT MM-Biztel MM- 20
  21. 21. Project Life Cycle Serves to define beginning and end of the project Phase sequence involves some form of technology transfer/ hand-off (requirements to design, construction hand- to operations etc.) Deliverables from previous phase are approved before next phase starts Sometimes subsequent phase is begun prior to approval of previous phase (when risks involved are deemed acceptable) Defines What technical work should be done in each phase Who should be involved in each phase 9-Nov-09 Nov- IMT MM-Biztel MM- 21
  22. 22. Characteristics of Project Life Cycle 9-Nov-09 Nov- IMT MM-Biztel MM- 22
  23. 23. Characteristics of Project Life Cycle 9-Nov-09 Nov- IMT MM-Biztel MM- 23
  24. 24. Characteristics of Project Life Cycle Opportunity to add value is the maximum at the beginning, cost involved (Amount at stake) is minimum; Uncertainty of success is highest in the beginning. So Use your most valuable resources in the beginning 9-Nov-09 Nov- IMT MM-Biztel MM- 24
  25. 25. Work Breakdown Structure A tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract. Can be developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility. Provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments. 9-Nov-09 Nov- IMT MM-Biztel MM- 25
  26. 26. Transactional vs Transformational Project Leadership Transactional (exchange) Focuses on tactical issues of daily operations within the current constraints Concerned with efficient procedural, managerial & operational functions Rewards & punishment Good for existing methodologies Transformational (charismatic) charismatic) Articulates a compelling vision Succeed in changing the values of their followers Respect, trust & loyalty 9-Nov-09 Nov- IMT MM-Biztel MM- 26
  27. 27. Risk Analysis and Management Risk Analysis Identified Analyzed Identify Identify Risks Analyze Analyze Risks Plan Prioritize Risks Risks Risks Risks Mitigation Risks Monitor Monitor Start New Monitor or Monitor Prioritized Risks Close Risks Risks Risk Management Report Actions Reassess Reevaluate Progress Assess Evaluate Implemented Mitigate Develop Exposure Risk Effectiveness Progress Risks Management Monitor Monitor Exposure Plans 9-Nov-09 Nov- IMT MM-Biztel MM- 27
  28. 28. The Current Trend of Telecommunication: Managing Telecommunication Project Project Dumb 1m51 Telecommunication Project Management 9-Nov-09 Nov- IMT MM-Biztel MM- 28
  29. 29. Investment of telecom projects in developing countries by region, 1990–2007 1990– 80 120 2007 US$ billions Projects 70 100 60 80 50 40 60 30 40 20 20 10 0 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 East Asia and Pacific Europe and Central Asia Latin America and the Caribbean Middle East and North Africa South Asia Sub-Saharan Africa Projects Source: World Bank and PPIAF, PPI Project Database. 9-Nov-09 Nov- IMT MM-Biztel MM- 29
  30. 30. Telco Project Management Telecom projects are notorious for Being late Over budget Lacking required functionality Only 25 % of Telecom projects succeed (Very less than projects across all industries, where success rate is 28 %) The other 75% are either late, Over budget, cancelled or outright failures 9-Nov-09 Nov- IMT MM-Biztel MM- 30
  31. 31. Infrastructure Dilemmas Planning & development can last several years and include wide array of people from various suppliers PM helps ensure: Activities of various parties coordinated without unnecessary bureaucracy Project activities remain relevant through changes to technical & quality requirements to track the environment of customer needs Establish a methodology 9-Nov-09 Nov- IMT MM-Biztel MM- 31
  32. 32. Telecom Projects Factors Nature of the network • Public, private, or virtual private Target Market • Consumer, business, government, military, emergency services, etc. Nature of Installation • Permanent or temporary Types of Services • Voice, entertainment, mission critical applications, etc. Source: Sherif, M. (2006). Managing Projects in Telecommunications Services. 9-Nov-09 Nov- IMT MM-Biztel MM- 32
  33. 33. Telecom Projects Characteristics 1. Complexity of Interfaces (internally & externally) 2. International orientation 3. Multidisciplinary 4. No mass production 5. Diversity of user requirements 6. Relatively long planning stage Source: Sherif, M. (2006). Managing Projects in Telecommunications Services. 9-Nov-09 Nov- IMT MM-Biztel MM- 33
  34. 34. Why Telecom PM works Changes in regulatory & technology has led to an increase in the number of potential suppliers & candidate solutions Choices at each level of service hierarchy Infrastructure Network Application Content Interaction among vendors, sponsors & customers complex Competition (Better product + Lower cost) All of these factors require discipline 9-Nov-09 Nov- IMT MM-Biztel MM- 34
  35. 35. Contributions of Telco PM Limit the scope of the project & any changes Define and maintain communications links across organizational & occupational boundaries Anticipate risks & uncertainties Measure progress & quality of work delivered Acquire knowledge through experience Ensure accountability End- End-users Perspectives Internal operations 9-Nov-09 Nov- IMT MM-Biztel MM- 35
  36. 36. Example:Telco Project Management - Support in utilization of regional / global resources – Core Team, CoE, WIN - Sourcing / managing regional / global vendors / sub-contractors - Support in local resource activities / requirements - Forecasting of resource requirements in AP – short and long term needs - Overall regional training program in skills development Regional PMO – Resource Management Support Country Country Country Country Country Country Resource Resource Resource Resource Resource Resource Manager Manager Manager Manager Manager Manager - Manage in-country resources utilization - Sourcing of local vendors / sub-contractors - In-country training program in skills development 9-Nov-09 Nov- IMT MM-Biztel MM- 36
  37. 37. Project Planning Contract Review PROJECT PHASE • RF PLANNING • FIRST LEVEL PROJECT PLAN • NETWORK PLANNING • EQUIPMENT LIST REVIEW • SITE SURVEYS & SITE ENGINEERING REVIEW • FINAL PROJECT PLAN • ASSIGNMENT OF PROJECT & QUALITY MANAGERS • CUSTOMER AGREEMENT ON PLAN QUALITY ACTIVITY 1. Develop Process to address customer 4. Determine Quality Standard Requirement requirements listed in contract 2. Formulate Quality Objective and Quality Plan 5. Review Quality Training Requirement 3. Review Project Risk on Penalty / Holdback Liabilities vs Project Schedule REPORT/METRICS OWNER • Project Risk/CoPQ tracking on Penalty and Holdback Liabilities • Project Mgmt based on contractual agreement / Project Schedule • Project Milestone Tracking and Reports • Project Mgmt 9-Nov-09 Nov- IMT MM-Biztel MM- 37
  38. 38. Equipment Resource Planning Finalization & Forecasting PROJECT PHASE PROJECT PHASE • RESOURCE AVAILABILITY, COMPETENCY AND • NETWORK PLANNING TRAINING • EQUIPMENT & ANCILLARY PLANNING • PROJECT REQUIREMENT MAPPING & STAFFING • EQUIPMENT FORECASTING • EQUIPMENT INVENTORY AVAILABILITY QUALITY ACTIVITY QUALITY ACTIVITY 1. Resource Skill Evaluation / Training 1. Equipment Network Planning Review 2. Quality Training Support REPORT/METRICS OWNER • Project Staff Competency & Training Records • Project Mgmt • Network Forecasting Records • Project Mgmt 9-Nov-09 Nov- IMT MM-Biztel MM- 38
  39. 39. Network Design & Site Acquisition PROJECT PHASE • RF DESIGN • SITE LAYOUT DRAWING • NETWORK DESIGN • SITE ACQUISITION / READINESS • EQUIPMENT LIST FINALIZATION • SITE PREPARATION • SITE ENGINEERING SUPPORT • IMPLEMENTATION PLANNING QUALITY ACTIVITY 1. RF Planning & Design Reviews for Verification 3. Verification of Selected Sites and Check Sites per Customer Requirements Readiness 2. Equipment List Verification REPORT/METRICS OWNER • Site Verification & Readiness Report • Project Mgmt • Deployment Tracking Sheet • Project Mgmt 9-Nov-09 Nov- IMT MM-Biztel MM- 39
  40. 40. Civil & Mechanical Deployment PROJECT PHASE • CIVIL CONSTRUCTIONS • ANCILLARIES EQUIPMENT INSTALLATION • ELECTRICAL CONSTRUCTION • TOWER & TRANSMISSION LINES • TRANSMISSION SYSTEM • INSTALLATION • SITE DEVELOPMENT • INTEGRATION • ANTENNA & CABLING QUALITY ACTIVITY 1. Formulate Checklist for the following - Civil & Mechanical Installation Checks - Tower, Lighting & Grounding Checks - Transmission, Battery & Power System Checks REPORT/METRICS OWNER • Defect Reports • Project Mgmt • Deployment Tracking Sheet • Project Mgmt 9-Nov-09 Nov- IMT MM-Biztel MM- 40
  41. 41. Install & Commission Network Elements PROJECT PHASE • COMMISSIONING • NETWORK INTEGRATION • OPTIMISATION • DOCUMENTATION • NETWORK SUB-SYSTEMS INTEGRATION • AS BUILT DRAWING QUALITY ACTIVITY 1. Network Issues Monitoring 3. Failure Root Case Analysis Follow -up 2. Module Failure and Replacement Monitoring REPORT/METRICS OWNER • SR Backlogs and Resolution Cycle Time • VAS • R&R Cycle Time • VAS • OOB Failures (Installation & Commissioning) • Project Mgmt • ATP (Acceptance Test Plan) Defect Report • Project Mgmt 9-Nov-09 Nov- IMT MM-Biztel MM- 41
  42. 42. Integrated System Testing PROJECT PHASE • INITIAL SYSTEM TESTING • DRIVE TEST & OPTIMIZATION • SYSTEM ACCEPTANCE TEST PROCEDURE • Key Performance Index ( KPI ) / Quality of Service (QOS) MEASUREMENTS • SIMULATION RUN AND NETWORK ELEMENT DEMONSTRATION RUN QUALITY ACTIVITY 1. System Acceptance Test Checklist 4. Consolidate Issues for Follow-up Action 2. System Acceptance Test Procedure (Internal) 5. Customer Transactional Survey on Project Management Performance 3. KPI/QOS Measurement Monitoring (Self Conducted survey before Final Acceptance) REPORT/METRICS OWNER • System ATP Report • Project Mgmt • KPI /QOS Performance Report • Project Mgmt • Issues & Resolution Status Reporting • Project Mgmt & Quality • Customer Transactional Survey Report and Analysis on Project • Quality Management Performance 9-Nov-09 Nov- IMT MM-Biztel MM- 42
  43. 43. Define project Decide which Work to types as either specific improve breakthrough, projects to 7 8 platform, pursue development derivative, R&D, or capabilities partnered projects 1 6 Estimate the number of Eight Steps Identify existing 2 projects and projects that existing resources can of aggregate classify by project type support 5 project plan 3 Determine the Estimate the desired mix of 4 average time projects Identify existing and resources resource capacity needed 9-Nov-09 Nov- IMT MM-Biztel MM- 43 Source: Steven C. Wheelwright and Kim B. Clark - Harvard Business Review
  44. 44. The Current Trend of Telecommunication: Managing Telecommunication Project PM Basic Skill-8m55 Conclusion & Final Words 9-Nov-09 Nov- IMT MM-Biztel MM- 44