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Topics: Construction, Earned Value Management, Knowledge Management
Single Project or Multiple Project
Network:1282



I am managing a project which is related to Telecom Industry and Consists of Setting up services at various locations, There are 40 No of Sites and Scope for each site is same.
My question is this a single project or 40 different projects? Should i track progress of each one and than summarize the overall project progress??
How to keep track of Lesson learned in this case? Site by Site ?? As each site presents different challenges ?? How to stack them up and make these lessons learned useful for future ??
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Network:1529



Mudassar I also work in the Telecom industry and annually have upwards of 300 sites (466 this year) to launch. While this is one program we treat each project separately.
Network:1016



I have to ask at what point does an install of similar sites become a BAU/operations activity vs. a project? The playbook for these installs should be so refined based on lessons learned that the level of uniqueness & uncertainty should be quite low...

In such cases, the majority of the installs might be taken out of the scope of the original project or program...

Kiron
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1 reply by Janice Grier
Dec 28, 2017 10:31 AM
Janice Grier
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None of the sites are removed from the scope unless cancelled or deferred to a later year. Even though an install may be similar no 2 sites are alike. All are considered separate projects.
Network:1529



Dec 18, 2017 3:36 PM
Replying to Kiron Bondale
...
I have to ask at what point does an install of similar sites become a BAU/operations activity vs. a project? The playbook for these installs should be so refined based on lessons learned that the level of uniqueness & uncertainty should be quite low...

In such cases, the majority of the installs might be taken out of the scope of the original project or program...

Kiron
None of the sites are removed from the scope unless cancelled or deferred to a later year. Even though an install may be similar no 2 sites are alike. All are considered separate projects.
Network:1514



I agree with Janice on this. It should be part of a program and you may have to track each of them separately. Capturing lessons leaned from all the 40 sites would a challenge.

I think perhaps you can rack issues, change requests or quality defects as it occurs on each site, including the team's response to the situation, the resolution and outcomes.

This is my opinion.
Network:104438



Does each site have a project management team?

I believe they should all be consider a project and manage that way.

In my experience in telecom and energy both consider sites each consider a project
Network:1701



Mudassar,
I agree with others that you might want to look at this as a program.

This means try to enable the project managers that are in charge of the 40 and support them by standards setting (e.g. common reporting).

Lessons Learned is of key importance to make sure best practices are shared and risks are identified. I would suggest to setup a central database to gather LL from the projects, every month (what did they do well and why, what went wrong and others should be aware of). On top of this you should have a meeting with all to share tacit knowledge, establish 1:1 mentor relations and create a feeling of community.
Network:15133



It seems you have a program as all sites are being set up by different teams at the same time.The scope might be same but they may face different set of challenges. Compiling lessons learnt should be simple, keep adding lessons learned under each activity from all sites. Lets say "installation of racks" is one activity under that you can add the difficulties you faced (at all sites) or a quick fixes you discovered (at all sites) etc. At least I would do this to make some other PM's life easy for a similar kind of project.
Network:14



Mr. MK-
Your 40 Projects sound like a great opportunity!
From a construction industry and KPI standpoint, these need to be monitored as separate Projects. Safety issues, Contract issues, Subcontract issues, Weather issues, Procurement issues, may have challenges that are associated with one particular location or region. From an accounting and EVM perspective, these must be tracked in your P6 schedule separately and reported separately. In my opinion, you are acting in the capacity of a PMO.
Your lessons learned recording will be the least of your concerns.....
This is my opinion from the trenches!

M
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