Utility Telecom Consulting Group  

Utility Telecom
Consulting Group, Inc.

9850 S. Maryland Parkway A5-108
Las Vegas, NV 89183

Ph. (303) 840-1028
Fax (303) 840-1129
email: Contact@utcg.com

Visit us at any of the UTC Regional shows


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Or talk to us at the Annual UTC National Conference

Client FTP

Services: Project Management

project managementAppropriate and consistent use of the Project Management Methodology is what enables Utility Telecom to efficiently handle medium to large-scale telecom network infrastructure projects for our clients with continued success.  Considered as one of the hallmarks of our success, this is one of the main reasons we strive to develop a set of ‘Shared Expectations’ with our clients as soon as we come on board.  We believe that any project team’s performance can only be as good as how well the objectives and deliverables are defined.

With our many years of experience and insight into the utility industry operations, we have developed a four phase project management approach that has proven its effectiveness time and again.  Our proven methodology involves the following four phases:

  1. Definition Phase
  2. Planning Phase
  3. Implementation Phase
  4. Close-out Phase

Utility Telecom provides Project Management services via the role of Project Manager, Project Engineer, Construction Team Member, or as Project Coordinator.  Should you require a project management role different from any of the above, please contact us and we will be more than happy to discuss your particular requirements.

see sample Project Management Schedule >

Definition Phase
This is where we work closely with the client to clearly define what needs to be done, why it needs to be done, what results are to be achieved, and what resources are necessary.  It is important to develop the objectives for the project, what benefits are desired, and what constraints and requirements must be met.  The set of “Shared Expectations” that we strive to develop with our client comes in very handy in this phase.

We need to define the project team member skills required including the Project Manager.  It is important to note that the Project Manager must be given the authority commensurate to the responsibility and accountability that he is being tasked with.  The larger the project, the more authority to make decisions on scope, cost, and schedule must be given to the Project Manager.

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project managementPlanning Phase
The Project Manager and the project team members are assigned in this phase.  Only then can a preliminary high-level project schedule be developed with input from the team members chosen.  A roles and responsibility matrix is a good tool to use at this stage of the project.  It is a particularly effective planning tool in identifying ‘gaps’ and potential caveats in the project task assignments.  The preliminary tasks and deliverables will then be sequenced and dependencies identified by the project team members as they work through the project scheduling and resource allocation process.  A key feature we include in our project management methodology is to “Protect the Plan”.  The team needs to identify potential problem areas or concerns and build a mitigation strategy right into the project plan.

The details and tedious iterative work in developing and maintaining a project schedule is relegated to any one of a number of project management software readily available in the market today.

Implementation Phase
This is where “the rubber meets the road” and where proper execution matters.  Project Kick-off meetings are a tried and proven way to jump-start the team into action.  It is important for the Project Manager to reiterate the objectives and set the stage for the team’s success.

As with any project, changes and modifications to the plan will be inevitable.  It is important for the project team to be able to identify and respond to these situations in a timely and effective manner to minimize delays, scope changes, and cost overruns.  Regular team meetings help a great deal towards minimizing the effects of these types of situations on the project.  The proper level of authority entrusted by management to the Project Manager enables him to make scope, schedule, and cost decisions that can dramatically reduce the effects of these types of situations on the project.

Close-out Phase
Unfortunately, most projects tend to ignore, if not omit, this phase from the project plan.  This is an excellent learning opportunity for the project team to capture the lessons learned from their involvement in the project.  It is a way to find out what worked and what didn’t work.  Lessons that can be used by the members on their very next project!

In a regulated environment, there are certain Federal and/or State accounting, purchasing, and even legal requirements that a utility must meet for every sizeable project that the utility undertakes.  Ascertaining that all these requirements are properly met and issues closed is done in this phase of the project immediately prior to project completion.

Contact Utility Telecom Consulting Group to discuss your telecom needs today. You may also fill out our inquiry form and we'll get back to you immediately.

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