Introduction

The
main purpose from projects cases studying is to collect the real examples and
get the lessons learned from it in order not to repeat the same mistakes and
following the correct solutions has been tried and succeeded, that objective
will be achieved by completely analysis the project and all decisions taken with
positive and negative impacts on the project.

First
I have chosen the first project is DVP of JBC and the second project is
China telecom

ØSimilarities in-between the
two projects.

§Both
projects can be categorized under business project fields that both are seeking
for benefits.

§Both
projects were worked in the same field Telecommunication networks and
infrastructure.

§Both
were applying the project management standards (change orders, conflict solving,
tracking the project activities….).

§Both
projects were depending on a strong communication system to insure the
information delivery for all project stakeholder “plan for the project
communications based on stakeholders’ information needs and requirements”
(PMBok, 2013 P 289).

§Both
project were delivered in time.

ØDifferences between the two
projects

ØTreble constraints
comparison

§Schedule

DVP
project has met estimated schedule delivery date, but the project scope has been
reduced in order to keep the estimated cost and time for the project
delivery.

China
telecom has delivered the project in time but over budget that increased
amount in budget enabled project management teamwork to respect the project
estimated full scope and estimated time.

§Cost.

DVP
management was not considering the cost change is an option($ 13.3 million),
that makes the project stakeholders refuse to increase project’s staff and in
turn the agree to reduce the project scope in order to get partially project
succeed better than completely failed project.

China
telecom has delivered the project over budget by 22.80 % and full scope
delivery, they sacrificed the budget ($ 3.00 Million) in order to keep estimated
time and scope delivery and in turn client satisfaction which guarantee long
lead business.

§Scope.

DVP
Management had to reduce the project scope that related to their priorities as a
cost on top of their priorities, which lead to the scope reduction in order to
make project delivery.

China
telecom management has completed the project full scope that related to
the integrity in-between project management staff and applying the project
management standards in managing their project (the first priority was client
satisfaction) which get full client satisfaction.

§Project
management process.

China
telecom project management teamwork have faced some challenges started
with them before starting the project that they have a delay in signing the
contract, which made them started the work depending on letter of intend (they
decided to undertake that risk in order to keep the project on schedule.) and
they applied the required corrective actions to cover the discovered changes ,
another challenge was the complexity of the project (sixdeferent
fibre networks with deferent levels have to be installed) that they involved 10
departments from their company with them for implementing the project and
depending on integrated communication system they succeeded to achieve the
integration in-between project parts and success “Integration management the
glue that links all of the deliverables from the process…….” (Wysocki, 2012
P 67).

DVP
project manager which was managing the project alone that was his first
challenge which was the main purpose for the PM to reduce the project scope of
work with limited project budget and time constraint that he succeeded to
partially deliver the project in time.

ØLessons learned

§We
have to promise only we can do.

§Project
success is depending on good tracking for the three constraints (cost, schedule,
and scope)

§Good
communication in-between all project parties is the most important element in
the project success.

§We
have to plan for the anticipated difficulties not waiting for it.

§There
are no impossible that the DVP’PM can easily refuse the position but chose to
fight and convenes them by the reasonable delivered can be achieved.

References

1-Project
management institute, 2013 “A guide to the project management body of knowledge”
PMBOK Guide – Fifth edition, published by Project management institute, INC.,
Pennsylvania, USA.

2-Wysocki
R. K. 2012 “ Effective project management Traditional, Agile, Extreme” Sixth
edition, Willy publishing, Indianapolis, USA.