The ComSoc Guide to Managing Telecommunications Projects E-Book

Celia Desmond

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Serie: IEEE ComSoc Pocket Guides to Communications Technologies
• Sprache: Englisch

Seitenzahl: 395

Veröffentlichungsjahr: 2011

Beschreibung

This pocket guide provides an overview of the telecommunications environment as it has evolved over the past few years, illustrating the need for project management, the significance of project success to the companies, and the application of key project management processes within the telecom environment. Topics covered include: scope management, time management, cost management, procurement management, risk management, communications, quality, human resources, and Integration. It offers professionals a brief and accessible guide to managing telecommunication projects in the 21st century.

Leseprobe

CONTENTS

PREFACE

ACRONYMS

CHAPTER 1 EVOLUTION OF THE TELECOMMUNICATIONS INDUSTRY

MONOPOLY STATUS

COMPETITION FOR LONG DISTANCE SERVICES

COMPETITION FOR LOCAL SERVICES

COMPETITION STARTS TO SPREAD

INTERNET AND MULTIMEDIA DISRUPT THE BASIC NETWORKS

A NEW TELECOM ENVIRONMENT

WHAT ABOUT THE FUTURE?

CHAPTER 2 WHY IS PM IMPORTANT, ESPECIALLY IN TELECOMMUNICATIONS?

TEAM DIVERSITY

RESOURCE LIMITATIONS

TIME CONSTRAINTS AND LIMITATIONS

RISK MANAGEMENT

ENSURING QUALITY

SCOPE DEFINITION

PROJECT OBJECTIVES

WHAT ABOUT TELECOM PROJECTS?

CONCLUSION

CHAPTER 3 PROJECT MANAGEMENT BASICS

INTEGRATION

PROJECT SCOPE MANAGEMENT

TIME MANAGEMENT

COST MANAGEMENT

PROCUREMENT MANAGEMENT

RISK MANAGEMENT

COMMUNICATIONS MANAGEMENT

HUMAN RESOURCES MANAGEMENT

QUALITY MANAGEMENT

CHAPTER 4 GETTING STARTED ON YOUR PROJECT

WHY DO PROJECTS?

THE REQUIREMENTS

WHAT HAPPENS BEFORE THE TEAM ARRIVES?

SETTING PROJECT OBJECTIVES

GENERAL DESCRIPTION, SKILLS ANALYSIS, STAKEHOLDERS, AND RISK ANALYSIS

CHAPTER 5 WHO IS INVOLVED?

PROJECT SPONSOR

STAKEHOLDERS

MANAGEMENT

FUNCTIONAL MANAGERS

THE TYPE OF COMPANY HOSTING THE PROJECT

CHAPTER 6 SETTING BUSINESS AND PROJECT OBJECTIVES

SMART OBJECTIVES

CHAPTER 7 WHAT IS TO BE INCLUDED?

BUILDING THE CHARTER

SCOPE DESCRIPTION

SCOPE MANAGEMENT PLAN

WHERE WILL THE RESOURCES COME FROM?

THE WORK BREAKDOWN STRUCTURE

CHAPTER 8 GOING OUTSIDE THE COMPANY FOR PRODUCTS AND SERVICES

DEFINITION OF REQUIREMENTS

SOLICITATION

VENDOR SELECTION

CONTRACT MANAGEMENT

CHAPTER 9 MANAGING RISK IN TELECOM PROJECTS

RISK MANAGEMENT

CONTINGENCY IS EXPECTED TO BE SPENT

CHAPTER 10 WHO TELLS WHAT TO WHOM?

COMMUNICATIONS MANAGEMENT

GENERAL COMMUNICATIONS

MANAGING THE COSTS

PROJECT COMMUNICATIONS PLANNING AND THE COMMUNICATIONS MATRIX

STATUS REPORTING

MEETINGS

MOTIVATING PEOPLE TO COMMUNICATE PROPERLY

ELECTRONIC TOOLS FOR COMMUNICATIONS

MONITOR AND CONTROL

SOME SUGGESTIONS

CHAPTER 11 CREATING THE TIMELINES

TASK DURATION

DEPENDENCIES

MANDATORY AND DISCRETIONARY DEPENDENCIES

LAGS AND LEADS

PROJECT LOGIC DIAGRAM

CRITICAL PATH

EFFORT-DRIVEN AND DURATION-DRIVEN TASKS

AND THEN …

CHAPTER 12 MANAGING THE COSTS

TYPES OF COSTS

PROFITABILITY MEASURES

ESTIMATING THE COSTS

PROJECT BUDGETS AND PLANNING THE PROJECT COST

CHAPTER 13 MANAGING THE DEVELOPMENTS

CHAPTER 14 MANAGING THE PEOPLE

ORGANIZATION STRUCTURES FOR PROJECTS

MANAGEMENT STYLES

LEADERSHIP

TEAM BUILDING

MOTIVATION

CONFLICT

LEARNING ORGANIZATION

MANAGING THE WORKLOADS OF THE TEAM MEMBERS

SOME SUGGESTIONS FOR GOOD PARTICIPATION AND GOOD MANAGEMENT

CHAPTER 15 WHAT IS THE GAIN?

GOOD PEOPLE

UNDERSTANDING THE VALUE OF THE PRODUCT

CLEAR PROJECT OBJECTIVES

CLEARLY DEFINED SCOPE

GOOD PLANNING

STRONG CHANGE CONTROL

WELL-CONNECTED TEAM

EFFECTIVE COMMUNICATION

BIBLIOGRAPHY

INDEX

The ComSoc Guide to Managing Telecommunications Projects

IEEE Press

445 Hoes LanePiscataway, NJ 08854

IEEE Press Editorial Board

Lajos Hanzo, Editor in Chief

R. AbariM. El-HawaryS. NahavandiJ. AndersonB. M. HammerliW. ReeveF. CanaveroM. LanzerottiT. SamadT. G. CrodaO. MalikG. Zobrist

Kenneth Moore, Director of IEEE Book and Information Services (BIS)

A volume in the IEEE Communications Society series:

The ComSoc Guides to Communications Technologies

Nim K. Cheung, Series Editor

Thomas Banwell, Associate Editor

Richard Lau, Associate Editor

Volumes in the series:

Next Generation Optical Transport: SDH/SONET/OTN

Huub van Helvoort

Managing Telecommunications Projects

Celia Desmond

WiMAX Technology and Network Evolution Edited by Kamran Etemad and Ming-Yee Lai

Copyright © 2010 by the Institute of Electrical and Electronics Engineers, Inc.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. All rights reserved.Published simultaneously in Canada.

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PREFACE

Telecommunications is a well-known, well-established and highly regarded industry that has been in place for more than 100 years. Over this time, the industry has been always growing, always evolving, and always playing an important role in the evolution of society in general. In most countries of the world, telecommunications has been deemed important enough that companies in the business have been encouraged by their governments to provide high-quality and reasonably ubiquitous service. Due to the high cost of equipment and associated work involved, governments put regulations in place to ensure that quality service is provided at reasonable rates for businesses and consumers who form huge customer bases for these companies. These service providers have generally been large companies that operate with some of the most sophisticated technologies and processes in the world. Of course, this requires high-level business planning and implementation. It also requires that tens of thousands of projects be undertaken each year worldwide, to keep the industry viable with new technologies, new service offerings, new mechanisms for operation, and new approaches. Projects have always driven the evolution of the telecommunications industry, which, today, is maybe most appropriately called the “electronic communications” industry. In this book, these names are used interchangeably to refer to the industry that provides voice, data, and multimedia services to both business and residential customers. Projects will continue to be very crucial to the success of the companies offering products and services in this area going forward.

The electronic communications industry is experiencing such rapid and disruptive change that in the early 2000s it is probably the industry with the highest overall rate of change. Within this industry, many players exist: very large established companies and small start-ups with innovative and clever products and ideas. Chapter 1 provides an overview of the evolution of the telecom industry over the later 1900s and the early 2000s, to illustrate the environment in which these projects are undertaken. This chapter also addresses some of the types of projects encountered in telecommunications. Chapter 2 discusses the importance of using project management within this environment, and Chapter 3 gives a general idea of what is needed for good project management. Of course, projects and the need for project management are discussed throughout the book. Next, Chapter 4 looks at what is needed to get a project going, looking at the source of the proposals and what might be considered in making the decision to go ahead. Stakeholders of these projects and how they look to the different types of companies in the business are discussed in Chapter 5.

For any of these companies to succeed they need to have a solid business proposition, strong products that meet the needs of the market, and operational capacity and capabilities to allow them to provide their services. The purpose of this book is to address the management of telecom or electronic communications projects. Although these are quite varied, and often have a very wide scope, the basics of project management can be applied to improve the chances and degree of success. These projects all occur within an industry evolving so rapidly at this time that it is almost impossible for any one person to even keep up with all developments. Implementing any project in this environment is difficult, but very exciting. And it is critical that project management concepts and techniques be applied to minimize the potential problems, make the work flow much more easily, and maximize the chances of success.

In the telecom industry, a high percentage of project managers (PM) are selected from the engineering ranks. The project teams, however, include people from many different departments and disciplines. Chapter 2 discusses the telecommunications industry environment and shows that the range of project types undertaken in this environment is extremely broad. It is not really possible to pinpoint a type of project, or even a set of project types, to label as telecom projects. Most telecom projects are technology based in some way, but many are related to the processes and the business environments in which the technologies are managed. Most involve working with or designing networks, services, or technologies; but to do this, people must have the corporate support and infrastructure enabling development of salable products and services as expeditiously as possible.

Some telecom projects are not strictly technology based. Even in highly technical projects, the team will need to understand the need for the service or product that it is developing or designing, the uses or applications of the product and the impact of the project implementation on its own company. The PM relies on the skills and knowledge of all team members, so project aspects will be considered from various perspectives. When mathematical concepts are presented, an understanding of mathematics equivalent to that attained by engineers is assumed. Many concepts are presented in a manner that allows easier understanding and use by engineers.

Why engineers? First, as mentioned previously, in telecom, as in other high technology industries, it is quite usual for project managers to be selected from the engineering ranks because most of technologies used are very complex and a solid technical background is needed to understand how they work, what they can potentially do, and the impact of many technology-related decisions. One of the main responsibilities of the project manager is making solid decisions for the company in all aspects of the project, especially technical issues or those that impact technologies. So it is critical that the project manager have this solid technical background. Next to engineers, probably the most likely choice for a PM is someone from an operations group, which usually also have a technical area. In telecom, operations tend to include all the background support needed to keep networks and services running, including trouble handling, testing provisioning, and other systems such as ordering or billing. Thus, people working in these groups generally also have a technical education, often an engineering degree. Even if the PM is not an engineer, engineers participate in almost every telecom project team. It is important for team members to understand project management as well as help reduce the frustration of overhead work, and just to understand the extent and value of work necessary to ensure that the project produces the best possible output in the required time, within the allocated budget.

Subsequent chapters look at other aspects of project management and how these can be handled in a telecommunications environment. Chapter 6 addresses project objectives and how these differ from business objectives. Chapter 7 talks about defining the project scope clearly and Chapter 8 outlines the procurement cycle. Chapter 9 reviews various aspects of project risks and Chapter 10 looks at different aspects of the planning for the project communications and the communications requirements. Chapters 11, 12, and 13 address some of the core concepts of project management: building and managing a schedule, the budget, and activities. Various aspects of handling people and the problems people face are addressed in Chapter 14. Finally, Chapter 15 rethinks why project management is important.

But, before any discussions become too involved, the scene must be set with some definitions to enable the reader to understand just what is being discussed. The first question that should be answered is “What is a project?” The answer to that question is found in a book called The Project Managers Guide to the Book of Knowledge, or PMBOK, published by Project Management Institute (PMI). The PMBOK defines a project as “a temporary endeavor undertaken to produce a unique product or service, with limited resources,

Start and end datesClearly defined objectiveBudget and other resource constraintsTemporary teamPerhaps initially defined deliverablesPerformed by one or more people, or organizational units.”

So a project is not something people work on in their daily job but rather something that is undertaken for a defined period of time, to produce a defined outcome (product or service), which is different from anything existing. Generally, teams are multidisciplinary, although this is not necessarily the case. Certainly, it is more often true for project teams than it tends to be for day-to-day work, which is usually more focused within a functional department. Team members are selected based on the skills needed to complete the project. The outcome needs to be available, in full working order, by a date that is either predefined or defined before the project proceeds too far, and the budget also usually suffers from serious constraints. So we have a group of people who think differently, working together for a temporary period, to produce something different from their usual output, under time pressure. What fun! In order to do this effectively, project management is needed, and a defined discipline constitutes project management. The next question then, is “What is project management?” The answer to this question is also in the PMBOK: “Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet stakeholder needs and expectations.” This book discusses the knowledge needed, and many of the techniques or tools that can be used.

Just as food for thought, let us consider some initial examples of telecom projects. As we will see, the nature of these projects covers a huge range, but this short list gives some idea of the types of projects that might be encountered:

1. Design, install, and configure a network to support certain services.

2. Provide conversion plans to convert the entire network of an incumbent telecom company (telco), including replacing the technology and changing the architecture from circuit-switched to packet-switched.

3. Construct a new facility, data center, or POP.

4. Develop a new feature, product, or service according to a specific client’s requirements.

5. Lay in a new fiber optic link.

6. Develop a new technology to enable the provision of new services.

7. Design a content-based, peer-to-peer application to run on the current highspeed Internet network.

8. Develop a new business model, including a new rate structure that encourages customers to subscribe to your company’s services while at the same time ensuring that profit margin is maintained.

Clearly, the requirements for one of these projects differ drastically from those of another, and the skills needed to complete these projects also differ across the projects. Each of these is highly interesting, and obviously critical to the corporate success, so each needs to be managed in a way that will best ensure success.

CELIA DESMOND

Mississauga, Ontario, Canada March 2010

ACRONYMS

ACWPActual Cost of Work PerformedANSIAmerican National Standards InstituteBCWSBudgeted Cost of Work ScheduledCPICost Performance IndexCVCost VarianceEACEstimate at CompletionETCEstimate to CompleteEVEarned ValueFFFinish—FinishFSFinish—StartGPSGlobal Positioning SystemICCInternational Conference on CommunicationsICTInformation and Communication TechnologiesIEEEThe Institute of Electrical and Electronics EngineersIPInternet ProtocolITInformation TechnologyLANLocal Area NetworkNPVNet Present ValueP & LProfit and LossPDMPrecedence Diagram MethodPMProject ManagerPMBOKA Guide to the Project Management Body of KnowledgePMIProject Management InstitutePMPProject Management ProfessionalPOPPost Office ProtocolPVPlanned ValueR & DResearch and DevelopmentRBOCRegional Bell Operating CompaniesRFIRequest for InformationRFPRequest for ProposalRFQRequest for QuoteSFStart—FinishSPISchedule Performance IndexSSStart—StartSVSchedule VarianceTDMTime-Division MultiplexingVOIPVoice Over Internet ProtocolWBSWork Breakdown StructureWCETWireless Communications Engineering TechnologiesWCPWireless Communications ProfessionalWEBOKWireless Engineering Body of Knowledge

CHAPTER 1

EVOLUTION OF THE TELECOMMUNICATIONS INDUSTRY

MONOPOLY STATUS

In order to gain insight into the telecommunications industry, first it is best to look at its history. Each country has its own way of handling this type of service, but there are many similarities in the treatment of telecom around the world. This chapter considers the trends of the evolution of telecom, which are mainly common around the world. Most of the background for this section comes from North America, and even in North America there were always some differences between the industry in the United States and that in Canada. The intent is not to give totally accurate specifics, since these vary country by country and also over time, but to show the trends that are essentially common to the telecom industry in most areas.

Initially, telecommunications service was treated as a “natural monopoly” essentially everywhere. The governments believed that this service, although very expensive to provide, was a basic right, and that it should be available to everyone at a reasonable price. Thus, in many countries, certainly in North America and in much of Europe, the government played a large part in the offering of telecommunications. In many countries, this service was provided by governments themselves, in a manner similar to the provision of other utilities such as electrical power. In North America, this was not the case, but the service was heavily regulated and many requirements and restrictions were placed on the companies that provided telecommunications. Regulation protected both the companies providing the service and the customers. Rates for basic service were kept low so that the service would be affordable by the masses, and requirements were often stringent, governing both the type and level of service that could be offered, as well as the rates that could be charged for the service. Basic service was essentially voice service, and in North America the requirement was that local voice service capability should be offered at rates that were affordable to almost everyone.

In addition, companies providing basic telecommunications services were required to provide the capability of using the phone for immediate emergency support (medical, fire, and ambulance). This placed a requirement on the network that it be always available, so that someone who needed to place an emergency call would not be faced with an outage at a critical time. Since equipment and systems cannot be 100% reliable, the requirement placed on the telcos was that the lines and network be available 99.999% of the time. Thus, in North America the incumbent companies today provide very high quality telecommunications services at very reasonable rates, and almost everyone in these countries has access to telecom service. Because of this, most people have landline connections. This is not true in much of the developing world, where wireless services have blossomed due to the lack of affordable landline service in many areas.

Services that are not required for basic communication, such as data services, became known, generally through regulation, as enhanced services, or something a step above the basic service. These services, since they were not deemed essential by the regulators, did not have to meet the stringent criteria applied to basic communication services. So anything other than the basic landline voice services developed along somewhat different paths in many cases. But in many cases, these services were actually offered by the same carriers who provided the basic voice service, under separate regulatory rules.

Local voice service was provided to allow callers to place calls to others within a local calling area, generally the municipality in which they were located. In addition, these local networks were interconnected to each other, allowing callers to place long distance calls to people in other municipalities and even other countries. The interconnecting networks are often called backbone networks. In the United States, there were companies offering local service within towns and cities, and also interconnection between these towns and cities as long distance service. The names and sometimes the nature of these companies changed over time. Perhaps the largest ones were most notably known as the Regional Bell Operating Companies, or RBOCs. These companies were in turn interconnected with each other by one large interconnector called AT&T. The local calling capability was considered to be basic, whereas the long distance calling was discretionary. So the providers were allowed to charge more for the long distance calls than for local. Given the stringent requirements on the networks and the rates for local calls, companies were generally providing local service at a loss. They could balance this loss by making money on the long distance calls. However, even here they were restricted by the regulators. The provision of data services was also not basic, but data service was also regulated, and in the early days, not a large enough part of the service providers’ business to really matter.

Because of the rules and restrictions, and also due to the high expense of providing such service, telecommunications grew to be a monopoly service almost every-where. Even when there were other providers on the scene, they were generally either limited in what they could provide, or in the volume that they were allowed to provide, protecting the interests of the monopoly provider.

Thus, initially, incumbent providers were heavily regulated and provided basic local voice services at low rates. They generally also provided long distance calling, usually at rates that were higher than the costs, to cover for the noncompensatory local services. And many of these companies also provided some other services, generally in small amounts, to make additional profit. This was the trend almost everywhere for many years, even though the specific rates and services offered varied over time and location, and by company. As mentioned earlier, trends were generally similar around most of the world and in most companies, although the changes that occurred happened at different times in different locations. Initially, also, the incumbent companies were government owned, or at least government controlled, which caused some differences by country. Most incumbents provided mainly voice services and small amounts of data. Generally, in the late 1900s the networks carried about 80% voice and 20% data services. And until the 1980s, most of the voice services and some of the data services were carried on analogue networks, in both the access and the backbone. Data services were a mix of analogue and digital until the late 1980s when the trend was to convert networks to digital technologies end to end.

COMPETITION FOR LONG DISTANCE SERVICES

In North America, new technologies that allowed different methods of carrying traffic and also changes in the attitudes of those using the services caused pressures to begin attacking the business models. Initial attacks targeted the long distance services, since the incumbent telcos were making good profits on these services. Others understood the economics of these services and wanted part of the action. They recognized that they could provide this service at low cost and charge rates much lower than those charged by the incumbents, still making a profit. So the initial successful attacks on the established business of the incumbent telcos targeted lucrative long distance services. These attacks came from new long distance providers, resellers, and value-added carriers who leased network capacity from the incumbent telcos and used it to provide services of their own. Today, everyone is quite familiar with this evolution and the competition has driven the rates for long distance to a fraction of what they were 10 or 15 years ago. As we will see below, other factors are also impacting these rates, as everyone is also aware.

The next stage in the trends was the change in the providing of data services. Initially, except for the earlier telegraph services, data was carried, by the incumbents at least, on the same analogue backbone as the voice services. Data entered the access network via a modem, which had an analogue output, or a dataset, which outputs signals in a digital format. From there, it traversed usually private lines, some-times multipoint lines allowing many terminals to share a port on a host, or it operated in a switched mode along the same (circuit switched) lines as the voice services. In the 1970s to 1980s, this started to change with the advent of packet switching.

The access and the backbone of the telephone network were designed to accommodate the patterns and needs of voice traffic. The network is optimized as a network that receives a call on a single circuit, checks the destination number for that call, and sets up an end-to-end circuit for the duration of the call, dropping this at each step along the path when the call has been completed. This type of network is called circuit switched, and huge numbers of man years of research and implementation went into optimizing the circuit switched networks to very efficiently serve voice traffic. Much of this development was done by Bell Laboratories in the United States, where hundreds of research projects were underway at any time.

Around the 1970s, packet switching technology started to emerge. This had been used earlier for private and small networks, and it was optimized for data traffic. This traffic did not need to have a circuit established end to end for the duration of the call and, in fact, given the nature of the traffic, establishing an end-to-end circuit was quite wasteful. Packet switching technology began to be deployed widely around the world by data services providers and also by incumbent telcos. Initially, these packet switched networks served only specific data services—digital data services—and the traffic volumes were low in relation to voice traffic volumes. Some data continued to be carried on the old analogue networks, with certain services being carried on the packet switched networks. During this period, the Internet started its well-known growth and, of course, that growth continues even today. As the Internet expanded from researchers and universities initially, then to companies, and finally to individuals, it was to be expected that the amount of data traffic and the routing patterns of that traffic would change drastically. And, at least initially, this Internet traffic was data traffic. So by the year 2000, that 80/20 ratio of voice-to-data traffic on the network was changing to a much higher percentage of the traffic being data. In parallel, technology development enabled video and multimedia traffic to be carried on the network. And as these enhanced services spread, the amount of traffic and especially the amount of nonvoice traffic continued to increase.

COMPETITION FOR LOCAL SERVICES

One of the next developments was the attack on local service provision by many other companies. In some cases, this was cellular service, since mobile companies had been growing even in North America, where essentially everyone had access to reasonably priced land line service. By the mid 1990s regulation allowed companies other than the incumbent telcos to offer local service, so other companies started to move into territory previously covered by telcos. New companies sprang up and other utilities, such as cable companies and even power companies, also decided to offer data and voice services. At the same time, telcos requested permission to expand their service offerings to include those offered in the past by other providers. Specifically, telcos requested, and often gained, permission to provide broadcast video service.

The net result of all of this was the creation of competition in every stronghold of the incumbent telcos. By the time this happened, they had already been struggling to change their internal culture and focus to ones equipped to deal with competition. The competition for local service and for the provision of data services just heightened that requirement.

Initially, companies offering competing local services positioned these as secondary services to avoid the requirement that they provide emergency call service. Over time, developments in the mobile service technologies have made it possible for some of the emergency capabilities to be provided even from mobile phones. Specifically, it is now possible to locate someone with a medical emergency within very short distances, even if they call for help using a mobile phone. This ability is one of the reasons that many people today are quite comfortable having a mobile phone as their only phone, even in areas with the well-established, high-performance, and low-rate landline service

As this evolved, the nature of the traffic carried on the networks also changed over time. As all facilities became digital, all traffic, whether it was initially voice, data, or video, was carried in a digital format. While it is still possible to determine the nature of the traffic at the end points (and, with the right protocols, information identifying the traffic type can also be carried through the network), once traffic is converted to bits, it becomes less relevant to distinguish the difference between voice and data. And when we add to the picture other traffic such as video and multimedia, the picture becomes even more cloudy. Even though the actual nature of the traffic might be known, the fact is that as it travels through the network it looks like data, so the most effective mechanism for carrying this traffic is packet-switched networks.

COMPETITION STARTS TO SPREAD

By the early 2000s, telcos faced serious competition to all aspects of their business from many others, most of whom had not been on the horizon of telecom a decade earlier. These other companies were starting into the telecom business from different starting points. Some had established networks, as the telcos did, which reached most or at least many of the clients interested in voice and data services. However, most of these established networks had been initially designed for other services and were not optimal for the provision of two-way, high-quality voice and data services. So those other providers with established networks faced the problem of high costs of conversion of their networks to ones that could effectively provide the voice services.

INTERNET AND MULTIMEDIA DISRUPT THE BASIC NETWORKS

By this time, the Internet had become almost a commodity in itself and multimedia services were blossoming. One very significant development then was the use of the Internet protocol (IP) to carry not only the data services, for which it had been optimized, but also voice service. Why not? The voice traffic in the network was already in a digital format. Of course, the transmission requirements for voice differ from those for data, as they do for video and other forms of multimedia. So the introduction of Voice Over IP (VOIP) was not a simple, straightforward transition. But, for someone who had no established high-cost, high-performance circuit-switched network, it made more sense to introduce packet-switched networks, which are better for carrying the new forms of digital traffic. And by this time, the network traffic patterns had evolved to a point where the traffic was no longer 80% voice. In fact, depending on how one defines traffic, the voice traffic will soon be (or maybe already is) 80% other than voice.

In parallel, new and very different providers appeared on the scene, developing vastly different, but also wildly popular, new services which could not even have been imagined a few years earlier. Internet services had blossomed through the 1990s, and they continued to grow even through the demise of the hundreds of .com companies that initially sprang up to take advantage of the predictions of huge market share by providing data and multimedia services. Music was one of the initial multimedia services, and some of the initial service providers tested the regulatory and legal environments in which these services could be provided. Legal issues also abounded related to some of the less savory Internet services, and these still continue today. Some such services were actually illegal in some countries, whereas others just raised questions about what should and could be allowed. Probably, many people remember the Napster service, which provided a platform for end users to share their files. In the case of Napster, the files shared were usually music files. What this amounted to, essentially, was one end user downloading a music file from somewhere. The initial file was probably paid for by the user, so the musician and the user were both happy. But then Napster provided a platform for one user to check out the music owned by another user, and people started sharing these files amongst themselves for free, cutting the original artist out of revenue for his or her product. As expected, this did raise legal issues and, in the end, Napster had to stop this service. However, the next generations of this type of sharing capability were not such easy targets for the legal systems. Kazaa, a peer-to-peer-based application, allowed one user to look at the contents of another user’s computer, and they shared directly, without middleman control. Whereas it is certainly possible for legal systems to determine who is sharing the files that are IP protected, and they might be able to win in court, the sharing by individuals is generally too small to warrant the cost of court action, and to complicate things further, there is no middleman to sue as there had been with Napster. It can certainly be possible to put some sharers out of business, but in the time it takes to prosecute one or a few transgressors, hundreds more spring up. So the landscape has changed from a service perspective as well as in other ways that make service decisions more complex for the service providers. Think about the issues that face project managers charged with implementing projects with such services included. Not only do they face the usual project and service dilemmas, but they also have to spend time and energy worrying about how best to manage potential legal and ethical issues.

Electronic commerce evolved throughout this time and continues to do so. Not far behind came many other creative offerings, including Skype, Second Life, and Facebook, to name just a few. Skype was one of the first big VOIP services, offering voice calls totally free to anywhere in the world as long as people were willing to talk through their computers, or for tiny fractions of the rates charged by the telcos (even after the huge rate reductions mentioned above) for calls terminating on actual telephones. Second Life is essentially a real-life video game in which those who wish to set up a personality, called an avatar, can interact in real time with other individuals, and, more importantly, with the companies and others who purchase space to offer their electronic (and sometimes real) wares over the Internet. Many companies have already established their presence in this virtual world. Facebook, which followed an earlier version called MySpace, started initially as a mechanism to allow college students to share rich communications with their friends. (MySpace was initially aimed at high school students). Facebook expanded their market to include anyone, and it is a good example of the new types of services. Although the Facebook platform was developed with a number of features, many developers who have nothing to do with the Facebook developers have added additional applications that Facebook users can use to enrich their experience on the site. The users pay nothing to use the facility; it is supported by advertisers who post ads on the site. Generally, they pay by the number of clicks, so most of the applications are designed to encourage a lot of activity on the site. Many cute, fun games are featured, which the users share with their friends. Of course, all of these applications generate a lot of network traffic, and most of this traffic is data. Even the voice traffic is carried as VOIP, which is best carried by packet-switched networks. Thus, there are not only new services to think about, but the services are built using a new model, which is much more open than that of any of the services that were offered over the previous history of telecom. And at the same time, the service providers must consider whether they want to offer their services based on the long-established models of either pay per use or pay a flat rate for some amount of service, or whether they wish to move to a new business model in which the revenue does not come from the user at all.

A NEW TELECOM ENVIRONMENT

The implications of this traffic evolution have become evident—the established network provided by the large incumbents is no longer optimal for carrying the bulk of the traffic. Thus, the industry has evolved to a position in which the telco incumbents face many problems. Every service they have offered for years as a monopoly is no longer protected, each attacked by competitors. Competition is appearing from every direction at the same time, mainly from sources the incumbents have difficulty in predicting or sometimes even identifying as competition. At the same time, the billions of dollars that they have invested in networks, both to carry the actual traffic and as back-office systems to support the business, is becoming less and less relevant to providing current services. Incumbent telcos face problems that are probably bigger than those faced by other utilities moving into the provision of communications services because they have to essentially remove all the established networks, replacing them with packet-switched networks. This involves many extremely large technology-based projects and also many more that involve the creation of new processes, procedures, and business strategies. Not only must the networks be replaced, but also the provisioning, ordering, billing, and other service-recording systems must all be converted as well. These would be interesting projects under any conditions, but they must be carried out at an accelerated pace, at the lowest possible cost, producing extremely high-quality products, in order to maintain their customer bases in the face of extreme competition.

These telco network conversions are much bigger projects in terms of time, cost, and impact than these companies ever faced before. In parallel with all the primary business conversions, most of these companies also need to address their internal corporate culture, since the way in which they have conducted business for many years will not generate success in the current environment. Thus, projects often have components of all the standard business areas such as engineering, operations, IT, marketing, and sales, as well as additional components addressing the business attitudes and methodologies.

So, what type of projects might the service provider undertake? Let us consider but a few of these:

Developing a new serviceDeveloping new features for an existing serviceAnalyzing the introduction of another company’s competing new high-speed access service, enabling the service provider to determine the best competitive responseWork with a major national customer to implement his network in a way that gives him significant savings, while at the same time improving his service by moving him onto a new broadband network with better management capabilities.Design, implement, and manage a network within a conference complex for a group of UN leaders who will be attending a meeting in your city. The communications includes incoming and outgoing voice and data calls to and from the complex, internal communications amongst the politicians and their support staff while in the complex, plus a secure LAN within the meeting room itself, which allows each politician to communicate and share files with his or her own “sherpa” during the meeting.Managing a serious cable cut in a remote area, in which the cable was carrying over 40% of the national backbone traffic and the redundant backup facility is currently being upgraded and, therefore, cannot reliably carry its full traffic capacityImplement a new IPv6 capability in a separate network for customers willing to move to the leading edge protocol.Equip the current network with a new billing system that is more flexible that the current one, allowing new rating models to be adopted when desired.Training all current employees on the new network model and its benefitsMove all customer service for medium business clients to one common national call centerIntroduce a new culture to the employees that is more conducive to determining customer requirements clearly before initiating design of a new service and provides them with the tools to be able to do this.Learning to be more effective at marketing product and service lines

Thus, even within service providers, the variety of projects, and their requirements for skills, knowledge, and people, the inputs and deliverables are extremely varied. This makes life very interesting for project managers and team members in these companies.

So far, we have mentioned only telco service providers and research facilities such as Bell Labs. While this part of the business is obviously huge, these companies in no way comprise the full telecom industry. There exists a complete continuum from the people who create the initial ideas for new technologies and designs, through the people who design and build technologies, networks, and support systems, to the companies that provide direct end-user communication services, whether voice, data, multimedia, or value added, and also to the governments who set regulations and policies, and control things like spectrum allocation.

So at one end of this continuum we might find companies that do basic research. Bell Labs was an example of such a company over the years, although today not many companies are funding the basic research that enabled the telecom environment to develop many of the highly innovative technologies and designs that made the industry so successful. Also, somewhere in this continuum we would also find companies that do the research into potential new technologies and products, and who also provide assistance in the technical and management aspects of integrating these upcoming products into the current networks and environments. We can include these under the equipment vendor heading, although not all such companies fall into that place in the overall model. These companies face the issues of setting the standards for the technologies, often in parallel with their initial product development. So their world is changing as described above, and also changing due to their own work in the standards areas.

Of course, there are also the long-time incumbent telcos in the line, as we have discussed above. But in the service provider position, we now also have many, many others who fit very different profiles. There are the new entrants to the network and/or service business. These companies may already have networks, such as cable companies or power companies. Alternatively, they might be companies building new networks, which would naturally use the most modern technologies and designs, optimized to carry the current and future services. In addition, there are the new entrants to the value added business such as those who develop new applications and features for Facebook services.

Corporate cultures differ from one company to another. The business goals are different, as well as the equipment they own and services that they provide. Thus, the projects will be different. Even if two companies develop similar services, they do this under different conditions, within different cultures, using different technologies and with very different business goals. All of this has to be kept in mind when viewing any telecom project.

One thing, though, that is evident is that there are many, many exciting and critical projects underway and on the horizon for any company participating in the electronic communications business.

WHAT ABOUT THE FUTURE?

As we move forward, telecommunications is becoming less an independent infrastructure and more a part of the overall ecosystem. Telecommunications capabilities are starting to become an integral part of activities in almost all fields of life. In medicine, many governments have huge projects underway, not only to electronically store and work with data, but to use communications equipment as one of the tools in performing operations and other activities. In many other areas of life, sensors and monitors will allow humanity to track, record, and even modify conditions that endanger the future of the world. This is true in the case of water use in agriculture, reduction of pollution, and control of automobile traffic. The projects that will design and implement these technologies will be extremely exciting, with huge potential gains for individuals, corporations, and society. We see huge changes in entertainment and commerce all enabled by electronic communications. The scope of the projects will be even broader than they are now, and the stakes for success will be even higher. With telecommunications infrastructure playing an enabling role in world economic development, the projects will be highly visible to other disciplines and, in many cases, around the world.

All of this means that projects are here to stay for the foreseeable future, and success is critical. Project success is much more likely when proper project management is used. Thus, project management is needed.

ComSoc Guide to Managing Telecommunications Projects By Celia Desmond Copyright © 2010 Institute of Electrical and Electronics Engineers, Inc.

CHAPTER 2

WHY IS PM IMPORTANT, ESPECIALLY IN TELECOMMUNICATIONS?

Why is it necessary and even important to use project management? People who appreciate and practice project management will say that it is always important to use project management tools and techniques for projects of any level of complexity. One might then ask why they would believe this. There are many reasons.

Some of the benefits of the application of project management techniques that are important for any project include: ensuring good teamwork and other people factors, meeting the project budget and schedule, producing products and work of the expected quality, effectively managing project risks, ensuring that good communication occurs, and ending the project by delivering results that include the full scope as originally planned. All of these things are aspects of management of a project and they are the factors that define success in any project undertaking.

For any project, there are many factors in play. First, consider the project team, comprising the group of people actively working to deliver the product or service that the project is in place to produce. The project team is generally a multidisciplinary group; the people on the team will have different backgrounds, different objectives, and different ways of thinking. To ensure that such a diverse group can produce whatever is required will take some management focus, and that focus is one of the most important aspects of project management.

TEAM DIVERSITY