1 / 24

Telecommunications Project Management

Telecommunications Project Management. Chapters 1 and 7 – Sherif Text. 2 Main Objectives. Building equipment Using that equipment to connect people and machines. Common Approach. Generic techniques Supplemental details specific to the industry One size does not fit all.

hearn
Download Presentation

Telecommunications Project Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Telecommunications Project Management Chapters 1 and 7 – Sherif Text

  2. 2 Main Objectives • Building equipment • Using that equipment to connect people and machines

  3. Common Approach • Generic techniques • Supplemental details specific to the industry • One size does not fit all

  4. Project Management vs. Product Management • Project – Temporary endeavor to create a unique product or service • Product management – All aspects of a product line • Life-cycle management • Development of new products

  5. History of Project Management • First applied in construction • Later applied in large government projects (I.e. Defense) • Software development • 15-25% of all projects failed to complete • Dissatisfaction with quality, cost, & timeline of those completed

  6. 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

  7. 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

  8. Contributions of 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

  9. 2 Facets of Telecom Services • End-user perspective • Internal operations perspective

  10. 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. Sherif, M. (2006). Managing Projects in Telecommunications Services.

  11. Telecom Projects Characteristics Complexity of Interfaces (internally & externally) International orientation Multidisciplinary No mass production Diversity of user requirements Relatively long planning stage Sherif, M. (2006). Managing Projects in Telecommunications Services.

  12. Myers-Briggs-Type Indicator

  13. MBTI Grid of U.S. Population

  14. Maslow’s Hierarchy of Human Needs • Physiological – air, water, food, sleep, sex, etc. • Safety – security, stability, consistency • Love, belongingness, and social integration • Esteem – self-esteem and recognition • Self-actualization or self-fulfillment

  15. Signs of a Jelled Team • Strong sense of identity that satisfies the needs for belongingness and social integration and which is typically exhibited in the form of a low turn over. • A feeling of joint ownership and an obvious enjoyment in doing the work that satisfies the needs for esteem. • A sense of being in the avant garde and of doing something unique that satisfies the need for self-actualization.

  16. Enablers of Team Cohesiveness • Respect • Trust • Sense of purpose • Care and mutual support • Effective communication

  17. Impediments to Team Consolidation • Robbing team members of self-actualization • Robbing the team members of self-esteem • Robbing the team of belongingness • Robbing the team from safety and security needs

  18. Project Leadership • Transactional (exchange) vs. Transformational (charismatic) • Transactional – • Focuses on tactical issues of daily operations within the current constraints • Concerned with efficient procedural, managerial & operational functions • Rewards & punishment • Good for existing methodologies

  19. Project Leadership • Transformational – • Articulates a compelling vision • Succeed in changing the values of their followers • Respect, trust & loyalty

  20. PM 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

  21. MBTI Grid for PM

More Related