One estate contained many installation problems
The Wi-Fi 6 program encountered differences in ceiling access, conduit requirements and antenna compatibility. Those variations made a single, fully specified bid for the entire estate difficult to assemble.
The obstacle was not simply the number of access points. A repeated device can still demand very different field work from building to building. The amount of labor, access equipment and preparation can change even when the radio model stays the same. Trying to settle every physical detail at once would have tied the ready offices to the slowest remaining design.
Coordination and field quantities were priced separately
The delivery arrangement used a fixed monthly charge for dedicated resources, scheduling, process work and program governance. Installation services had variable unit pricing, including ladder versus lift access, single versus dual cable runs and wireless validation by floor area.
This separated two kinds of uncertainty. The company could maintain a continuing delivery organization without pretending that every installation consumed identical effort. The fixed coordination charge was not a fixed total price for all future work. Site-specific quantities still mattered. The distinction made the commercial structure reflect the physical structure of the project instead of hiding difficult locations inside an average installation assumption.
Finished designs released work into the program
Crews installed access points at ready offices while the company’s engineers completed other designs. Additional specialist teams could address installation issues as they emerged.
That sequence created useful independence between design and execution. It did not remove the need for a design at an individual office; it removed the requirement for every office to reach that stage simultaneously. The result was a program that could absorb uneven site readiness without repeatedly rebuilding its coordination arrangements. Engineering effort and field capacity remained connected, but neither had to sit idle solely because the whole estate was unfinished.
The completed work was substantial, with a larger target still ahead
The project account recorded more than 7,000 access points installed and a lower average AP count per site. Completing all 128 offices within four years remained the program objective, rather than a claim that all locations were already finished.
Cartennas’s assessment is that this case turns on how uncertainty was organized. Physical differences remained visible in the installation work, while recurring coordination supported the whole estate. The lower average AP count also shows why replacement volume alone is a weak measure of wireless progress. The program advanced through designed, installed and validated locations, with its completed equipment count kept distinct from its eventual geographic coverage.