>> DNS:NET
New project maturity for FTTH expansion
Creation of new meeting structures for a continuous improvement process
>> DNS:NET
New project maturity for FTTH expansion
Creation of new meeting structures for a continuous improvement process
>> DNS:NET Internet Service GmbH
Highspeed-Internet
DNS:NET Internet Service GmbH, founded in 1998, operates as a provider in the telecommunications sector in the Berlin/Brandenburg region as well as in Saxony-Anhalt and neighboring regions. The company drives FTTH expansion in underserved regions. DNS:NET's service portfolio includes the expansion and operation of fiber optic networks, the operation of its own fiber optic rings and the provision of a nationwide telephone network. These infrastructures form the basis for the provision of Internet, telephone and TV services. In addition, DNS:NET offers IP-based services for business customers and the real estate sector and operates its own data centers.
Expansion of the project management methodology
The “FTTH - Rollout” project aimed to realize a large number of customer connections in Berlin, Brandenburg and Saxony-Anhalt in the short term. One of the main challenges was to cooperate effectively with DNS:NET's civil engineering partners in order to achieve the ambitious expansion targets. In the preceding months, a project management team was established to steer the project, with roles and responsibilities clearly defined.
However, it quickly became clear that the delineation of responsibilities in the existing project management system still left questions unanswered, which led to inefficient communication. Important project participants could not always be present at regular meetings, which made coordination difficult. Management focused mainly on the construction process, while other departments such as marketing, planning, documentation and operations were involved as required. In addition, a comprehensive and complex data situation made effective project reporting difficult.
“In the midst of the FTTH rollout at DNS:NET, new governance structures brought unexpected challenges, which we used as an opportunity for improvement thanks to the flexible introduction of agile practices and close collaboration with HoPM. This underlines the importance of adaptive PMO governance and open communication in the dynamic telecommunications industry.”
Daniel Schostan, CNO DNS:NET Internetservice GmbH
Our Contribution
House of PM (HoPM) was tasked with enhancing the PM methodology for the Project Management Office (PMO) as part of the FTTH rollout. The aim was to establish effective project governance and increase the project management maturity of the team to specifically address the contractor management aspect. In view of the low project maturity to date, the initial focus was on quick, promising measures rather than a holistic implementation of the PMO update. New meeting structures based on agile methods were introduced and all relevant departments were involved. The introduction of two-week sprints included a planning meeting at the beginning and a review meeting at the end of each sprint, which led to a concentrated focus of project work on specific areas of expansion. After several runs, the team was able to improve its efficiency and estimate the effort more accurately.
House of PM (HoPM) was tasked with enhancing the PM methodology for the Project Management Office (PMO) as part of the FTTH rollout. The aim was to establish effective project governance and increase the project management maturity of the team to specifically address the contractor management aspect. In view of the low project maturity to date, the initial focus was on quick, promising measures rather than a holistic implementation of the PMO update. New meeting structures based on agile methods were introduced and all relevant departments were involved. The introduction of two-week sprints included a planning meeting at the beginning and a review meeting at the end of each sprint, which led to a concentrated focus of project work on specific areas of expansion. After several runs, the team was able to improve its efficiency and estimate the effort more accurately.
The additions at management level proved to be a particular challenge during the implementation of new meeting structures. The interim CNO position was made permanent and the new CNO brought fresh ideas and specific project management requirements. Against this backdrop, HoPM's project manager had to quickly absorb and implement the resulting changes in requirements and ensure that these areas of responsibility were effectively integrated into the resulting PMO governance.
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