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

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Project Charter

The project charter formally recognizes the existence of the project, identifies the business need that the project is addressing, and gives a general description of the resulting product. The product description defines the main characteristics of the product that the project will create. It should also show the relationship between the product and the business needs of the organization. The requirements phase of the project will define more details of the product. A manager external to the project should issue the charter and name the person who will be the project manager. The project charter should provide the project manager with the authority to apply people and material resources to project activities.

Assumptions

The project team should state assumptions for unknown or questionable key factors that could affect the project. A product vendor, for example, might tell you that a new wireless device will be available on a specific date. If the success of the project is dependent on this product, then you should identify its availability as an assumption. This will assist you when evaluating project risks.

Constraints

Constraints limit the project team’s options in completing the project. Common constraints are the amount of funding, technical requirements, availability of resources, type and location of project staff, and schedules.

Developing a Work Plan

To reach the goals of the project, plan a series of activities that produce the end product with a minimum amount of time and money. The development of a work breakdown structure (WBS) is a good way of planning the tasks, as well as tracking the progress of the project. A WBS has a tree-like structure and identifies the tasks the team will need to perform and the products they must deliver. The WBS also provides a basis for other planning elements, such as resource allocations and schedules.

As shown in figure 5.4, the first level of the WBS should indicate major phases, followed by lower layers that identify tasks and subtasks. A common question is what level of detail should the WBS include? As a minimum, you should specify enough detail so it is possible to determine the length of time to complete and estimate the cost of each phase and task. This will make it possible to more accurately plan the project.


Figure 5.4  The organization of a work breakdown structure.

Most networking projects will consist of, in addition to the planning stage, major phases as shown in figure 5.5. Chapters 7–10 focus on how you should complete these phases of the project. For now, the following list gives an overview of each phase.


Figure 5.5  The major phases of a networking project.

  Requirements Phase. Defines the organization of the eventual network or system and the needs of its users, providing the basis for a solution.
  Design Phase. Consists of selecting a set of technologies, standards, and products that satisfy requirements.
  Operational Support Preparation Phase. Consists of the planning necessary to effectively support the system after it is installed. Preparations include training development and delivery, and plans for support elements such as maintenance, system administration, and security.
  Installation and Testing Phase. Often referred to as implementation, this phase installs the network components and runs tests to verify proper operation.

The following is an example of a two-level WBS for a typical networking project. In some cases, you will need to identify a set of subtasks for each task.

1.  Requirements Phase
1.1  Elicit information
1.2  Define the requirements
1.3  Update the project plan
2.  Design Phase
2.1  Perform a site survey
2.2  Define network elements
2.3  Select products
2.4  Identify the location of access points
2.5  Verify the design
2.6  Document the design
2.7  Obtain approvals for the design
2.8  Procure components
3.  Operational Support Preparation Phase
3.1  Prepare training courses
3.2  Define system administration staffing and procedures
3.3  Establish a help desk
3.4  Define network management methods and procedures
3.5  Establish a maintenance process
3.6  Establish an engineering staff
3.7  Define configuration control procedures
4.  Installation and Testing Phase
4.1  Plan the installation
4.2  Install the components
4.3  Test the installation
4.4  Transfer the network to operational support

Creating a Schedule

The schedule indicates the element of timing in a project, making it possible for the project manager to coordinate work activities. The schedule and WBS are the basis for selecting and coordinating resources, as well as the primary tools for tracking project performance. A schedule should contain the following information:

  Names of the phases and tasks listed on the WBS
  Names of the persons having responsibility for each task
  Starting date, duration, and due date of each task
  Relationships between phases and tasks


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