By Celia L. Desmond
ISBN-10: 0306484897
ISBN-13: 9780306484896
ISBN-10: 1402077289
ISBN-13: 9781402077289
This concise reference covers very important facets of undertaking administration. It explains many key recommendations in layman's phrases, presents instruments for making plans, organizing, monitoring and coping with tasks and offers examples of assorted telecommunications tasks from wireline and instant services, gear proprietors and part manufacturers.
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Extra info for Project management for telecommunications managers
Example text
Assumptions and risks, which are known, should be specified. Any known constraints can also be specified. The Charter is final once the PM and the sponsor sign off. But this does not mean that the scope will not change. The project scope is described in the scope statement. The scope statement is much more detailed than the Charter, and it will be developed later. The scope statement is generally narrative, and it can be many pages long. It is also necessary to have a process for handling request for changes to the scope - because once we finalize the budget, the timelines and the people, we can incorporate changes only if we get the additional flexibility and resources.
People who do not typically work on project teams do not often recognize this. Environments 32 Project Scope have a tendency to change during the course of most projects, so change requests continue to pour in on many projects. Of course, most of the requests for changes are excellent suggestions, and the project outcome might be much better if they were incorporated. However, once the timelines and the budget are set, the resources assigned, and the work begun, any change impacts the possibility of meeting the project objectives.
The working environment was not pleasant. Pleasant environment? If the project team was not successful but the product was, could it be considered a successful project? Probably not, going by this example. This list covers quite a span of the things that define project success. The project manager must ensure that the success measures are clearly defined for the project. He must also be comfortable with these as legitimate things by which to measure the team performance. In addition, many of the stakeholders will also have their own objectives, and these should be made known.
Project management for telecommunications managers by Celia L. Desmond
by Thomas
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