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

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

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

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

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

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

2 Facets of Telecom Services End-user perspective Internal operations perspective

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.

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

Myers-Briggs-Type Indicator

MBTI Grid of U.S. Population

Maslow’s Hierarchy of Human Needs 1.Physiological – air, water, food, sleep, sex, etc. 2.Safety – security, stability, consistency 3.Love, belongingness, and social integration 4.Esteem – self-esteem and recognition 5.Self-actualization or self-fulfillment

Signs of a Jelled Team 1.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. 2.A feeling of joint ownership and an obvious enjoyment in doing the work that satisfies the needs for esteem. 3.A sense of being in the avant garde and of doing something unique that satisfies the need for self-actualization.

Enablers of Team Cohesiveness 1.Respect 2.Trust 3.Sense of purpose 4.Care and mutual support 5.Effective communication

Impediments to Team Consolidation 1.Robbing team members of self- actualization 2.Robbing the team members of self- esteem 3.Robbing the team of belongingness 4.Robbing the team from safety and security needs

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

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

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

MBTI Grid for PM