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Mobile Network Rollout Success Story Which Might Be Used as Lesson Learnt

Autor:   •  February 5, 2017  •  Presentation or Speech  •  902 Words (4 Pages)  •  880 Views

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Initial State – 1/3
Situation on arrival

  •  On management request xxxx was delegated/escalated out of his former project as PgM/AMS in xxx (where he was leading the xxx account) to take over the role as „Network Implementation Manager“ (NIM) in xxxx Project in Jakarta

 

  •  Project far behind schedule at this stage and LDs (~50MUSD) most likely to happen

  •  No Network Implementation Manager (NIM) in place

 

  •  Once in project role as NIM was not implemented fully but split into two functions

  • Site Acquisition and Civil Works

  • Implementation and Integration and handover to managed service

  •  Local/Regional setup

  • Regional Managers acting mainly as civil work managers rather than overall responsible per region

  • Project mainly „numbers“ driven instead of having clear focus on building network in intelligent way (most sites were civil work had been completed could not be connected to network)

  • Regional Implementation staff reporting to Regional Manager whereas NIM was held responsible for ensuring rollout targets

  • Conflict of interest as regional targets not in line with Implementation targets

  • Data in project reporting tool not accurate

  • No accurate forecasting/planning in place

  • No clear directions were given to Implementation staff in the field from regional manager

Initial State – 2/3
Responsibilities taken over on arrival - Targets

  •  Network Implementation Manager

  • 1000 BTS plus additional 1000 PDH links to be deployed in Java/Bali island within 6 months - succeeded

  • All sites to be optimized and handed over to MS within same timeframe – succeeded

  • Backbone Rollout

  • 91 Backbone sites to be deployed over Java and Bali within 9 months time – succeeded

  • In-Building – Overall responsibility

  • No consistent reporting; project organization not clear; two project managers in place

  • lead of In-Building department handed over to xxx

  • Re-organizing of Inbuilding department

  • At point of arrival no Inbuilding site had been integrated eventhough project was running since more than 8 months

  • ~ 30 sites could brought into service until 12/2006 – succeeded

Rollout: xxx Project Jakarta
Achievements from July’06 to January‘07


[pic 1]


Rollout: „Mushroom Farming“ - Effect
Result if network not build in intelligent way

[pic 2]


Customer Relationship – 1/2

 Customer lost trust in project organization as

  • Promises could not kept

  • Lack of transparency

  • Lack of clear visibilty on project progress and reasons for delay

 

 Regaining of customer trust through

  • 100% transparency (see following slide)

  • Ensuring clear visibilty on project bottlenecks

  • Accurate forecasting (in 10 month rollout Implementation forecast twice not met)

  • Active involving of customer in project monitoring


Customer Relationship – 2/2
Full transparency towards customer – example report

[pic 3]


Resource Management (1/4) - Subcontractor

Situation:

  •  Available Subcontractors working for other xxx project with higher margins for same SoW

  • As a results - no committments from subcontractors towards xxx xxx project

  • Difficult to improve performance as key subcontractors only available when work in other projects slowed down

  • Mainly „secondary“ teams available for xxx rollout

  • As a consequence 21 different Subcontractors had to be utilized for Implementation

Solution:

  • Close monitoring of subcontractor available resources

  • Constant training of available subcontractor resources

  • Proactive subcontractor allocation based on rollout requirements (see next slide)

  • Accurate forecasting and scheduling of work towards/with Subcontractors


Resource Management  (2/4) - Subcontractor
Close monitoring and allocation of available resources

[pic 4]


Resource Management  (3/4) – Impl. staff allocation
[pic 5]


[pic 6]

Resource Management  (4/4) – Overall

[pic 7]


Managed Service
Status in November 2006 

Situation:

  •  Interface between Rollout and Managed Service not defined

  •  Handover from Rollout to MS not defined

  •  At the time when majority of sites have been brought in service MS has not been fully operational for handling this amount of sites

  •  End of 2006 – 517 Sites Integrated but only 263 Sites on Air

  • No alarm monitoring in place

Approach:

  • Defining and Implementation of Handover process

  • Training of MS (NOC) staff in integrating sites, alarm monitoring

  • Re-defined of alarm monitoring on NOC

  • Support in re-structuring of NOC

  • Implemenation of Netviewer


Status February 2007

  •  901 Sites on air target achieved in December

  •  Around 1130 Sites on Air by mid February

  •  Backbone up and running for existing sites

  •  Managed Service up to speed

  •  Netviewer progress under control

  •  Customer trust regained

  •  Teams exhausted

...but then


Acceptance – xxx project

  • New Contract amendment signed between customer and xxx where possible LDs have been linked to

  • 901 Sites conditional accepted by 1st of March 2007

  • 1300 Sites on Air by 1st of March 2007

  • 1543 Sites conditional accepted by 30th of April 2007 

  • Due to limited resources and immense pressure from customer, site rollout focus has been on integrating sites rather than accepting sites (common problem)

  • By Januar 2007 - 33 Sites had been accepted by the customer

  • By 1st of March 2007 – 911 Site acceptance had been achieved

  • By 30th of April 2007 – 1491 Site acceptance had been achieved (~100 Sites could be excluded due to missing building permit)

  • While achieving above mentioned LDs have been avoided


Acceptance – xxx project

[pic 8]

Acceptance – xxx project

  • Major challenges faced in providing site documentation

  • Deliverables from Subcontractor

Solution:

  • Daily meetings with Subcontractor on site-by-site

  • Strong support from procurement department

  • Addressing high management on subcontractor site
  • Strong support from Project documentation department (7/24 during peak)

  •  from PAC to FAC

  • Due to the high amount of sites accepted in short time, major concern was loosing track on site clearance

  • „Punchlist“ database introduced where site clearance could be tracked on site per site basis

Acceptance: Punch List Database

[pic 9][pic 10]

...

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