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INAAU Project Management for Telecommunications Professionals

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Rory McKenna
Rory McKenna

International Avaya User Conference 2010 Project Management for telecommunications projects. Using the PMI PMBok framework to manage telecom projects.

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Session Code 907T Project Management for the Telecom Professional Rory McKenna Telecommunications Manager American HomePatient
My Experience Currently manage telecom systems for American HomePatient, Inc. Over 200 branch offices 6 call center sites, 13 billing centers Corporate offices 13 years of Telecom experience with Avaya and Avaya Business Partner, 8 years Project Management
Presentation Goal - Making the Project Management Process work for you Problem The Project Management process described by the PMI, taught in PM classes and presented in PM books can seem Complicated Overkill for the normal Telecom Project Too general for many Telecom Projects . Solution Adopt a simplified project management process more tailored to the needs of the average Telecom Manager. Use the PMI model as a framework Incorporate PM best practices with reduced complexity Tailor the process for the normal Telecom project
Presentation Overview What is a Project and what does a Project Manager do? Why is Project Management Important? The PMI Model Adapting the PMI Project Model for the Telecom Project Tools and Resources for the Telecom Project Manager
Defining a Project and Project Management A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives
Experience Vs. Project Process Vs. Skill Is Telecom Project Management a skill, a process or experience. It is all of the above Knowledge of project process gives structure which can increase the chance of success. Project Management skill and methodology helps drive a project to successful completion. Telecom experience provides context and an better understanding of the risks which also contributes to success.
Why are Projects Different Project Temporary endeavor Defined start and end dates w specific goals No defined process Work may cross many business units Divided management responsibility Temporary or ad hoc workforce Normal Operations Repetitive Permanent or semi- permanent functional work to produce products or services Well defined processes Defined management Defined workforce In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management techniques.
Why is Project Management Needed Research shows 24% of projects fail, 44% fail to fulfill all expectations Enterprises are seeking staff with Project Management skills to improve success rates and believe enhanced Project Management skills an essential part of project success
Top 5 Reasons Projects Fail 1. Incomplete Requirements 2. Lack of User/Management Involvement 3. Unrealistic Expectations 4. Changing Requirements & Specifications 5. Lack of Planning Top 5 Factors in Challenged Projects 1. Lack of User Involvement 2. Incomplete Requirements & Specifications 3. Changing Requirements & Specifications 4. Lack of Executive Support 5. Technical Incompetence Projects that do not fail often fall within the category of challenged, not quite a failure but not quite a success.
Top 5 Factors For Success 1. User Involvement 2. Executive Management Support 3. Clear Statement of Requirements 4. Proper Planning 5. Realistic Expectations
Exploring the PMI Model Formalized Project Management process Specialized body of knowledge codified in A Guide to the Project Management Body of Knowledge (PMBOK速 Guide)Fourth Edition Model uses a number of tools and resources for planning, risk assessment, resource allocation and more
Formalized Project Management Process 4. Project Closure 1. Definition/Initiation 2. Planning 3. Execution and Controlling
PMI Family of Credentials
Benefits of the Formalized Project Management Process Provides a common framework to think about projects and how we accomplish them Even if you do not follow every formal process, thinking about your project in the context of the process is helpful Provides tools and resources to assist the project management process Elevated the role of Project Management in the management planning
PMI Model Weakness for Telecom Projects Model more suited to larger, complex projects Assumes long lead time for planning Assumes a full time project manager vs. a manager working a project Assumes PM skilled in project process Down plays the role of experience in the technical field PMI does not require specific Telecom (Industry) knowledge
Modifying the Model for Telecom Projects The reality is most Telecom Projects can be considered small or medium sized projects Duration is less than 6 months 10 or fewer team members and a small number of skill areas Has a narrowly defined scope of work Uses a Manager as the primary source of leadership Produces straight forward deliverables with no/few political implications What does this mean for the average Telecom Project Process and planning complexity can be reduced to suit the project Simpler tools and processes can be used to execute the project and deliver the correct level of documentation
Model for the Small to Medium Project Initiate Phase Reduced complexity and processes as there are few significant political issues to overcome, financial models to build or a Project Management office to establish Planning Phase Use of appropriate and simpler forms and tools to build project plans. (Playbooks, Action Plans, Task Plans) Execute and Control phase Small team reduces need for lots of meetings and extensive communication tools. Lack of political requirements may reduce the need for extensive management communications (One Page Project Management) Closure Phase Depending on your companies requirements you may bypass a complex final documentation processes.
Initiate Phase for the Small Project This phase is the conceptualization of the project. The purpose of this phase is to specify what the project should accomplish. Conduct research and brainstorming sessions for generating necessary information for management team. Vendors should be included if possible to provide their input (watch for vendor design lock in) ROI models or needs requirements will often drive the requirements. Often the project description does not need to be complex This work should lead to a well defined scope of work
Planning Phase Major Items Scope of Work Define the project and insure management, users and vendor expectations are in tune with your plan Resource Plan With a small team people and resources are limited and more easily controlled Prepare the Work Breakdown Structure/Task List Define the right level of detail, does each task need to be general or specific, find the correct level of detail Project Schedule Development. Whats the right level of detail, can you use a tool to combine with a task list Risk Plan Use your telecom experience to evaluate the major risks Budget Plan What financial information does your organization need Think about the closure process and how to record plan to actual expenses
Common Planning Weaknesses in Telecom Projects Initiation planning comes before vendor engagement and input The bogus RFP Vendor sales cycle provides a solution before project planning starts The insulated vendor design engineer Vendor Project Manager assigned after the sales team has sold the product Telecom Manager may not have formal training in Project Management Planning time is too short (see reasons for failure)
Planning -Time and Cost Estimates, a Caution Avoid the over ambitious plan Plan for Slippage (and then add 20%) Plan an early delivery for a fixed deadline Understand most Projects come in late Resist the demand for faster, cheaper If your time line is based on unrealistic goals you have probably already failed Management may not question an ambitious plan at the start But they will at the end
Planning - Risk Mitigation Plan Find the risks and work a mitigation plan at the start of the project Plan to reduce risk as much as possible, more moving parts mean more risk Examples Network vendors can be a significant risk. Think about adding a new circuit rather then cutting an in place circuit to allow you to move back to the old system If moving to IP Phones plan to leave digital sets in place until after a successful cutover Familiarity breeds complacency
Control and Execute Refer to the task list and schedule often to keep track of your project Consider an easy to understand tracking systems (Red/Yellow/Green status) Address issues immediately to resolve problems before they impact the schedule Communicate often and effectively with your team to insure the project is on track Get rid of the project scheduled project meeting if it serves no purpose Watch for meetings where the experts talk past each other
Execute Kickoff Meetings and Change Management Have all the players on hand for the first meeting, including vendors Prepare a project plan for the meeting and review with all players so everyone starts with the same message How you will handle changes The Little Change vs. the Big Change Watching for scope creep No change is too small to not document Have a formal process Document and approve changes Do changes get added to the invoice, are they invoiced separately. How does your company manage these payments.
Closure When is it done Define when the project ends What to do when you are the project manager and the Telecom Manager How do you tell yourself its done Is it really done when the vendor techs leave What? The Death March isnt over till its documented
Closure - Complete a Cost Analysis Compare budget to actual Where did you go over/under budget and why The importance of the change management process Laying the ground work for the next project Is this something you will do again Are there elements or knowledge you should preserve Saving information for future reference System diagrams and configuration information How many people have an IP Network Region Configuration Map, COR information for their PBX Saving information for ongoing maintenance Logins and passwords
Final Point Process vs. Delivery Focus on project delivery rather than project documentation The critical choice project managers need to make is how much documentation is necessary? A small project can be done without creating an avalanche of paperwork Apply Project Management best practices The Telecom Manager can increase their project success rate by learning the basics of these best practices and applying them even with reduced complexity.
Finding the Right Tools Dedicated Project Management Software Can be complex but adheres to the PMI model for project management Microsoft Project Fairly complex software that provides many features a full time PM would consider standard Web Based Tools Range of complexity available from many vendors www.5pm.com Action Plans and Play Books A simple solution for small projects
Resources - Web Based & Books PMI Web site www.pmi.org Project Management knowledge base for those involved in managing projects of all kinds http://www.projectsmart.co.uk/docs/pmprocess.pdf Easy to Use Basic Templates http://www.businessballs.com/project.htm The PM Hut http://www.pmhut.com/ Free Excel Templates http://www.vertex42.com/ExcelTemplates/excel-project-management.html The Art of Project Management by Scott Berkun Project Management for Small Projects by Sandra Rowe
Presented by Rory McKenna Connect with me on LinkedIn: www.linkedin.com/in/rorymck

More Related Content

INAAU Project Management for Telecommunications Professionals

  • 1. Session Code 907T Project Management for the Telecom Professional Rory McKenna Telecommunications Manager American HomePatient
  • 2. My Experience Currently manage telecom systems for American HomePatient, Inc. Over 200 branch offices 6 call center sites, 13 billing centers Corporate offices 13 years of Telecom experience with Avaya and Avaya Business Partner, 8 years Project Management
  • 3. Presentation Goal - Making the Project Management Process work for you Problem The Project Management process described by the PMI, taught in PM classes and presented in PM books can seem Complicated Overkill for the normal Telecom Project Too general for many Telecom Projects . Solution Adopt a simplified project management process more tailored to the needs of the average Telecom Manager. Use the PMI model as a framework Incorporate PM best practices with reduced complexity Tailor the process for the normal Telecom project
  • 4. Presentation Overview What is a Project and what does a Project Manager do? Why is Project Management Important? The PMI Model Adapting the PMI Project Model for the Telecom Project Tools and Resources for the Telecom Project Manager
  • 5. Defining a Project and Project Management A Project is a temporary endeavor, having a defined beginning and end, undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. Project management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives
  • 6. Experience Vs. Project Process Vs. Skill Is Telecom Project Management a skill, a process or experience. It is all of the above Knowledge of project process gives structure which can increase the chance of success. Project Management skill and methodology helps drive a project to successful completion. Telecom experience provides context and an better understanding of the risks which also contributes to success.
  • 7. Why are Projects Different Project Temporary endeavor Defined start and end dates w specific goals No defined process Work may cross many business units Divided management responsibility Temporary or ad hoc workforce Normal Operations Repetitive Permanent or semi- permanent functional work to produce products or services Well defined processes Defined management Defined workforce In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management techniques.
  • 8. Why is Project Management Needed Research shows 24% of projects fail, 44% fail to fulfill all expectations Enterprises are seeking staff with Project Management skills to improve success rates and believe enhanced Project Management skills an essential part of project success
  • 9. Top 5 Reasons Projects Fail 1. Incomplete Requirements 2. Lack of User/Management Involvement 3. Unrealistic Expectations 4. Changing Requirements & Specifications 5. Lack of Planning Top 5 Factors in Challenged Projects 1. Lack of User Involvement 2. Incomplete Requirements & Specifications 3. Changing Requirements & Specifications 4. Lack of Executive Support 5. Technical Incompetence Projects that do not fail often fall within the category of challenged, not quite a failure but not quite a success.
  • 10. Top 5 Factors For Success 1. User Involvement 2. Executive Management Support 3. Clear Statement of Requirements 4. Proper Planning 5. Realistic Expectations
  • 11. Exploring the PMI Model Formalized Project Management process Specialized body of knowledge codified in A Guide to the Project Management Body of Knowledge (PMBOK速 Guide)Fourth Edition Model uses a number of tools and resources for planning, risk assessment, resource allocation and more
  • 12. Formalized Project Management Process 4. Project Closure 1. Definition/Initiation 2. Planning 3. Execution and Controlling
  • 13. PMI Family of Credentials
  • 14. Benefits of the Formalized Project Management Process Provides a common framework to think about projects and how we accomplish them Even if you do not follow every formal process, thinking about your project in the context of the process is helpful Provides tools and resources to assist the project management process Elevated the role of Project Management in the management planning
  • 15. PMI Model Weakness for Telecom Projects Model more suited to larger, complex projects Assumes long lead time for planning Assumes a full time project manager vs. a manager working a project Assumes PM skilled in project process Down plays the role of experience in the technical field PMI does not require specific Telecom (Industry) knowledge
  • 16. Modifying the Model for Telecom Projects The reality is most Telecom Projects can be considered small or medium sized projects Duration is less than 6 months 10 or fewer team members and a small number of skill areas Has a narrowly defined scope of work Uses a Manager as the primary source of leadership Produces straight forward deliverables with no/few political implications What does this mean for the average Telecom Project Process and planning complexity can be reduced to suit the project Simpler tools and processes can be used to execute the project and deliver the correct level of documentation
  • 17. Model for the Small to Medium Project Initiate Phase Reduced complexity and processes as there are few significant political issues to overcome, financial models to build or a Project Management office to establish Planning Phase Use of appropriate and simpler forms and tools to build project plans. (Playbooks, Action Plans, Task Plans) Execute and Control phase Small team reduces need for lots of meetings and extensive communication tools. Lack of political requirements may reduce the need for extensive management communications (One Page Project Management) Closure Phase Depending on your companies requirements you may bypass a complex final documentation processes.
  • 18. Initiate Phase for the Small Project This phase is the conceptualization of the project. The purpose of this phase is to specify what the project should accomplish. Conduct research and brainstorming sessions for generating necessary information for management team. Vendors should be included if possible to provide their input (watch for vendor design lock in) ROI models or needs requirements will often drive the requirements. Often the project description does not need to be complex This work should lead to a well defined scope of work
  • 19. Planning Phase Major Items Scope of Work Define the project and insure management, users and vendor expectations are in tune with your plan Resource Plan With a small team people and resources are limited and more easily controlled Prepare the Work Breakdown Structure/Task List Define the right level of detail, does each task need to be general or specific, find the correct level of detail Project Schedule Development. Whats the right level of detail, can you use a tool to combine with a task list Risk Plan Use your telecom experience to evaluate the major risks Budget Plan What financial information does your organization need Think about the closure process and how to record plan to actual expenses
  • 20. Common Planning Weaknesses in Telecom Projects Initiation planning comes before vendor engagement and input The bogus RFP Vendor sales cycle provides a solution before project planning starts The insulated vendor design engineer Vendor Project Manager assigned after the sales team has sold the product Telecom Manager may not have formal training in Project Management Planning time is too short (see reasons for failure)
  • 21. Planning -Time and Cost Estimates, a Caution Avoid the over ambitious plan Plan for Slippage (and then add 20%) Plan an early delivery for a fixed deadline Understand most Projects come in late Resist the demand for faster, cheaper If your time line is based on unrealistic goals you have probably already failed Management may not question an ambitious plan at the start But they will at the end
  • 22. Planning - Risk Mitigation Plan Find the risks and work a mitigation plan at the start of the project Plan to reduce risk as much as possible, more moving parts mean more risk Examples Network vendors can be a significant risk. Think about adding a new circuit rather then cutting an in place circuit to allow you to move back to the old system If moving to IP Phones plan to leave digital sets in place until after a successful cutover Familiarity breeds complacency
  • 23. Control and Execute Refer to the task list and schedule often to keep track of your project Consider an easy to understand tracking systems (Red/Yellow/Green status) Address issues immediately to resolve problems before they impact the schedule Communicate often and effectively with your team to insure the project is on track Get rid of the project scheduled project meeting if it serves no purpose Watch for meetings where the experts talk past each other
  • 24. Execute Kickoff Meetings and Change Management Have all the players on hand for the first meeting, including vendors Prepare a project plan for the meeting and review with all players so everyone starts with the same message How you will handle changes The Little Change vs. the Big Change Watching for scope creep No change is too small to not document Have a formal process Document and approve changes Do changes get added to the invoice, are they invoiced separately. How does your company manage these payments.
  • 25. Closure When is it done Define when the project ends What to do when you are the project manager and the Telecom Manager How do you tell yourself its done Is it really done when the vendor techs leave What? The Death March isnt over till its documented
  • 26. Closure - Complete a Cost Analysis Compare budget to actual Where did you go over/under budget and why The importance of the change management process Laying the ground work for the next project Is this something you will do again Are there elements or knowledge you should preserve Saving information for future reference System diagrams and configuration information How many people have an IP Network Region Configuration Map, COR information for their PBX Saving information for ongoing maintenance Logins and passwords
  • 27. Final Point Process vs. Delivery Focus on project delivery rather than project documentation The critical choice project managers need to make is how much documentation is necessary? A small project can be done without creating an avalanche of paperwork Apply Project Management best practices The Telecom Manager can increase their project success rate by learning the basics of these best practices and applying them even with reduced complexity.
  • 28. Finding the Right Tools Dedicated Project Management Software Can be complex but adheres to the PMI model for project management Microsoft Project Fairly complex software that provides many features a full time PM would consider standard Web Based Tools Range of complexity available from many vendors www.5pm.com Action Plans and Play Books A simple solution for small projects
  • 29. Resources - Web Based & Books PMI Web site www.pmi.org Project Management knowledge base for those involved in managing projects of all kinds http://www.projectsmart.co.uk/docs/pmprocess.pdf Easy to Use Basic Templates http://www.businessballs.com/project.htm The PM Hut http://www.pmhut.com/ Free Excel Templates http://www.vertex42.com/ExcelTemplates/excel-project-management.html The Art of Project Management by Scott Berkun Project Management for Small Projects by Sandra Rowe
  • 30. Presented by Rory McKenna Connect with me on LinkedIn: www.linkedin.com/in/rorymck

Editor's Notes

  • #9: PROJECT SUCCESS AND FAILURE:WHAT IS SUCCESS, WHAT IS FAILURE, AND HOW CAN YOU IMPROVE YOUR ODDS FOR SUCCESS? Robert Frese Systems Analysis Dr. Vicki Sauter UM-St. Louis December 16, 2003 http://www.umsl.edu/~sauterv/analysis/6840_f03_papers/frese/
  • #13: 1) InitiationIn this first stage, the scope of the project is defined along with the approach to be taken to deliver the desired outputs. The project manager is appointed and in turn, he selects the team members based on their skills and experience. The most common tools or methodologies used in the initiation stage are Project Charter, Business Plan, Project Framework (or Overview), Business Case Justification, and Milestones Reviews.2) PlanningThe second phase should include a detailed identification and assignment of each task until the end of the project. It should also include a risk analysis and a definition of a criteria for the successful completion of each deliverable. The governance process is defined, stake holders identified and reporting frequency and channels agreed. The most common tools or methodologies used in the planning stage are Business Plan and Milestones Reviews.3) Execution and controllingThe most important issue in this phase is to ensure project activities are properly executed and controlled. During the execution phase, the planned solution is implemented to solve the problem specified in the project's requirements. In product and system development, a design resulting in a specific set of product requirements is created. This convergence is measured by prototypes, testing, and reviews. As the execution phase progresses, groups across the organization become more deeply involved in planning for the final testing, production, and support. The most common tools or methodologies used in the execution phase are an update of Risk Analysis and Score Cards, in addition to Business Plan and Milestones Reviews.4) ClosureIn this last stage, the project manager must ensure that the project is brought to its proper completion. The closure phase is characterized by a written formal project review report containing the following components: a formal acceptance of the final product by the client, Weighted Critical Measurements (matching the initial requirements specified by the client with the final delivered product), rewarding the team, a list of lessons learned, releasing project resources, and a formal project closure notification to higher management. No special tool or methodology is needed during the closure phase.