Mobile Network Rollout Success Story Which Might Be Used as Lesson Learnt
Autor: tektonia • February 5, 2017 • Presentation or Speech • 902 Words (4 Pages) • 888 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
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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]
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Resource Management (4/4) – Overall
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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
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