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Telecommunications Project Management. Power/Authority Vendor Management. Measure of Success. How well he/she can negotiate with both upper-level and functional management for the resources necessary to achieve the project objective

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Telecommunications project management

Telecommunications Project Management


Vendor Management

Measure of success
Measure of Success

  • How well he/she can negotiate with both upper-level and functional management for the resources necessary to achieve the project objective

  • PM may have a great deal of delegated authority but very little power

Management school philosophies
Management School Philosophies

  • Classical/Traditional school – Getting things done (achieving objectives) by working with and through people operating in organized groups. Emphasis made on the end-item or objective, with little regard for people involved

  • Empirical school – Developed by studying the experiences of other managers, whether or not situations similar

  • Behavioral school

    • HR Classroom – Emphasize interpersonal relationship between individuals and their work

    • Social system - System of cultural relationships involving social change

Management school philosophies1
Management School Philosophies

  • Decision theory school – Rational approach to decision making using a system of mathematical models and processes

  • Management systems school – Systems model characterized by input, processing, and output, while directly identifying the flow of resources necessary to obtain some objective by either maximizing or minimizing some objective function

    • Includes contingency theory – stressing each situation is unique and must be optimized separately within constraints of the system

Who uses these schools
Who uses these schools?

  • Functional Managers

    • Classical/Traditional

    • Empirical

    • Behavioral

  • Project Managers

    • Decision Theory

    • Management Systems

Management functions
Management Functions

  • Planning

  • Organizing

  • Staffing

  • Controlling

  • Directing


  • Measuring – Determine through formal and informal reports the degree to which progress toward objectives is being made

  • Evaluating – Determine cause of and possible ways to act on significant deviations from planned performance

  • Correcting – Taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend


  • Staffing – Qualified person selected for each position

  • Training – Teaching individuals

  • Supervising – Day-to-day instruction, guidance, and discipline

  • Delegating – Assigning work, responsibility, and authority to others

  • Motivating – Encouraging others to perform by fulfilling or appealing to their needs

  • Counseling – Private discussions with another about how he might do better work, solve a personal problem, or realize their ambitions

  • Coordinating – Ensuring activities are carried out in relation to their importance and without conflict

Understanding human behavior
Understanding Human Behavior

  • Theory X

    • Average worker dislikes work and avoids work whenever possible

    • To induce adequate effort, the supervisor must threaten punishment and exercise careful supervision

    • Average worker avoids increased responsibility and seeks to be directed

Understanding human behavior1
Understanding Human Behavior

  • Theory Y

    • Average worker wants to be active and finds the effort satisfying

    • Best results come from willing participation, which produce self-direction toward goals without coercion or control

    • Average worker seeks opportunity for personal improvement and self-respect

Types of power
Types of Power

  • Legitimate power – Officially empowered to issue orders

  • Reward power – Directly or indirectly dispense valued organizational rewards (promotion, salary, future work)

  • Penalty (coercive) power – Directly or indirectly dispensing penalties they wish to avoid (same source as reward power)

  • Expert power – Manager has special knowledge or expertise that is considered important

  • Referent power – Attracted to PM or project

Leader behaviors explained
Leader Behaviors Explained

  • S1 (HTLR)

    • Task-oriented

    • Accomplishment of objective

    • Little concern for employees or feelings

    • Relies on PM leadership ability and judgment

  • S2 (HTHR)

    • Strong behavioral relationships

    • Trust and understanding between the leader and subordinates

    • High task behavior due to lack of competency

Leadership behaviors explained
Leadership Behaviors Explained

  • S3 (LTHR)

    • Pure relationship behavior

    • Leader more interested in gaining respect than achieving objectives

    • Delegation (sometimes excessive), participative management, and group decision-making

    • Employees no longer need directives and are self-motivated

  • S4 (LTLR)

    • Employees experienced in the job

    • Confident about their abilities

    • Trusted to handle work themselves

Types of leadership
Types of Leadership

  • Democratic or Participative Leadership

    • Workers communicate with each other and involved in decision making process with PM

    • Large amount of authority delegated to team

    • Team has active role in management

    • S3 and S4

  • Laissez-Faire Leadership

    • PM turns things over to workers

    • No active involvement by PM

    • S3

Types of leadership1
Types of Leadership

  • Autocratic Leadership

    • Focus on tasks and little concern for workers

    • PM has ultimate authority

    • S1

Proverbs and laws
Proverbs and Laws

  • “The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times”

  • “The most valuable and least used word in a project manager’s vocabulary is “NO.”

Proverbs and laws1
Proverbs and Laws

  • “You can con a sucker into committing to an unreasonable deadline, but you can’t bully him into meeting it.”

  • “You can freeze the user’s specs but he won’t stop expecting.”

  • “What is not on paper has not been said.”

Vendor management
Vendor Management

  • Large infrastructure projects

    • Establishment of undersea cables

    • Hospital

    • More than procurement

      • Acquiring goods and services from outside the organization

Vendor management vs procurement management
Vendor Management vs Procurement Management

  • Obtain goods and services for a project

    • Technical requirements

    • Schedule

    • Cost

  • Assessment, selection, administration and evaluation of supplier

  • Control cost and quality between buyer and seller

  • Define requirements, define requirements and work

Procurement management
Procurement Management

  • Business decisions of making or buying

  • Efficiency of supply chain

    • Tracking costs

    • Auditing invoices

    • Integrating pertinent data

  • Maintenance, repair, and operations (MRO)

  • Standardized products

Vendor management1
Vendor Management

  • Relates mostly to knowledge creation and sharing

  • Products acquired at early point in their life cycle

  • Strategic goods related to service creation

Iso iec 12207

  • Need definition and procurement planning

  • Requirements definition

    • RFI

    • RFQ

    • RFP

  • Preselection (Short listing) – prepare bid proposal

  • Evaluation (Due-Diligence) – rank proposals

  • Supplier selection

  • Contractual agreement

  • Contract management and operation

  • Closeout

Vendor types in telecom services
Vendor Types in Telecom Services

  • Technology vendors – hardware/software

  • Connectivity vendors – fill gaps in end-to-end links

  • Service vendors – installation of equipment, billing of end-customers, training, on-site support for remote locations, etc.

  • Consultants

Vendor evaluation
Vendor Evaluation

  • Technology environment – vendor vision

  • Technology evaluation – level of mastering state-of-the art and emerging technologies

  • Markets/Competitors

  • Innovation process – short time to market (good and bad)

  • Support functions – training, consultation, etc

  • Acquisition and adaptation of new technologies

Equipment vendor evaluation
Equipment Vendor Evaluation

  • TL 9000 – GR-929-CORE

  • Product quality

    • Hardware failure rates

    • Software reliability estimates

  • Process quality

    • Quality of process

    • Time to respond to trouble, escalation time, resolution time

    • Percentage of patches released on time

  • Vendor support

    • Quality of help in installation and config of equipment

    • Quality of training

    • Quality of documentation

Connectivity vendor evaluation
Connectivity Vendor Evaluation

  • Geographic coverage

  • Service lead tie

  • Availability and mean time to repair (MMTR)

  • Ability to provide adequate support

  • QoS

Communication with vendors
Communication with Vendors

  • Statement of Work

    • Deliverables

    • Failure rate

    • Schedule for service and deliverables

    • Acceptance criteria for product

    • Division of work and responsibilities

    • Formal procedures for change request

    • Intellectual property rights

    • Vendor support expectations

    • Location of work

    • Compensation

    • Delay penalties

Risk management of technology vendors
Risk Management of Technology Vendors

  • Risk factors

    • Technology life cycle

    • Vendor type

    • Supply disruption

    • Congruence of supplier and service provider plans

    • Standardization

    • Intellectual property and knowledge management

    • Inadequate field support

Risk mitigation strategy
Risk Mitigation Strategy

  • Requirements of service

  • Best practices

  • Hold vendors to contractual obligations (quality, delays in delivery, QoS)

  • Periodic meetings at mgmt. Level

  • Standardize interfaces in standard bodies

Connectivity vendors
Connectivity Vendors

  • Interconnection agreement

    • User access where network operator has no access

  • Telehousing agreement

    • Provide floor space for network elements and spare parts

    • Specific housing requirements (raised floors, UPS, diesel generator, fire protection, access security, etc)

    • Maintenance and fault reporting

  • Full service through:

    • Infrastructure and customer access support

    • Network element deployment

    • Capacity planning

  • Forced agreement

    • Company forced to do business with another

    • Wired carriers allow competitor to have access

Pitfalls of vendor management
Pitfalls of Vendor Management

  • Multiple interfaces between vendor and supplier without centralized mgmt.

  • Expectations not clearly defined

  • Reasons of vendor selection that are not technical may not be obvious to team – affecting moral

  • Status of knowledge gained through exchange of information is ambiguous