Introduction.
The analyses, comparison and similarities of two projects which
are China Telecom Corporation and The South Coast Telecommunications, in the
light of triple quality constraints. The overview of the lesson learnt from the
both projects.
Discussion.
We will begin by the comparing and identify the
similarities of two projects.
Similarities.
– Both of the projects are
related to the IT and telecommunications for example China telecommunication’s
goal was to establish the communication between the two government departments
Nanshan district and Shenzen. Whereas South Coast project had a similar vision
of the project scope by providing a plate-form where the students and the tutors
can communicate via internet in time with in SCESD network.
– The
departments in both organisations were almost similar in size for example china
Telcommunication had ten whereas South Coast had six.
– Both of the
companies were funded by the governments.
– Both projects were delayed, China
Telecom by one year and South Coast for its poor planning.
– Both of the
companies had an effective communication plan in place.
Differences.
–
Budget; budget for the both of the project varied, as in the case of China
Telecom the budget was $3m whereas the budget for the South Coast was $1m.
–
The size of the both projects were also of different scale. As in the case of
China Telecom it was considered a large scale project whereas the South Coast’s
project was medium scale.
– China Telecom’s project was initiated by the
project management professional with adoption of project management
methodologies where in contrast the South Coast project was regarded as
community project and most of the project team members were volunteers.
–
China telecom’s project was completed within the time and cost whereas South
Coast project cost was escalated.
Triple Constraints Quality
Aspects.
– China Telecom (Nashan District) Project;
The project was
completed within estimated time scale on November 2006 and within estimated cost
of $3m. A PMO office was established and the project team was sent for the
project management training and qualifications. A firm structure was developed
by the project management committee. Which has developed a risk management plan
and an effective communication strategy. Project management standards were
enforced. The China Telecom earned enormous reputation for their achievement
before the government and the public.
– South Coast Telecommunication.

The project was over-run and completed in two years. The project estimated
budged was inflated and sponsored by the government by $249,750. The project was
lacking communication plans. The quality of the project was compromised due to
the involvement of the volunteers. The project did not adhered project
management standards which contributed in poor planning, and scheduling of the
project. Non conventional project strategy reflected in quality control, risk
management and other issue such as procurement of expensive equipment which
resulted in stretched the project cost.
Lessons learned:

Adherence of project management standards always leaves a lasting effect on
the quality constraint aspect of the project. The South Coast project manager
had ignored the importance of the PMO and PMI’s standard which was ultimately
reflected on the completion of the project.
The involvement of too many team
members does not provides a guarantee that the project will be completed on time
and budget. On the other side it could end up in too many confusions and
complexities. A careful consideration must be given on the time and budget of
the project. The project team should be appreciated at all time in terms of
rewards and benefits.
A clear communication plan and risk management policy
must be introduced and implemented effectively.
Conclusion;
It is
concluded that adherence of PMI’s standards provides a foundations for the
successful delivery of the project. Project management methodologies are key
factors to the success of the project. The success of a project is also
dependent on the many of internal and external factors as. These factors must be
identified at the time of planning of the project. Culture and political
structure has be analysed and assessed in the light of project management
standards.
References;
Wysocki, R. K., (2009), Effective Project
Management: Traditional, Agile, Extreme. Indianapolis: Wiley
Publishing.
Anon. (1999) Case study report South Coast telecommunication
project 96073, National Telecommunications and Information Administration
[Online]. Available from: http://docsfiles.com/pdf_case_study_report_south_coast_telecommunication_project_96073_coos.html
(last accessed on 24/04/2013)
Project Management Institute, Inc. (2007)
PMI® case study: China telecom [Online] Project Management Institute, Inc.
Available from: http://www.pmi.org/business-solutions/~/media/PDF/Case%20Study/China_Telecom_New.ashx
(last
accessed on 24/04/ 2013)