As a consultant, I work with enterprises on a host of projects, everything from voice network contract renewals, SD-WAN evaluations, cloud migrations, disaster recovery planning, voice system RFPs, and much more. Occasionally, a client will have a full list of telecom projects they are working on, one right after another.
Each project has a different source — vendor contract renewals, contact center needs, executive management priorities, vendor proposals/new technology, compliance requirements, etc. Prioritizing these projects and attacking them a few at a time might seem to make sense in some cases. However, if you attack these one at a time without a cohesive strategy, you’ll spend more money and will end up having to re-work some projects.
