Project Management Institute

Project management in information management and movement

Concerns of Project Managers

Special Topics—Telecommunications

Daniel P. One, PMP, Special Topics Editor and Chair, IM&M PMI SIG

For the last few years, the Information Management and Movement (IM&M) industry* has been showing a growing and energetic interest in applying professional project management methodologies. This interest as well as a growing participation in PMI has been driven through the recognition by the grassroots organizations within the industry that the problems facing these companies are classical project management problems, not just typical management problems working with obsolete business processes.

The 1992-93 time period has seen a sharp increase of that interest. During this period a Specific Interest Group has been formed; the IM&M industry has a track of its own at the Annual PMI Seminar/Symposium in San Diego; and this Special Topics issue of the PMNETwork focuses on the IM&M industry.

Some 15 members of the original 60 members of the IM&M SIG met in Dallas at the end of April to establish the initial start-up activities for the SIG. Following are the Vision and Mission Statements created at that start-up meeting:

Vision Statement

The IM&M PMI Specific Interest Group is dedicated to networking and advancing the state-of-the-art in professional project management for the IM&M industry, and is recognized as an industry leader with a passion for excellence.

Mission Statement

Our mission is to provide a recognized forum for focus and exploration of ideas for applications and solutions to project management challenges related to the management of IM&M projects. We will foster communication among members and disseminate information within the IM&M project management community regarding current techniques and developments in project management. We will use our expertise to achieve and maintain “world class project management” for the IM&M industry.

For several years, the Global Business Communications Systems business unit of AT&T has been maintaining a small, but strategically important cadre of professional project managers specializing in the implementation of AT&T's largest, most complex, and largest value installation contracts. This group of project managers, their infrastructure and project management process has produced an outstanding record of sustained success with year over year improvement.

Building a group of professional project managers and creating the environment to provide them the greatest opportunity for success requires addressing several areas concurrently. Each of the areas outlined below will have a paper presented in San Diego.

  • Personnel
  • Education/Training
  • Compensation
  • Career Path
  • Standardized Process/Tools
  • Project Communications and Documentation
  • Project Review Requirements
  • Project Startup Workshop
  • Reducing Cycle Time and Project Costs
  • Teamwork: Is It One Word or Two?

This track of papers is intended to provide a definitive series of discussions and source material that delineates how to create a group of project managementprofessionals and the supporting infrastructure and processes to facilitate their success based on experience gained in AT&T.

PMs

CONCLUSION

As global competition continues to become are a reality, and as projects expand their scope to more international projects, project managers’ roles in the implementation of these projects will become more and more important.

In order to be effective in the global environment, project managers must be well versed in professional project management techniques and methods. Businesses can no longer afford the additional time nor the cost overruns of having inexperienced, poorly trained, albeit bright project managers. Businesses cannot afford each and every company attempting to develop their own project management process. We need to analyze and communicate best practices throughout the industry. International competition is with countries, not simply companies.

Thanks to all who contributed to this Special Topics Issue, and especially to Angel Bartram, who provided invaluable assistance during a period of limited activity by the Special Topics Editor.

Special Topics Articles

23 RE-ENGINEERING AN INTEGRATED PROJECT MANAGEMENT SYSTEM WITHIN AT&T-FSAT Rick C. Haverland
   
27 TEAMWORK – IS IT ONE WORD OR TWO?: Project Management in a 1990s Matrix Team Environment Casey Rausch
   
30 PROJECT MANAGEMENT IN A TELECOMMUNICATIONS NETWORK ENVIRONMENT Rosemary Bircz
   
33 TELECOMMUNICATIONS PROJECT JUSTIFICATION AND THE ROLE OF THE PROJECT MANAGER W. Stephen Sawle
   
37 REDUCING PROJECT DURATION AND COST ON AN IM&M PROJECT: Benefits and Liabilities Steve C. Erlenheim
   
42 A PILOT STUDY IN BENCHMARKING PROJECT MANAGEMENT Oren V. Hester
   
45 PROFESSIONAL PROJECT MANAGEMENT: Please Stand Up! Daniel P. Ono

 

*The IM&M industry is composed of companies and individuals involved with technologies that include voice/data/video transmission and switching (analog or digital, terrestrial or satellite, and microwave or fiber-optic), users of any of the IM&M deliverables, and any of the providers of the infrastructure required to facilitate use of the IM&M deliverables.

Persons interested in IM&M PMI SIG membership should contact Wade Stone, PMP; Voice (619) 588-9380; Fax (619) 298-9920.

This material has been reproduced with the permission of the copyright owner. Unauthorized reproduction of this material is strictly prohibited. For permission to reproduce this material, please contact PMI.

AUGUST 1993

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