You' re the project manager for a large call-routing software deployment. The software you ' re using will be in constant connection with your company' s private branch exchange (PBX) telephone gear. The software will see an incoming call, look at the current call queues throughout your five call centers spread all over America, decide which queue is the shortest, and send the call to that center. Additionally, the call-routing software can decide which language the caller wants to use and then send the call to one of two centers with operators capable of handling non-English calls. The payback for this project is both tangible and intangible. It' s intangible because you ' re increasing customer support, thus potentially increasing customers. It' s tangible because you' re answering customer calls more quickly, allowing you to trim down call support resources. The theory is that if a customer is connected with a support person quickly enough, they' l l be more likely to remain a customer rather than going to one of your competitors. The business you ' re in is so competitive that any edge you can get, relative to customer support, is of benefit to you.
The system consists of several dedicated servers that must have their own T1 circuits connected to the call-center PBX gear. The software is highly proprietary and expensive. You arrange for thorough training for all the technicians involved in the process. You also budget enough money to cover all of the recommended consulting fees required in order to make the system functional.
You work extensively with the telephony people as well as the server operators. However, as the project reaches mid-point and the hardware is ready for deployment, one thing you hadn't thought about surfaces: your internetworking (router) experts must be involved because of the specialized TCP/IP addressing that' s required by the call-routing system.
Unfortunately, you didn't include them in the early discussions, so now you' re forced to bring them up to speed. They ' re not very happy, because their plate is already full with the company' s wide area network (WAN) infrastructure demands. You' re stuck going back to the project sponsors and telling them that your oversight is going to cost the project two weeks delay.
You dropped the ball by not recognizing that the WAN team was a project stakeholder.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.