Building Tomorrows Work Force and Project Management Case

Sharing
PMI Mongolia Congress 2014

Christine Yau
Vice President, Information Technology Systems Integration, PCCW Solutions (HK)
Executive Vice President - External, PMI Hong Kong Chapter

Project Management
Case Sharing

Integrated Call Centre project

Developed a Call Centre system to accommodate the departments' call
handling operations
Constructed knowledge base for answering citizen's enquiries and
handling their complaints and suggestions
Supported the training of call centre agents

Benefits to the Administration and Citizens

Single point of contact for making enquiries, complaints or suggestions to

the government
Enhanced customer service to the public with professionally-trained agent
service, Improved efficiency & responsiveness with more effective
deployment of centralised resources
Consistent information given to customers with knowledge base
mechanism
A centralised & coordination point for issues resolution across responsible
departments

Smart ID Card project

1. No. of Hardware Vendor : 42
2. No. of Software Vendor : 36
3. No. of Consultant firm : 14
4. Major Systems to be integrated : 18
Major Issues
original application design did not cater for the application
level failover (Design / Product limitation)
Obsolete hardware/software support as many vendor
hardware/software are end of life (Technical support)
Support staff skill maintainability (resource management)

Electronic Passport project

1. No. of Hardware Vendor : 36
2. No. of Software Vendor : 31
3. No. of Consultant firm : 5
4. Major Systems to be integrated : 21
Major Issues
low hand-written recognition with OCR (Design / Product
limitation)
potential issue on facial recognition / matching with
disguised faces (Design / Product limitation)
DMS workflow grouping per group connection instead of
individual (due to memory usage) (Partner expertise)
Perso machine tuning on Gray scale level by nationality
(partner expertise)

Bankings middleware architecture technology

based on service-oriented architecture (SOA)
1. No. of Hardware Vendor : n/a
2. No. of Software Vendor : n/a
3. No. of Consultant firm : 1
4. Major Systems to be integrated : 19
Major Issues
Client failed to influence internally (Project Management)
SOW not clearly understood by the client (Project
Management)
Client failed to comply to some contract terms (Project
Management)

Transport project
1. No. of Hardware Vendor : 11
2. No. of Software Vendor : 11
3. No. of Consultant firm: 2
4. Major Systems to be integrated : 17
Major Issues
Data conversion which is complex and time consuming
(Partner expertise)
Team does not have skillful GIS skillset (partner expertise)

e-Services project
1. No. of Hardware Vendor : 8
2. No. of Software Vendor : 11
3. No. of Consultant firm : n/a
4. Major Systems to be integrated : 15
Major Issues
Continuous changing of Government Standards or Latest
Technologies update (Project Management / Design)
Large number of interfaces for different systems of the
customers (Interface Design)
Contingency Planning of the failure of other systems
(Operation / Design)

Telcos Billing & Order Management

1. No. of Hardware Vendor : 10
2. No. of Software Vendor : 14
3. No. of Consultant firm : 5
4. Major Systems to be integrated : 15
Major Issues
Integration between legacy mainframe and middleware (partner
expertise)
Separation and shifting of business logic from mainframe to
middleware without compromising performance and integrity
(partner expertise)

Why Stakeholders Matter?

Threat and want to see Failure

Couldnt care less

until it affects them
Opportunity and
want to see Success

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Why Stakeholders Matter?

Who -

Buy in

What -

Expectations

Why -

Reason / Purpose

When -

Timing & Frequency

How -

Reach a mutually acceptable result

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Stakeholder Management is
an important discipline that
successful people use
to win support from others.
It helps them ensure that
their projects succeed
where others fail.

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Directions of Influence
Managing oneself to
ensure a positive
contribution
Inwards
Competition and
relationship with peers &
Communities of Practice
e.g. compete for scarce
team skills & Funding $$

Manage
sponsors and
Maintaining
organizational
commitment

Procurement & Planning Think Forwards,

plan for realistic targets,
obtains appropriate
resources

Upwards
Forwards

Outwards

Project

Sidewards

Monitor progress with

control systems &
the application of
learning
Backwards

Customers, JV, Partners,

unions, Suppliers, public,
shareholders, Govt, client,
end-user,
external stakeholders

Downwards
Managing Team
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Stakeholder influence, Risk and uncertainty

High

Degree

Cost of change increases towards the end of a

project.
Hence, crucial to control change to ensure
project success
Cost of Changes

Low
Low

Project Timeline

High

Ref: PMBOK5: Figure 2.9 Impact of Variable Based on Project Time

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Summary
Make sure you always keep the most influential and
supportive stakeholders abreast of project progress,
risks and issues and dont hesitate to ask them for help
when needed.
Pay attention to stakeholders who have a lot of power
and influence but who are not supportive of the project.
Approach them with honesty and openness and listen
to their concerns.
When they sense that you have integrity and is doing
your best to accommodate everyones needs, they
will soon start to respect you and support you.

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Summary
Key to stakeholder management is to first and foremost
understand
each stakeholders interest in your project and
to spend sufficient time gaining and maintaining the
support of those that matter the most to the success
of your project.
The best way to gain and maintain a stakeholders
support is to listen to and respect that person, and to
appreciate his or her motives and needs.

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