I've been organising fibre for both the local area and our complex. Getting feedback from the companies is like pulling teeth...using only your own eyebrows. After so many delays (about a year in total) they're now running out of materials halfway through the build. I don't get it. This is like mickey-mouse city.
At some point there's going to be a proper writeup about these experiences.
Some hints:
- When you start a project, finish it. Don't abandon it to a partner halfway through, and refuse to give out the names of customers who have signed up because "POPI". If you're likely to abandon your customers, don't take signups.
- Just give customers regular feedback. Especially when they've specifically asked for it at the kickoff meeting and you agreed. Weekly. Updates.
- Introduce the different implementation teams to each other. Why are two teams working 100m away from each other without having being introduced?
- Have one person whose job it is to run the whole thing, and they must be aware of what all aspects of the job are. This piecemeal story where the left and right hands are unaware of the status, astounds me.
- When you say on Friday that you'll update the customer after the meeting on Monday, do it.
- Don't create a "high priority" list of customers to install, forgetting the oke who got you in, in the first place, and ignoring the partner who had to pick up your pieces when you dropped the project because it was too much like hard work.
Poles suck. Just get a provider that'll do trenching.
At some point there's going to be a proper writeup about these experiences.
Some hints:
- When you start a project, finish it. Don't abandon it to a partner halfway through, and refuse to give out the names of customers who have signed up because "POPI". If you're likely to abandon your customers, don't take signups.
- Just give customers regular feedback. Especially when they've specifically asked for it at the kickoff meeting and you agreed. Weekly. Updates.
- Introduce the different implementation teams to each other. Why are two teams working 100m away from each other without having being introduced?
- Have one person whose job it is to run the whole thing, and they must be aware of what all aspects of the job are. This piecemeal story where the left and right hands are unaware of the status, astounds me.
- When you say on Friday that you'll update the customer after the meeting on Monday, do it.
- Don't create a "high priority" list of customers to install, forgetting the oke who got you in, in the first place, and ignoring the partner who had to pick up your pieces when you dropped the project because it was too much like hard work.
Poles suck. Just get a provider that'll do trenching.