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1、DataCenterProjects:ProjectManagementWhitePaper141Revision1byNeilRasmussenandSuzanneNilesContents>ExecutivesummaryClickonasectiontojumptoitIntroduction2Indatacenterdesign/buildprojects,flawsinprojectmanagementandcoordinationareacommon–butConfiguringproject2unnecessary–
2、causeofdelays,expense,andfrustra-managementrolestion.TheidealisforprojectmanagementactivitiestobestructuredandstandardizedlikeinterlockingCoordinationofmultiple5suppliersbuildingblocks,soallpartiescancommunicatewithacommonlanguage,avoidresponsibilitygapsandUsingservic
3、esforproject7duplicationofeffort,andachieveanefficientprocessmanagementwithapredictableoutcome.Thispaperpresentsaframeworkforprojectmanagementrolesandrelation-Projectmanagementdetail8shipsthatisunderstandable,comprehensive,andTrackingresponsibilities12adaptabletoanysi
4、zeproject.Conclusion12Resources14whitepapersarenowpartoftheSchneiderElectricwhitepaperlibraryproducedbySchneiderElectric’sDataCenterScienceCenterDCSC@Schneider-Electric.comDataCenterProjects:ProjectManagementIntroductionInaprojecttobuildorupgradedatacenterphysicalinfr
5、astructure,astructuredandstandar-dizedprocessprovidestheessentialfoundationforefficientprojectexecutionandasuc-cessfullydeployedsystem.AmodelforsuchastandardizedprocessisdescribedinWhitePaper140,DataCenterProjects:StandardizedProcess.Amajorelementofthisstandar-Related
6、resourcedizedprojectprocessisprojectmanagement,whichguidestheprojectthroughitsvariousWhitePaper140phasesandcoordinatestheworkofallpartiestotheproject.DataCenterProjects:StandardizedProcessEvenifaprojectisbeingledbyanexperiencedconsultingfirm,therewillbeotherpartiestot
7、heproject–theenduser,varioushardwareorserviceproviders,ageneralcontractor–whohavearoleinthemanagementofprojectactivity.Theresponsibilitiesandinterrelationshipsamongthesevariouscontributorsmustbecoordinatedanddocumentedinordertoavoiddroppedhandoffsandambiguousresponsib
8、ility.Suchproblemsarenotnecessarilyduetoflawsintheactivityofthepartiesinvolved,butrathertothelackofanoverarching,sharedproce