Anyone out there managing network & operations projects.
I would like to know what are the diferences and similarities between...
Project Management for Software application development projects versus Project Management for Network & Operations projects.
What kind of life cycle applies for the later one and what are the key risk areas to be taken care of while managing Network & Operations projects.
Do you mean things like rolling out new servers, new desktop operating systems, that sort of thing? Saving Changes...
Anonymous
Yes, on those lines.
Examples would be...
1) Upgrading to new software/hardware versions
2) Upgrading to new OS
3) Installing or upgrading new routers and/or switches
4) Network installation for new branch office
etc... Saving Changes...
All of the principles of project management still apply - scope, time, cost, quality, communications, integration, hr, procurement and risk. Some considerations have to be made depending on the actual project in question and the environment you are working within. For example, network/operations projects within a Telecommunications Carrier would be different from rolling out a new network switch into a small Legal Firm.
However some of the things that first came to mind when I read your post were as follows:
· Make sure you have a good understanding of how your network/operations project will affect business continuity. Especially ensure that any impact to Service Level Agreements (SLA) your organisation may have entered into is fully understood and communicated.
· Ensure that SLA “owners” are on your signatory list for design impacts and SLA updates and eventually any transient operational outages.
· Make sure you have good representation from Production Support/Operations on your steering committee
· Sociability testing of a new OS with existing line of business applications is essential
· Deployment planning inclusive of extensive rollback procedures is essential (ensure you do at least 2 or 3 trial deployments if you are modifying a business critical environment).
· Well documented critical success factors/solution acceptance criteria that can be demonstrated
· Ensure that you are managing a project, and not performing an operational activity that has a vague commencement point and an unclear objective. I.e. Even though it is operational by nature it should be a unique piece of work that has a clear scope and recognisable completion point. An example of this is as follows: “Reduce operating costs for infrastructure by 30%” is not a project. However, “Implement alternate storage infrastructure, migrate existing clients and decommission existing storage systems to achieve an X% operational cost saving” is a project.
Paul WilliamsDirector, EPMO| Premise HealthDe Pere, Wi, United States
As a project manager for a VAR, this is what I do day in, day out. I agree with Matthew, the basic guidelines set forth in the PMBOK still apply. The important thing to remember is, no matter what approach you use, PMBOK, RUP, SCRUM, SDLC...they all are designed to make you consider the fundamentals of managing a project. They may take different approaches, but they "hopefully" get you to the same spot.
From my experience, the most important things to consider in networking/telecomm projects are risk, communications and quality. That isn't to say ignore or only glance at the other areas, but rollout/upgrade projects are frought with risk and having good response strategies, rollback plans, etc. are key. Be PROactive in your planning, but be ready to REact when (not if) the issues arise. Additionally, these projects are frequently short in duration which means that constant communication between all members of the team is essential.
Finally, set definable success criteria to avoid creep, gold plating and the dreaded "I wanted this too" syndrome.
