arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
Do you have any tips on good project management practices for technical infrastructure projects (data center move, server upgrade, network upgrade, virtualization, cloud migration, etc.)?
I appreciate all your responses. This would be very helpful. Saving Changes...
I started with infrastructure and went on to manage projects across IT disciplines. What exactly bothers you when thinking about infrastructure?
Generally speaking, it never hurts to know the game you're playing. If you dive into infrastructure you'll be less dependent on experts to explain each step to you. Additionally, you are able to serve them better as you know what's going on. However, let experts do their work, but be an enabler and facilitator - hence a PM. :) Saving Changes...
arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
Thank you Christina for the helpful suggestion. Saving Changes...
I would suggest a project manager to at least understand working of the technology he or she is managing. Just being a PM may not be sufficient for infrastructure projects. I do not see any problem for a PM to learn quickly the basics of any new technology as technical people will be there to help. Saving Changes...
Infrastructure projects are almost always of the "Waterfall" type, mostly because of a "big bang" type of go-live. When possible, however, do infrastructure projects in an iterative mode. That is, a phased waterfall. For instance, if you are moving a data center, move one server first, preferably one that can tolerate a little expected or unexpected downtime. Learn lessons from that one server move, then refine the plan for future servers. If you are migrating databases to a higher version level, the same principal applies. Since it's not usually possible to run parallel with transactional systems, most infrastructure projects are waterfall, but a phased waterfall approach yields better results. Saving Changes...
Michael AdamsSolutions Architect| LANLLos Alamos, Nm, United States
I have found that in IT projects, a PM who lacks IT knowledge, tends to create obstacles to a successful project. So my suggestion would be for the PM to receive some training, and spend some time speaking with SMEs to learn what the project is, and what the significance of the technology is.
Most important: the PM should be sure that he/she is letting the SME be the expert. Let the project team participate extensively in creating the project plan, timeline, risk analysis, and fall-back plan.
BTW, always, always, always have a fall-back plan with IT projects!!!! Saving Changes...
Hi,
Generally Speaking I am working on IT Infrasturcture projects as you mentioned in the post.
It is been a great exprience to learn technology and emerging technologoies..
If we could focus on Cloud SAAS PM that could be the next which can be taken place over Infrastructure...
Most thing is need to know the basic of all the technology like Vmware , Datacenter, Unix,Active Directory etc .
As Iqbal said there will be technical team who will be there with you through out the project life cycle .. Saving Changes...
Marlon SchmitzIT Analist| BANRISUL S.A.Porto Alegre, Rio Grande Do Sul, Brazil
Dear Arlene,
We are dealing with this kind of challenge at the company I where work, what lead me to post what follows.
1 - People: who knows what and how to do, people with knowledge;
2 - People: with commitment, people who share the (almost) same vision about the work to be done: the results, the outcomes, specially the benefits of the project
3 - People: that want to do new things, people who wants to work, people who want make changes;
If you don't have the correct people for this work, in this time, you can adopt the best (???) practices/framework, you can have all the money you need, and you can have all the needed support from the sponsors and other stakeholders, but even with all this the project will fail.
Build a new DataCenter, make a big (complex, expensive,full of risks) move, do a server farm upgrade, do a network upgrade (core routers, core switches), adopt new technology for new and/or existent services, these kind of projects involve a (really) lot of knowledge, and in most of cases the PM don't (need to) have all this knowledge. A good understanding of technology will always help, and is important, indeed, but technology is an "always moving thing", then, be updated, be aligned with the new tendencies can be a very (very,very) difficult task for someone who already has a lot of work to do, as every PM are.
Knowledge can be acquired: bought, learned, etc. But people need to be developed, even an experienced team.
So, If I have just one advise to share to you will be this:
Be close to the people and choice them very carefully.
Work with them and share your desires, visions, expectations with your team. Work together with them, develop them, and be one of them. Lead by example every single moment.
Saving Changes...
Bruce Wilkinson MBA, PMPExpert Project Manager / Trustworthy Executive Assistant / Business Coach| goBRUCE Business ServicesCuenca, Azuay, Ecuador
Just to add a quick thought to these great comments. With upgrades you will likely be working with the newer/newest technologies. Make sure your team/vendors/consultants really know what they are talking about. I’ve seen mistakes made by listening to the loudest or most compelling voice in the room (i.e. lowest bid, “read all the manuals so now I know”, most persistent vendor, most senior IT guy in the enterprise, “but he’s always been our go-to guy”, etc.). I’ve seen major upgrades disappoint when people who were supposed to know, but didn’t really, were major influencers. This can be a substantial risk in tech upgrade projects and needs to be anticipated, recognized when it is happening, and managed! Saving Changes...
Ganesh SrinivasanGanesh PMO (PMP, PMI-SP, ITIL-F)| MNC BankChennai, India
Hi Arlene,
Excellent question, and encouraging replies. Thanks Marlon / Christina.
I go with Christina till you play, its always visiable as hard. Just dive and start things will move on.
Since i worked only on IT (Technical) Projects, unabe to comment much.
Look forward more expert comments from Infrastructure PM's.
In nowadays I am budgeting a new project for implementing two datacenter turnkey, including technical room, energy room, NOC, management room, meeting room, generator room and warehouse.
I am, as PM, working in a multiskill team (architects, civil engineers, electronic engineer (me), vendors, installers, etc).
We (management layer) think in outsourcing all field activities including suppliers, logistic, field installers, ceryifiers, etc.
That is high risk project now and is increasing for the particularity of the installation place is rural city in Peru at more than 10K feet over sea level. The time for deployment including engineering is 100 days.. it is a big challenge...
I agree the key in this project will be communication across team, customer, and providers (vendors), and ensure logistic is very timely.
Please, if someone of you is datacenter designer and may share some advise with me, I will appreciate contact me.
