PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 19 pptx

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 1 potx

... Most projects have a clearly viii Project Management for Telecommunications Managers Chapter 9 The People 17 3 Chapter 10 Quality 2 01 Chapter 11 Ethics 215 Chapter 12 Earned Value 219 ... Members 225 Chapter 13 Sales & Marketing 227 Chapter 14 Senior Management 2 31 Chapter 15 Project Management 237 Chapter 16 Engineering 245 Chapter 17 Operations 249 Chapter 18 Purchasing ... 259 Chapter 19 Project Management Summary and Trends 2 61 Acknowledgments 267 Acronyms 269 References 2 71 Index 273 This page intentionally left blank PROJECT MANAGEMENT FOR TELECOMMUNICATIONS...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 2 pptx

... Objectives for projects, although even in these companies, this habit does not always extend to all project areas. In good project management, Quality Objectives are set for the project, and for the ... the $2. 3 million might be a constraint. Chapter 2 PROJECT SCOPE Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project ... buy-in for the project. The buy-in is essential to position the project for maximum success. The Charter contains the general information about the project. There is no set format for a Charter....

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 3 ppt

... Risk Planning categories, say 70% for high, 40% for medium, 10% for low. The PM can then discuss this reasoning with the stakeholders for any specific risks for which the probabilities appear ... 7,200100% $ 73, 500 c) 58.8% x $125,000 -$ 30 0 d) 1.2% x -$25,000 $155,000 $ 60,760 e) 39 .2% x $25,000 $ 200 f) 0.8% x $ 134 ,160100% Once the numbers have been determined for a specific ... this is time well spent early in the project planning. 2. Establishing risk management strategy The project team should establish a strategy, preferably beforehand, to define how risks will...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 4 docx

... Choose a beverage 4. 2 Cook Breakfast 4. 3 Eat Breakfast 4. 4 Tidy up Kitchen 4. 4.1 Fill sink with hot soapy water 4. 4.2 place dishes in sink 4. 4.3 Wipe firmly with cloth 4. 4 .4 Place dishes ... on 4. 0 Breakfast 4. 1 Decide what to consume 4. 1.1 Consult calendar for appointments, etc. to nutritionally balance the day 4. 1.2 Choose something from each of the 4 food groups 4. 1.3 ... pantry) Chapter 4 WORK BREAKDOWN STRUCTURE In this chapter, we discuss the Work Breakdown Structure, a critical project management tool. The Work Breakdown Structure is a methodology for determining...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 5 pdf

... of information, project details such as resource assignment are needed for each activity. Therefore, it often takes considerable time to obtain this information, and sometimes, full information ... early stages of a project, considering either major milestones, maybe drawing parallels with previous similar projects, to estimate reasonable timeframes for a project before the full details ... early finish for each activity. In this diagram we can see the early start and finish for each activity. These are found by making what is called a Forward Pass. The rules used for the forward...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 6 ppsx

... proceeds. It is better for the seller to ask for additional information, and for the buyer to provide this before the work advances too far, to prevent any wasted time and effort. The PM must know ... actually report to the PM for the duration of the project, or may continue to work within the home department, contributing to the project from there. The project manager and project team also play ... of a project, this department provides additional manpower for purchasing functions on the project, which is often not charged back to the project. Of course, if there is no charge to the project...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 7 pps

... estimates. Early in the project management will generally allow costs to be forecasted within a window, but as the project moves forward, this window will shrink. By the time the project has completed, ... budgeted amount for the full project. EAC is the estimated cost for the full project, at some point during the project. Estimate at completion is the current estimate of what the project will ... needs to work with management for the same reason. It might take one or two rounds for the management to understand that they can trust the PM and the team – maybe one or two projects which are...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 8 ppt

... implementation is required for meetings, for the same reasons. In this Chapter we have discussed some of the forms of communication used by project teams, and some methods for managing the communications ... RUNNING A PROJECT 161 Communications cost management plan, information about the team and team management, the communications plan and the procurement plan. This can be short for smaller projects, ... associated with projects, including items such as meeting minutes, contracts, project charter, status reports, etc, most project communications are informal. All communication affects the project, ...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 9 ppsx

... ongoing projects. Another approach for providing project managers is more appropriate for smaller companies. In this case, a functional organization that has a vested interest in mounting a project ... purely project- driven organization all activities are projects, and all people are on project teams headed by a Project Manager, with all team members reporting to the project manager. The project ... of the project because the group can collectively focus on the project. There are few non -project interruptions and it is unusual for the regular functional managers to disrupt the project...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 10 pps

... 213 project. Using one of these techniques for a project only, rather than corporately would probably create too much overhead for a project. But some technique should be used on every project ... in project management to benefit from any mistakes that have already been made. When people take risk, there is a potential for mistakes. In projects there is a need to take risks, since projects ... Quality occurs at project initiation and must be planned for within the project. As discussed, we need to set our standards early, before the work begins, and then engineer the project to ensure...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 11 potx

... ethics. For example the codes for the Institute of Electrical and Electronics Engineers (IEEE) and for the Project Management Institute (PMI) are shown. Project Managers are responsible for determining ... MEMBER CODE OF ETHICS The Project Management Institute (PMI) is a professional organization dedicated to the development and promotion of the field of project management. The purpose of the ... used by the project team, for ensuring that all team members are aware of these rules, and then ensuring that everyone acts in a totally ethical manner at all times during the project. This...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 12 ppsx

... the project status. Chapter 12 EARNED VALUE Earned Value is a tool which enables project managers to determine where the project stands in relation to the budget and the schedule, even on projects ... been introduced in Chapter 8. But, given that the main value is as a tool for project management, this project management chapter seems to be the best place to cover this very important concept. ... in the project. Additional information can also be calculated, if required, as shown in the following formulae. SPI: Schedule performance index is BCWP/BCWS or EV/PV CPI: Cost performance...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 13 pdf

... responsible for every single activity. In the early stages, it will probably not be possible to go beyond who is responsible for the major milestones or deliverables. Who is responsible for Project Management? ... PM, or to do the Project Management? Or can they approach a specific department such as engineering, or the Project Management Office, to request a PM. If marketing passes a project to a specific ... contributions later in the project. Hence sales involvement in projects differs from marketing involvement. In Chapter 17 we discuss the project lifecycle, and the phases into which a project can be dissected....

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 14 potx

... a need for someone within the company who has access to the right information, who can speak for the project and who can assist with resource or conflict issues. Chapter 14 SENIOR MANAGEMENT ... problems. Senior management is involved in all projects, by necessity, because, if nothing else, senior management is responsible for the allocation of the funding. In project management terms, ... the appropriate management level to protect and support the project. Senior management should also be involved in the definition of the success measures for the project. Management will generally...

PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 19 pptx

... Index 275 Project Justification, 38 Project lifecycle, 105, 228, 249, 250, 251, 252 Project management, 18 Project Management office, 265 Project phases, 251 Project success, 10 Projectized ... processes. In this final chapter we look at the trends in project management, and also consider models for project management maturity. Trends in project management in telecommunications companies ... – Project Manager PMBOK - A Guide to the Project Management Body of Knowledge PMI – Project Management Institute PMP – Project Management Professional PV – Planned Value RFI – Request for...

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