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What is a project?
A temporary endeavor undertaken to produce
a unique product or service, with limited
resources,
¾Start and end dates
¾Clearly defined objective
¾Budget and other resource constraints
¾Temporary team
¾Perhaps initially defined deliverables
¾Performed by people
9/25/2006 Copyright 2006 Celia Desmond -
World Class Telecommunications
IEEE – TAB/RAB Visits 2006
September 2005
• eBay (the online auction company) bought Skype
• Google (the Internet portal) announced plans to
provide WiFi service in the San Francisco area
• Sprint Nextel now offers Rhapsody (a radio
service) to its mobile customers
• Skype reached an agreement to offer services with
German mobile operator e-Plus
• and Cingular announced plans to offer Yahoo!
Instant Messaging over mobile
November 2005
• Four major US cable operators (Comcast, Time
Warner, Cox Communications and Advance/
Newhouse Communications) formed a joint
venture with Sprint Nextel to address the
convergence of video entertainment, wireline and
wireless data and communications services
• SBC (the US regional operator) completed the
purchase of AT&T (the US long-distance, global
service provider, and iconic telecoms brand); and
• Vodafone broadcast the Holland versus Italy
soccer game live to mobile handsets.
Need to complete
¾On time
¾On budget
¾With full scope
¾And quality work
Project manager
Team members
Customer
Project sponsor
Extended team members
Stakeholders
9/25/2006 Copyright 2006 Celia Desmond -
World Class Telecommunications
IEEE – TAB/RAB Visits 2006
Scope Management
¾ Charter
¾ Scope Definition Statement
¾ Work Breakdown Structure
¾ Scope Change Requests
Time Management
Risk Management
¾ Risk Tolerance
¾ Risk Strategy
¾ Risk quantification/qualification
¾ Contingency (inclusion, plans)
Communications Management
Build and socialize plan
Objective
Clear
Project
High level project description
Review charter
Identify stakeholders
Identify potential needs of stakeholders
Ensure project has appropriate approvals
Flesh out a narrative scope statement
Identify risks
Build scope management plan
Request Description
Rationale
Expected cost
Impact of go/no go
Source of additional resources
NEXT STEPS
Planning
Activity definition
Activity sequencing
Duration estimation
Controlling
Schedule development
Schedule control
Policies Call for Paper Organize Verify Registration Tools Prereg- On-site
Papers submissions sessions speakers policies & staff istration registration
Schedule
Development
Using activities with their
dependencies and constraints
Develop project flow first
Then align with calendar
A B
3 10
FS 9
SS 2
C F
FS -1
16 5
D E G
4 10 2
A B 3+1
0 +9+
3 10 5=
27
0+2+16+5= 23 FS 9
SS 2
C F
FS -1
16 5
3-1+4+10+5= 21
D E G
4 10 2
3-1+4+10+2+5= 23
9/25/2006 Copyright 2006 Celia Desmond -
World Class Telecommunications
IEEE – TAB/RAB Visits 2006
Backward Pass
: Completed
0 8
A B
1 3 3 4 10 13 SS 9
1 3 12 21
1 0
C F
4 16 19 21 5 25
5 20 21 25
0 0 3 FF
D FS 6 E G
4 1 4 11 10 20 21 2 22
4 4 11 20 24 25
H
M
L
risk identification
risk qualification
risk response development
risk response control
Avoidance
Mitigation
Transfer
Acceptance
Dealingwith
Dealing withRisk
Risk
What
When
Information Collection
Why
Who
How
Information distribution
Transmitter/
Communicator
Encoding
Feedback
Noise Medium
Perceiving,
decoding,
Redundancy interpreting
Receiver
Shannon even applies in projects!
9/25/2006 Copyright 2006 Celia Desmond -
World Class Telecommunications
IEEE – TAB/RAB Visits 2006
Be objective
No surprises
Communicate what the listener needs/wants
Establish procedures and guidelines for communication
Keep it focused
Good people
Clear objectives
Team work
Clearly defined deliverables
Good planning
Strong change control