IMT Lecture: Managing Telecommunication Project MM-Biztel 09 Nov09

1. The Current Trend of
Telecommunication:
Managing Telecommunication Project
Lecture by:
by:
Djadja.Sardjana@gmail.com
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2. The Current Trend of
Telecommunication:
Managing Telecommunication Project
Project
Monkey
1m33
Definition and Scope
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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
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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.
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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
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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
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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..
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8. Project Management Organization
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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
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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
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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.
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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
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13. The Current Trend of
Telecommunication:
Managing Telecommunication Project
Project
Lumberjack
1m44
Project Management
Phases & Life Cycle
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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
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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.
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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,
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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
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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.
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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
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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
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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
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22. Characteristics of Project Life Cycle
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23. Characteristics of Project Life Cycle
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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
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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.
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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
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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
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28. The Current Trend of
Telecommunication:
Managing Telecommunication Project
Project
Dumb
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Telecommunication
Project Management
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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.
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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Source: Steven C. Wheelwright and Kim B. Clark - Harvard Business Review

44. The Current Trend of
Telecommunication:
Managing Telecommunication Project
PM Basic
Skill-8m55
Conclusion & Final Words
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