Telecommunications Project Management PowerAuthority Vendor Management Measure of
- Slides: 36
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 ©PM may have a great deal of delegated authority but very little power
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 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? ©Functional Managers ©Classical/Traditional ©Empirical ©Behavioral ©Project Managers ©Decision Theory ©Management Systems
Management Functions ©Planning ©Organizing ©Staffing ©Controlling ©Directing
Controlling © 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
Directing © 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 ©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 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 © 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 ©P. 219
Leader Behaviors Explained © S 1 (HTLR) ©Task-oriented ©Accomplishment of objective ©Little concern for employees or feelings ©Relies on PM leadership ability and judgment © S 2 (HTHR) ©Strong behavioral relationships ©Trust and understanding between the leader and subordinates ©High task behavior due to lack of competency
Leadership Behaviors Explained © S 3 (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 © S 4 (LTLR) © Employees experienced in the job © Confident about their abilities © Trusted to handle work themselves
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 ©S 3 and S 4 © Laissez-Faire Leadership ©PM turns things over to workers ©No active involvement by PM ©S 3
Types of Leadership ©Autocratic Leadership ©Focus on tasks and little concern for workers ©PM has ultimate authority ©S 1
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 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 ©Large infrastructure projects ©Establishment of undersea cables ©Hospital ©More than procurement ©Acquiring goods and services from outside the organization
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 ©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 Management ©Relates mostly to knowledge creation and sharing ©Products acquired at early point in their life cycle ©Strategic goods related to service creation
Vendor Management vs. Procurement Management Characteristics Procurement Mgmt Vendor Mgmt Purpose Minimize transaction cost Maximize knowledge creation and retention Nature Impersonal and at arm’s length Relation-specific Dependence on the technology life cycle No Yes Areas of application All types of innovation and Supplemental for radical, goods architectural and platform innovation
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 1. Technology vendors – hardware/software 2. Connectivity vendors – fill gaps in end-toend links 3. Service vendors – installation of equipment, billing of end-customers, training, on-site support for remote locations, etc. 4. Consultants
Vendor Evaluation 1. Technology environment – vendor vision 2. Technology evaluation – level of mastering state-of-the art and emerging technologies 3. Markets/Competitors 4. Innovation process – short time to market (good and bad) 5. Support functions – training, consultation, etc 6. Acquisition and adaptation of new technologies
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 ©Geographic coverage ©Service lead tie ©Availability and mean time to repair (MMTR) ©Ability to provide adequate support ©Qo. S
Communication with Vendors © Statement of Work 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 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 factors 1. 2. 3. 4. Technology life cycle Vendor type Supply disruption Congruence of supplier and service provider plans 5. Standardization 6. Intellectual property and knowledge management 7. Inadequate field support
Start-ups vs. Established Firms Characteristics Start-up Large Established Firm Flexibility and risk orientation High Low Best practices implementation Usually low Usually high Time horizon Short-term Long-term Decision making Fast Slow and hierarchal Quality of documentation Usually low Usually high
Risk Mitigation Strategy 1. Requirements of service 2. Best practices 3. Hold vendors to contractual obligations (quality, delays in delivery, Qo. S) 4. Periodic meetings at mgmt. Level 5. Standardize interfaces in standard bodies
Connectivity Vendors 1. Interconnection agreement 1. 2. Telehousing agreement 1. 2. 3. 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: 1. 2. 3. 4. User access where network operator has no access Infrastructure and customer access support Network element deployment Capacity planning Forced agreement 1. 2. Company forced to do business with another Wired carriers allow competitor to have access
Pitfalls of Vendor Management 1. Multiple interfaces between vendor and supplier without centralized mgmt. 2. Expectations not clearly defined 3. Reasons of vendor selection that are not technical may not be obvious to team – affecting moral 4. Status of knowledge gained through exchange of information is ambiguous
Exam 1 Review
- Telecommunications project management
- What is tmn
- Is measure for measure a comedy
- Barometer
- Introduction to software project management
- A pioneer in the field of telecommunications
- Telecommunications and data communications
- Osha telecommunications standards
- Sierra leone telecommunications company
- Telecommunications act of 1996
- Venture capital telecommunications
- In a telecommunications network architecture, a protocol is
- Telecommunications infrastructure standard for data centers
- Electronics and telecommunications research institute
- Telecommunications, the internet, and wireless technology
- Telecommunications for dummies
- Telecommunications the internet and wireless technology
- Disaster recovery telecommunications
- Danswers
- Government emergency telecommunications service
- Telecommunications engineering
- Telecommunications for dummies
- Department of telecommunications
- Department of telecommunications
- French telecommunications equipment company
- Digital telecommunications
- Iu telecommunications
- European telecommunications standards institute
- Digital telecommunications
- Government emergency telecommunications service
- Telecommunication processors
- International telecommunications society
- Wireless telecommunications industry analysis
- Gts telecommunications
- Vendor analysis matrix
- Telecom management vendor
- Open source vendor management