Networking Project Management

Greg Schaffer's piece in networkworld.com, outlines the processes that networking project managers must face for successful implementation of the project. According to Schaffer, managing network projects does not have to be an exercise in fortune telling. When digested down to the core components, network projects are just like any other project, IT or otherwise: There is an objective, a time line, a budget and expectations of those who will benefit from the network once it is completed. Also illustrated in Schaffer's article, the so-called "triple constraints" rule: projects are subject to cost, schedule and performance parameters. Changing one will affect at least one of the remaining two.

What do you think of Schaffer's thoughts on this arena of project management?