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Our project management services are included with your Broadband Project, Canopy
Wireless Solutions can also scope and manage elements outside of our
deliverables as an added service.
Program/Project Management Services
 During the project initiation phase, we look at key
items such as development life cycle, defined deliverables, planning
and tracking techniques, communication, issue resolution, and cost
management. On large projects, we establish a Program Management
Office (PMO) to centralize the scope, task management, and
measurement of the project outcomes. Through careful scope
definition and well-defined business requirements, a comprehensive
plan for success can be established. Often key tasks, constraints,
and details are not accounted for, resulting in cost overruns,
schedule slippage, and even project cancellation.
Our standard management process includes:
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Project planning, estimating and
tracking
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Project administration and financial
reporting
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Customer, vendor and team management
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Project communication and risk
management
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Do's
- Know your customer –
Speak your customer’s language, know their business and
understand their culture.
Know the project objectives, scope, requirements, and
commitments, and understand the ROI for the customer.
Then think like a customer when faced with project
issues.
- Make sure the project
team understands the business reasons for the project,
as well as the project commitments, requirements, scope,
schedule, approach, and tasks.
- Treat the customer as
your partner – Engage your customer in the project, and
make an agreement on how key aspects of the project
(communication, scope, change, and acceptance) will be
managed. Then manage the project that way.
- Tailor your approach
for the needs of the project. Projects are not "one size
fits all."
- Set expectations
early and often. Both customers and teams can take the
hurdles better if they know they are coming.
- Communicate,
communicate, communicate. Which often means listen,
listen, listen.
- Trust and verify.
Empower your team to be successful, and apply quality
measures to ensure that they are. And learn from your
mistakes.
- Share risks with the
customer. Everyone wants a successful project. By not
sharing risks with the customer, you eliminate the one
person who may be in the best position to mitigate them.
- Manage to the
scope-schedule-cost triangle. And then think outside the
triangle.
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Dont's
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Don’t
act like you know more than your customer about their
project.
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Don't
estimate and plan the entire project by yourself – Ask
the customer and team to participate.
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Don't
forget to manage the project, not just the project plan.
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Don’t
be a PM weenie – Apply project management best
practices, but adapt to the real world.
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Don’t
keep bad news a secret from your management and
customer, but do have mitigation plans, and alternatives
ready.
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Don't
close your mind to good ideas from your team, and don’t
micromanage them. Delegate, delegate, delegate.
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Don’t
just manage, lead.
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Don’t
wait and hope "we’ll catch up later in the project."
And don’t ignore risks -- they will not go away.
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Don't
gold plate your project, and don’t be a pushover when it
comes to scope creep.
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Don't
hold feedback until the end of project -- tell people
the good and the bad. And don’t wait until the end of
the project to ask for feedback on yourself
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