Click Here!
home account info subscribe login search My ITKnowledge FAQ/help site map contact us


 
Brief Full
 Advanced
      Search
 Search Tips
To access the contents, click the chapter and section titles.

Wireless Networking Handbook
(Publisher: Macmillan Computer Publishing)
Author(s): Jim Geier
ISBN: 156205631x
Publication Date: 09/01/96

Bookmark It

Search this book:
 
Previous Table of Contents Next


Part II
Analyzing the Need for Wireless Networks

CHAPTER 5
Managing a Network Project

Organizations perform work to accomplish their overall business objectives. In some cases, this work might be part of an operation that is continuous and repetitious. As the system administrator for a client server system, for example, you might perform daily backups of databases. This task, as well as others, is part of the operation of systems management. Projects are similar to operations; they are performed by people, constrained by limited resources, and should be planned, executed, and controlled. Projects, however, are temporary endeavors people undertake to develop a new service or product. Thus, you can classify network implementations as projects because they have a definite beginning and end.

Before embarking on a networking project, whether the implementation includes wireless networking or not, you should understand the concepts of how to organize a team, plan the activities, and handle risks and contingencies. This chapter defines the following concepts and steps necessary to ensure a successful project:

  Establishing project management principles
  Planning the project
  Executing the project
  Utilizing project management tools

Establishing Project Management Principles

The Project Management Institute (PMI)1 defines project management as the art of directing and coordinating human and material resources throughout the life of a project. As shown in figure 5.1, project management primarily consists of planning, monitoring, and controlling the execution of the project. Planning involves identifying project goals and objectives, developing work plans, budgeting, and allocating resources. Project monitoring and control ensure that the execution of the project conforms to the plan by periodically measuring progress and making corrections to the project plan if necessary.


1PMI offers a certification titled Project Management Professional (PMP) that you can earn through work experience, education, and successful completion of the PMP examination. The PMP certification ensures you’ve mastered the skills necessary to manage a project of any type. Many corporations are beginning to recognize the importance of PMP-certified professionals.


Figure 5.1  The elements of project management.

The use of sound project management principles results in many benefits, such as:

  Clarification of project goals and activities
  Better communication among project team members, executives, and the customer
  Accurate projections of resource requirements
  Identification and reduction of risks
  More effective resolution of contingencies

Benefits such as these help an organization complete a quality network implementation on time and within budget.

Planning the Project

Planning is an important part of almost all activities. For example, before you leave for a five-day camping trip in Desolation Valley in a remote area of the Sierra Nevada Mountains, you should make a list of the activities you’re going to perform, such as eating and sleeping, and pack the items you will need. Not planning ahead could lead to disaster because you might forget to take something important, such as a flashlight or a water purification kit. As shown in figure 5.2, project planning will enable your project to take the most direct path in reaching project goals.


Figure 5.2  The effects of project planning on reaching project goals.

Specifically, project planning is a process consisting of analysis and decisions for the following purposes:

  Directing the intent of the project
  Identifying actions, risks, and responsibilities within the project
  Guiding the ongoing activities of the project
  Preparing for potential changes

In the planning stage of a project, visualize the goals you have for producing a product or service and then document the thoughts and actions necessary to maximize a successful outcome. In some cases, you will need to determine the requirements and any necessary products before you can complete the project plan.

You should produce a project plan by performing the following steps:

1.  Define the project scope
2.  Develop a work plan
3.  Create a schedule
4.  Identify resources
5.  Develop a budget
6.  Define project operations
7.  Evaluate risks

After evaluating risks, you might need to refine some of the other elements of the plan. A project, for example, might require the team to interface a handheld wireless data terminal to an existing IBM mainframe computer containing a centralized database. If the team’s design engineer has no experience working with mainframe databases, you should consider the project at risk and attempt to mitigate the problem. Most likely, you would modify the resource plan by either assigning another employee to the project or utilizing a consultant to assist when necessary.

In fact, you should treat the project plan as a “living document”—one that you should update as more information, such as detailed requirements and design, become available.

Identifying Project Scope

Before determining project tasks, staffing, a schedule, and the budget, you must first define the project’s scope, which provides a basis for future project decisions. The project scope gives a project team high level direction, allowing an accurate development of remaining planning elements and execution of the project. For each project, you should prepare a project scope having at least the items shown in figure 5.3 and described in the following paragraphs.


Figure 5.3  Elements of the project scope.


Previous Table of Contents Next


Products |  Contact Us |  About Us |  Privacy  |  Ad Info  |  Home

Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc.
All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement.