China Telecomm

Topics: Project management, Shenzhen, Team Pages: 5 (1257 words) Published: April 23, 2013
China Telecom Corporation, Ltd.


China Telecom Corporation, Ltd.
PMI standards used to develop communications network for city China Telecom Corporation Limited (China Telecom) is the world’s largest landline telecommunications and broadband services provider. Covering cities and towns as well as the rural areas of China, China Telecom has more than 220 million landline subscribers and more than 35 million broadband subscribers, and penetrates every corner of the world. Shenzhen Telecom, a wholly owned subsidiary of China Telecom in Shenzhen city has successfully leveraged PMI guidelines to manage one of the company’s largest and most successful projects, which would later be deemed the “No. 1 Project” for Shenzhen Telecom in 2006. have to make changes and modifications mid-project which, in turn, impacted the overall schedule. The Nanshan District Optical Fiber Network consisted of six optical fiber networks: government, education, health, network, community network, and politics and law network, all of which were connected to the three levels of Nanshan District government, sub-district offices and communities. Having this many networks posed a challenge as the Shenzhen project team needed to ensure that activities associated with each unit were appropriately coordinated with the greater team. The complexity and scope of the project itself presented a challenge for the team as well. Due to the vast size of the project, Shenzhen Telecom had to involve 10 different departments within the company and required the participation of numerous related units of design, construction and supervision, which necessitated immense organization and management. These units would have to oversee the laying of more than 426 new routes of optical fibers to create the network for the Nanshan District, and the project execution required difficult coordination and mandatory approvals that threatened the project’s predetermined timeline and schedule. Additionally, with so many individuals involved in such a complex project, there was a high risk of communication failures.

In May 2006, Shenzhen Telecom won the bid to develop the communications network for Shenzhen city’s Nanshan District of China, a project that would connect government offices, neighborhoods, schools and community healthcare service centers. Shenzhen Telecom was tasked to extend optical fibers throughout the area with the goal of improving the government’s ability to serve its people and promote seamless and effective communication. The China Telecom Shenzhen project team began work on the Nanshan District on July 6, 2006, over a year after they won the bid, and aimed to complete the project by November of 2006. The total contract amount for the project was US$3 million.

To ensure that the Nanshan District project was completed on time and within the boundaries set by the District, the Shenzhen project team utilized standards defined by PMI to ensure successful collaboration and project management. Due to the immense scope of the Nanshan District Network, the leaders of Shenzhen Telecom attached great importance to the project, terming it the “No. 1 Project,” and formed a Project Management Committee, which would give the China Telecom team structure and standardized processes. Under the committee, there was a Client Coordination Team, Project

The Nanshan District project presented various challenges for the Shenzhen project team. Staying on schedule was a primary concern as the signing of the contract, which would officially launch the project, was completed late in the schedule. Due to the delay of the contract, the team initiated the project according to the information in the letter of intent, which posed some problems as the letter of intent and the actual contract differed slightly. This caused the team to

China Telecom Corporation, Ltd.

Construction Team and Deployment & Delivery Team, which formed a...
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