EES - February 2011

February 2011

Converged Networks

Before we dive into a discussion about possibilities and case studies of converged networks and happy retailers, let's recap on some past knowledge-sharing from EES and the team.

“A converged network is a single integrated IT network and structured cabling system which supports numerous building automation applications and services,” says Bradley Hemphill, Managing Director of Electrical Engineering Solutions (EES).

EES is amongst others, at the vanguard of conceptualising, designing and project managing the delivery of technology solutions to the built environment.

The architectural and engineering world are increasingly specifying converged networks for new developments, sometimes referred to under the umbrella of Connected (Commercial) Real Estate (C(C)RE). As knowledge and experience in utilising facilities in these intelligent buildings grows, so too does confidence, leading to adoption of technological advances in previously untapped market sectors
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From My Pen

The wider picture

“The role of the project manager must involve not just an understanding of the technical process, but also an understanding of the links between technique, the environment, the community and the people in it,” advises Stefan Olander in his doctoral dissitation, ‘External stakeholder analysis in construction project management’.

When a project is conceived, planned and constructed, emphasis on priorities of the direct stakeholders, these being the shareholder(s) and overall construction team, are usually at the top of the list.

However it is vital to remember that the external stakeholders, for example service providers (such as telecommunications, cleansing and security vendors), local communities, and municipal facilities are also affected by a project and the change it brings. It is essential to consider their requirements, interests and concerns even as the planning stage for a project gets started.

At EES we understand that if this consideration is not factored in effectively, the resultant financial, management and even ethical risks, may seriously jeapordise the project outcome.

Being involved in an international waterfront development, we have seen how the client, our project team and other internal stakeholders, regularly refer to local service provision (such as telecom companies) and communities (the subsistance fishing industry) while planning retail development requirements. All for good, practical reason.

Olander concludes: “An external stakeholder management process should, if managed correctly, be seen as a positive opportunity to improve the project.”

Are external stakeholders on your process radar?"

Bradley Hemphill
Managing Director