Project Management for Telecommunications Services · 28 June 2004 ISCC 2004 - Alexandria Egypt ©...
Transcript of Project Management for Telecommunications Services · 28 June 2004 ISCC 2004 - Alexandria Egypt ©...
28 June 2004 1ISCC 2004 - Alexandria Egypt © M. H. Sherif
Project Management for Telecommunications Services
M. H. SherifAT&T
ISCC2004 Tutorial
Alexandria, Egypt, 28 June 2004
28 June 2004 2ISCC 2004 - Alexandria Egypt © M. H. Sherif
Overview of the Tutorial
• Why project management in telecommunications services?
• Innovation and standardization
• Organization
• Scope Management
• Risk Management
• Quality Management
• Concluding remarks
28 June 2004 3ISCC 2004 - Alexandria Egypt © M. H. Sherif
What is Project Management ?
• A project is a temporary endeavor undertaken to create a unique product or service
• Project management is the application of knowledge, skills, techniques and tools to meet project goals and– balance competing needs on scope, time, and quality
– meet customer's requirements and expectations
– satisfy the various stakeholders
• Used first in construction, then in defense, chemical and pharmaceutical industries, software development etc.
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Project Management in Telecommunication Services
• Infrastructure projects take several years and involve several thousands of individuals
• Telecommunication companies are no longer vertically integrated; many entities need to cooperate
• Interfaces are very complex especially with outsourcing
• Regulatory and technological changes have promoted unbundling of telecommunication services”
• Product must fit existing organizational and technical interfaces (backward compatibility)
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Infrastructure Provider (s)
Content ProviderEnd-user or Customer
Content Manager(Retailer, broker, etc..)
Service Provider 2
Architecture of Telecommunications Services
Service Provider {virtual operators,ISP, Storage Area Network (SAN) provider}
Content Provider (Call center, catalogues, digital certification authority, news, movies, weather report, stock quotations)
Content Manager (Customer Relationship Manager, content packaging, payment platform)
Network
Provider 1
Network
Provider 2
Service Provider 1
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The Two Sides of Telecommunication Services
• External view: a set of networking services available to subscribers
• Internal view: networking technologies, operation support systems, methods and procedures, applications and content distribution
Networking
Technology
Operation
Support Systems
Methods and
Procedures
+
+
+
Network
Operator
Content and Applications
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Network
TroubleTicketing
System ReportedTrouble
ElementManagementAlarm
Process
System
Maintenance
ProvisioningOrderingSales
Ordering ProvisioningAccounting and Billing
Billing
Inquiry
CustomerReportedTrouble Capacity and
Inventory Mgmt
Customer
Data Bases
Data Base
Internal Interfaces
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Functional Aspects of Telecommunications Management
• Configuration management
• Fault management
• Performance management
• Security management
• Accounting management
• Billing
• Fulfillment (post-sale activities)
• Standards are needed (ITU, ATMF, IETF, etc.)
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Billing Systems
• Recovering cost
• Uncovering new business opportunities
• Customer relationship management (CRM) systems rely on billing records to understand user’s profile
• Interconnect billing systems keep track of the flow of traffic between to different network operators
• In the U.S., FCC mandates that revenues from long distance communications be shared.
• Revenue loss from inaccurate or incomplete records
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Examples of Telecommunications Projects
• Replace obsolete technologies– Replacement of 1A processor with the 1B process in the 4ESS switch
without downtime nor service interruption over 135 sites during the 1990's
– Satisfy new regulations (local number portability)
• Add new capacity to meet growth – numbering changes (adding new area codes or changing the numbering
schemes)– migration of existing traffic to different facilities (e.g., a new undersea
cable)– Dense wavelength division multiplexing (DWDM) equipment to
augment bandwidth in WANs
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Temporary Installations
• Several networks for a specific event or a major international conference or for relief operation
• The operational date is absolutely fixed and must be met at any cost
• The purpose is to provide access to the outside world and internal communication among the participants
• Variety of access media (fixed-wire, mobile, radio, TV, satellite, etc.)
• Local networks must integrate gracefully with other national (emergency, hospital and police services) and international networks
• The size can be very large (12 million telephone calls during the Olympics)
• The project tasks cover planning, installation, deployment, operation and dismantling
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Examples in Business Networks
• Introduce new applications– Call Centers
– Customer Relations Management
– Payment systems
– EDI/XML interface
• Establish specialized networks– Automotive Network Exchange (ANX) for the North American auto
industry
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Organization of the Auto Industry
Auto manufacturer
A
Supplier 1 Supplier 3Supplier 2
Integrators
1st tier of suppliers(100 approx.)
Auto manufacturer
B
2nd tier of suppliers(5000 approx.)
1 2 3 4 5 6
3rd tier of suppliers(50,000 approx.)
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Automotive Network Exchange (ANX)
ATM Backbone
ANXO
TradingPartner
(TP)
TradingPartner
(TP)
Access NetworkAccess Network
ANX Overseer
Certified Service Providers (CSP)
Certification Authority for CSPsCertification Authority for TPs
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Planning for Telecommunication Services
• Very long planning period even for temporary projects
• Training of personnel (help desk, maintenance, etc.)
• Dismantling is important (90% of installed equipment has to be dismantled in temporary projects)
• Due to environmental consideration, location of antenna towers, recycling of refuse, etc.
• Environmental issues: for example timing point electrical boxes suitable for harsh environments
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Example: Installation of Undersea Cable
• Teams from several companies collaborate on the specifications, selection of equipment vendor and the network architecture
• Purchasing, installation and testing of submarine cable terminal equipment
• Establishment of financial and accounting procedures within the various partners.
• Supplier's management through contracting
• Definition of pricing and billing structure
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International Dimension
• Telecommunication services projects are usually multi-country and multi-company projects
• Global companies need "global carriers“ to avoid account settlement and payment with different currencies.
• Making a global service is difficult because:– Regulatory and licensing requirements vary– Availability of services and their reliability depend on the country– Vendor support is not the same in every country– Account settlement and payment with different currencies poses challenges– Difference in legal systems concerning content ownership, rights to privacy,
what is a service level agreement, what type of encryption is allowed, responsibility of the carrier with respect to the content
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No Mass Production
• Telecommunication services take place in a specific environment
• Factors affecting variety – The type of network used (public, private, virtual private), etc.
– Target market (consumers, business, government, military, service resellers, etc.)
– Nature of the installation (permanent or temporary)
– Types of services
– Legal framework
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Characteristics of Telecommunications Projects
• Complex Interfaces– Internal– with equipment vendors– with other network/service providers
• International Dimension • Relatively long planning stage (even for temporary
installations)• Multiple functional aspects• No mass production• Diversity of user requirements
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Disciplines Involved in Telecommunications Projects
• Engineering: construction, physical design, mechanical, electrical, software and thermal engineering, operation planning, quality assurance, environmental
• Risk analysis
• Administrative
• Disaster recovery, etc.
• Legal
• Marketing
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Comparison of Telecommunications Projects(equipment Vs. service)
Item TelecommunicationsM anufacturer
TelecommunicationsService Provider
Part icipants M anufacturing, market ing,research and development ,environmental
A dminist rat ive, legal,const ruct ion, qualit yassurance, market ing,environmental
Product ion M ass product ion No mass product ionExternal Interfaces Supply management for
indiv idual component ,customer management(consumer or anotherbusiness)
Supplier management forbandw idth and equipment ,customer managementdepends on the businessmodelInternal interfaces to OSSs
Internat ionaldimension
Opt ional - M ost ly for market ingand regulatory aspects
M arket ing, regulat ion,interconnect iv ity , accountset t lement , payment , t roubleisolat ion and repair, vendorsupport , etc.
Qualit y criteria Cost , size or foot -print , pow erconsumpt ion, reliability , easeof repair, etc.
Cost , availability , reliability ,billing accuracy, customersupport , etc..
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Problems in Telecommunications Project Management
• Coordination among all parties, given the interdependencies, and the high degree of technological, environmental and market uncertainties. This may lead to complex and costly communications, to excessive bureaucracy or both.
• Absent end-customer, which makes application of quality techniques more difficult
• Transmission of acquired knowledge to successive or concurrent projects with an unstable environment
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Innovation and Standardization
• Telecommunication projects build on a technical infrastructure to meet business and social objectives
• Service customization introduces new criteria for evaluation other that the performance of technology
• Need to combine two views: technological and marketing to position products and services
• Insights from management of innovation can be useful
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The Technological Dimension: Technology Life Cycle
Mar
ket
Pen
etra
tion
Em
erge
nce
Impr
ovem
ent
Mat
urit
y
Sub
stit
utio
n
Obs
oles
cenc
e
Time
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Time
Perf
orm
ance
Technology A
Technology BTechnology
Transition
S-curves for Technology Succession
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Changes due to Technology Transition
• New Network elements and network elements management systems
• New technical and development process including the production system
• New Skills (technicians, technical staff, management)• Different supply chain (vendors, acceptance testing
procedures, intervals, etc.)• Capital expenditures (new type of equipment, facilities,
inventories)• New terminology, knowledge and expertise
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Marketing and Social Dimension
• Use the concept of a value network to represent the context within which a firm operates
• Participants in a value chain use a set of attributes for evaluation• A value chain discontinuity takes place when the nature of the attributes or
their order change (e.g., the criteria to ranking the subjective quality of speech call depends on whether mobility is considered). Similar to Kuhn’s paradigm shift in science
• A value chain discontinuity affects the following:– Customer groups and markets– Customer applications– Channels of distribution and service delivery– Customer knowledge– Modes of communication with customers
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PlatformInnovation
RadicalInnovation
New value chain
NewTechnology
Existing value chain
ArchitectureInnovation
IncrementalInnovation
Technological discontinuity
Value chain discontinuity
Disruptive innovationsSustaining innovations
ExistingTechnology
Classification of InnovationsTechnology push
Market pull
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Examples
• Incremental: SGML from GML, XML from HTML and SGML
• Architectural: HTML from SGML
GML
(IBM/1969)
SGML (ISO/1979-1986)
HTML
(IETF/ 1995)
XML
(W3C/1996-1998)Compatible successionIncompatible succession
SGML+ (ISO)
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Platform
Innovation
Radical
Innovation
ArchitecturalInnovation
IncrementalInnovation
Platform
Innovation
Radical
Innovation
ArchitecturalInnovation
IncrementalInnovation
SGML HTML
XML
GML
Succession of Innovation Types From GML to XML
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Radical Innovations• Rare (Thomas Kuhn: The structure of scientific revolutions)• Uncertainties
– Technical – Resources– Organizational – Market
• Deming: “New products and new types of service are generated, not by asking customers, but by knowledge, imagination,innovation, risk, trial and error on the part of the producer, backed by enough capital to develop the product or service and to stay in business during the lean months of introduction”.
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Profit
Market shareincrease
Proof of concept
PerformanceImprovement Innovations)(platform and incremental innovations)
Process(incremental)
and architecturalinnovationsRadical
innovations
Time
Per
form
ance
of
Tec
hnol
ogy
Innovation and the Technology Cycle
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PlatformInnovation
RadicalInnovation
Value Chain
New
Tec
hn
olog
y
New
Existing
Existing
ArchitecturalInnovation
IncrementalInnovation
Technological discontinuity
Value chain discontinuityDisruptive innovationsSustaining innovations
Disruptive networkingtechnologies + new OSSs + M&Ps + new applications
Sustaining networking technologies +improvedOSS + new
applications
Improved networking technologies + improvedOSSs + improved ornew applications
Mature networking technologiesimproved M&Ps + new applications
Innovation in Telecommunications Services
28 June 2004 34ISCC 2004 - Alexandria Egypt © M. H. Sherif
Examples
• Incremental: telephone answering machines or increasing speeds
• Architectural: reverse charging, i-mode, minitel, Bluetooth, camera phones, domotics
• Platform: X.25 -> frame relay -> ATM
• Radical: modems, packet switching, IP routing
28 June 2004 35ISCC 2004 - Alexandria Egypt © M. H. Sherif
Platform
InnovationRadical
Innovation
ArchitecturalInnovation
IncrementalInnovation
G3 fax G4 fax
Fax on IP
New Value Chain
Tec
hnolo
gy
Digital facsimile
Existing Value ChainDisruptive innovationsSustaining innovations
Evolution of Telecom Services - Facsimile
Analog facsimile
28 June 2004 36ISCC 2004 - Alexandria Egypt © M. H. Sherif
Platform
Innovation
Radical
Innovation
ArchitecturalInnovation
IncrementalInnovation
Consumer electronics
Packet switching
I-Mode (and videotext)
Computer engineering
Telephony (wireless or wireline)
Evolution of Telecom Services - I-Mode (and videotext)
28 June 2004 37ISCC 2004 - Alexandria Egypt © M. H. Sherif
Platform
Innovation
Radical
Innovation
ArchitecturalInnovation
IncrementalInnovation
Consumer electronics
Local area networks
Domotics/Home networks
Appliances engineering
Energy utilities
Evolution of Telecom Services - Domotics or Home networks
28 June 2004 38ISCC 2004 - Alexandria Egypt © M. H. Sherif
Platform Innovations in Telecommunications Equipment and Services
Market Penetration
Time
4-10 years
Equipment
Services
• There is a difference in the time scale between equipment vendors and service providers.
• For platform innovations” sales of network equipment constitute a leading indicator for service evolution
28 June 2004 39ISCC 2004 - Alexandria Egypt © M. H. Sherif
Standardization for Telecommunication Services
• Internal standards– increase operational efficiency
– improve response to emergencies
• External standards– Reduce uncertainties concerning equipment compatibility
– Establish framework for negotiation with other carriers and virtual operators
– Ensure continuity of supply
– Avoid monopoly of a single source
– Reduce dependence on technical expertise
– Standards for performance and quality
– Communication of OSSs
28 June 2004 40ISCC 2004 - Alexandria Egypt © M. H. Sherif
Standards Policy and Knowledge Management
• It takes 3-4 years on average (range 1 -10 years) for an external standard to be developed and successfully implemented in commercial products
• Approaches to standardization– Follow the dominant trend
– Passive participation
– Technical contribution
– Influence market expectations
– Start a new consortium
28 June 2004 41ISCC 2004 - Alexandria Egypt © M. H. Sherif
Need
Anticipatorystandards
Responsivestandards
Enablingstandards
Productor service
Marketing Aspect of Standardization
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Technology View of Standardization
Time
Per
form
ance
Anticipatory standards
Enablingstandards
Responsive standards
Technology transition
New technology
Existingtechnology
28 June 2004 43ISCC 2004 - Alexandria Egypt © M. H. Sherif
Examples• Anticipatory standards
– ISDN, WAP or GSM (partly), X.25, TCP/IP, UMTS, G3 and G4 facsimile, etc.
• Enabling (participatory) standards– GSM
• Responsive standards– GPRS, SMS (for service providers, but anticipatory for equipment
manufacturers)– HDLC
• Architectural innovations tend to avoid standards (minitel, i-mode, smart cards, etc.). Exceptions: Bluetooth and WAP
28 June 2004 44ISCC 2004 - Alexandria Egypt © M. H. Sherif
Lack of Standardization
• OSSs are not standardized:– Custom solutions to integrate proprietary OSSs in modern networks. – Maintenance and update of OSSs is very expensive– Impedes back office integration– Increases the time to roll out new services– Services across administrative domains are managed manually: increase the
cost of operation by 10-20%– Lack of standardization affects the ease of global networking– IT providers need to be convinced to open interfaces
• Many “zero provisioning” initiatives to automate provisioning• IT providers should consider that standardization of OSS interfaces is also
in their best interest.
28 June 2004 45ISCC 2004 - Alexandria Egypt © M. H. Sherif
Head Functional Group 2
Functional organization
Project SponsorProgram Manager Project Manager
Function team or individuals used in the project activities
Functional Group n
Functional Group 1
Management Control Point 3
Management Control Point 1
Various work
packages
Project Management Context
Management Control Point 2
28 June 2004 46ISCC 2004 - Alexandria Egypt © M. H. Sherif
Project Team Organization
• Telecommunication service projects are actual a set of projects interlinked
• Functional organization
• Matrix organization
• Projectized organization
28 June 2004 47ISCC 2004 - Alexandria Egypt © M. H. Sherif
Functional Organization
Human Resources Legal
Administration Finance
PlanningNetwork evolutionNew service developmentNew technology
Architecture and Design
Configuration managementNetwork maintenanceNetwork Operations Center (NOC)AccountingNetworksecurity
Operations
SalesMarketing
Marketing and Sales
Biling
Customer Care
InstallationInterface with other networksInternational turnks
Provisioning
General Manager
28 June 2004 48ISCC 2004 - Alexandria Egypt © M. H. Sherif
Projects in a Functional Organization
Project Managerfor Function 1
Staff
Staff
Staff
Functional Manager1
Staff
Staff
Project ManagerFunction 2
Functional Manger2
Staff
Project ManagerFunction 3
Staff
Functional Managern
Head
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Evaluation of Functional Organizations
• Examples:– Acceptance testing of network elements– Measurement of end-to-end quality of service– Development of tools for bandwidth planning
• Advantages– Works well in a stable environment– Functional expertise accumulated from project to project– Responsibility, resources and performance evaluation are aligned
• Disadvantages– Limited view of the overall project except at a high hierarchical level– Functional responsibilities take precedence over project responsibilities– Multi-functional coordination is difficult
28 June 2004 50ISCC 2004 - Alexandria Egypt © M. H. Sherif
Matrix Organization
• Dual reporting structure: project manager and functional manager– Weak matrix: balance of power favors the functional manager
– Strong matrix: balance of power favors the project manager, the functional manager supplies the resources
– Balanced matrix: equal partitioning of power
• Examples:– Upgrading of switch software or hardware (balanced matrix: marketing and
technical)
– Management of emergencies and disaster recovery (strong matrix)
– Establishment of network activation date (week matrix)
– Regional project of a global telecommunication service company
28 June 2004 51ISCC 2004 - Alexandria Egypt © M. H. Sherif
Evaluation of Matrix Organizations• Advantages
– Improved communication and coordination across functions
• Disadvantages– Strong matrix disrupts
normal routines– Weak matrix: the project
manager has little formal control over people, budget
– Lack of identifiable control can cause organizational chaos in case of 3-dimensional controls such as technical, marketing and geographic
Project Manager
Staff
Staff
Staff
Functional Manager1
Staff
StaffMember of project team
Functional Manger2
Staff
StaffMember of project team
Staff
Functional Managern
Head
Project team
28 June 2004 52ISCC 2004 - Alexandria Egypt © M. H. Sherif
Balanced Matrix Organization
Project Manager
Project Team Member
Staff
Staff
Staff
Functional Manager1
Staff
Staff
Project Team Member
Functional Manger2
Staff
Project Team Member
Staff
Functional Managern
Head
Example: TAT12/TAT 13 - From different companies
Project team
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Projectized Organization
Project Team Member Project Team Member Project Team Member
Project Manager
Project Team Member
Staff
Staff
Staff
Functional Manager1
Staff
Staff
Project Team Member
Functional Manger2
Staff
Project Team Member
Staff
Functional Managern
Head
28 June 2004 54ISCC 2004 - Alexandria Egypt © M. H. Sherif
Evaluation of Projectized Organizations
• Other names: task force, project organization, tiger team, etc.
• Used when focus is needed
• Temporary Activities– customer project
– response to RFP
• To avoid disturbing existing business– Introducing new technologies
– Operating a foreign subsidiary
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Organization and Incremental Innovation
Product Management
NetworkOperations
NetworkCapacity
Management
Service Development
• Stable organization
• TQM (e.g., quality) circles to improve quality and share knowledge
• Standardization to share knowledge
• R&D: increase depth and understand the limit of the technology
28 June 2004 56ISCC 2004 - Alexandria Egypt © M. H. Sherif
Organization and Innovation (cont.)
• Architectural innovation– Usually large team led by marketing
– Multifunctional team arranged as a strong matrix or projectized organization
– R&D define technical points for the marketing package
• Platform innovation– Strong matrix or projectized matrix
– Project manager is a senior technical manager
– Training needed for new skills
28 June 2004 57ISCC 2004 - Alexandria Egypt © M. H. Sherif
Organization and Innovation (contd.)
• Radical innovation– small team
– projectized
• Transition from one mode of innovation to another may pose a significant organizational challenge due to differences in rewards measurement and resource allocations
28 June 2004 58ISCC 2004 - Alexandria Egypt © M. H. Sherif
Phase Management and Portfolio Management
• Portfolio management to balance a collection of projects (or programs) to ensure the longevity of the company
• Track dependencies within and across multiple projects and programs through gate points
• Analyze the whole situation before crossing one gate point to another
• Also called the rolling wave approach
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Review
Inputs from other programs
Inputs from other programs
Results from execution of the project
Continue to next service gate n-2
Stop
Plans established
at service gate n
Execution of plans at service gate n
Iterative Planning for Telecommunication Services
28 June 2004 60ISCC 2004 - Alexandria Egypt © M. H. Sherif
Phase Management and the BOT Model(Outsourcing the project management)
Design
Operate & Transfer
Requirements
High Level Design
Evolution
Detailed Design
Implementation Assisted Operation& Performance Evaluation
Build
Phases 1 and 2 Phase 3 Phases 4 and 5
Phase Mgt
BOT
Involve operations
from here
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Scope Management
• Scope defined with the work breakdown structure (WBS)
• Total work is decomposed into packages
• Each package is the amount of work that a single person can perform in 2-3 weeks
28 June 2004 62ISCC 2004 - Alexandria Egypt © M. H. Sherif
Check list for Work Decomposition (Raz and Globerson)
• Accuracy of the cost and duration estimates• More than one person assigned to the work package (WP)• More than one functional activity• Internal timing of the work package• Costing activities internal to the work package• Dependencies between the internal activities of a WP and other WPs• Significant interruptions within the work package• Different precursor activities to the individual activities internal to the WP• Any acceptance testing applicable to the deliverable before the entire work package
can be done• Any intermediate deliverables • Specific risks to internal activities that require focused attention
28 June 2004 63ISCC 2004 - Alexandria Egypt © M. H. Sherif
New Competitors
Substitutes
Suppliers Customers
Pressure from suppliers
Pressure form
customersThreat of new entrants
Threat of substition
Factors of Change
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Reasons for Change
• Incorrect assessment of demand and revenue expectations
• Problems with the deployment
• Lack of necessary expertise
• Technological changes
• Internal changes in the organization
• Change in regulations
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Changes due to Restructuring of the Industry
• Changes in the industry structure due to acquisitions or spin-offs (Salt-Lake City Winter Olympics)– AT&T original sponsor
– AT&T splits into AT&T and Lucent ; Lucent spins off Avaya
– Management of telecommunications for the Olympics must deal with 3 additional companies instead of the original one
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Changes due to Industry Restructuring
• MFS Network Technologies awarded the contract for E-Z Pass installation and toll violations collection to pay for the project MCI and MFS Network Technologies merge
• WorldComm sells MFS to Able Telecom Holding Corp
• MFS becomes Adesta Communications
• After installing 320 out of the 680 toll lanes, Adesta declares bankruptcy => no further installation of additional tolls nor processing of the violators and raising money to cover the expenses
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Tracking and Change Control Policy
• Change control or configuration management
• Accept only formal changes
• Streamline changes through a change control board.
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Problems of Incorrect Scope – Failure of Telecom Services Alliances
A llian ce N am e/P arties in th e A llian ce S ta rt D a te E n d D a te
B T an d E D S 19 93
T e lecom Ita lia an d IB M 19 95
B T an d P o rtug a l T e lecom 19 98
T e lecom Ita lia an d C ab le &W ire less 19 98
A T & T , B T a nd K D D (G IM M ) 1 98 5 19 98
U n isou rce (K P N , T e lia , S w isscom ) 1 99 1 19 99
A tlas C om m un ica tions (D eu tsche T e le kom , F rance T e lecom )
1 99 3 19 95
W ord P a rtn e rs (A T& T , K D D , S ingapo re T e lecom ) 1 99 3 19 98
C on ce rt (B T ,M C I, P T A us tria , P o rtu ga l T e lecom , T e le D en m ark , T e le fó n ica , T e len o r)
1 99 4 19 97
G loba l O ne (D eu tsche T e lekom , F rance T e lecom , S p rin t)
1 99 6 19 99
T e le fón ica an d U n isou rce 1 99 6 19 97
T e lecom Ita lia an d A T & T 1996 19 98
A T & T an d U n isou rce 1 99 6 19 98
T e le fón ica an d C on ce rt 1 99 7 19 97
C on ce rt (A T & T an d B T ) 1 99 8 20 01
V izzav i (V o da ph on e an d V iven d i U n ive rs a l) 2 00 0 20 02
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Risk Management in Telecommunications Projects
• Risk management is necessary to reduce uncertainty
• Risk management is the basis for risk avoidance or mitigation and disaster recovery
• Business continuity is part of the overall quality of telecommunications service particularly, in the case of temporary endeavors
• Disaster recovery plans ensure fast recovery and restoration of service even in the event of a natural or man-made
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Sources of Risk in Telecommunication Project
Project Management
Risks
Financial risks
Institutional risks
Suppliers risks Customers risks
Risks due to the environment
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Risk Management
• Identification of the source of risks– Recognizable risks
– Unmanaged assumptions
• Risk evaluation – There is a learning curve in the case of a new service
• Risk reduction plan through preventive actions, contingency planning and disaster recovery
• Financing the residual risks
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Institutional Factors
• Lack of user/top management support (appears in the form insufficient resources in terms of money and people)
• Risks that the sponsor may change its plans. These risks increase with long schedules.
• Possible hidden agenda by one or several of the stakeholders.
• Intensity of coordination required among organizations
• Not learning from past projects
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Operating Conditions
• Problem for long planning stages (5 years in the case of the Olympics)
• Unanticipated changes in the regulatory environment (legislation, court decisions, etc.) particularly in international operation
• Wars, fires, riots, coups, earthquakes, wars, etc.• Rapid expansion without adequate infrastructure, merger or
acquisition, => equipment incompatibilities • Layoffs or rapid turnover of staff and management => loss of
institutional memory
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Suppliers Risks
• Equipment Suppliers– Constant churn due to the introduction of new products and services
– Vendor quality (i.e., no implementation of best current practices)
– No clear committed owner of the project on the supplier's side
– Inadequate supplier support (quality, timeliness, features, etc.)
• Interconnection Suppliers (interfaces, lead time, availability, support, etc.)
28 June 2004 75ISCC 2004 - Alexandria Egypt © M. H. Sherif
Financial Risks
• Inflation, stock market, currency fluctuations, etc.
• Unanticipated technical difficulties, or labor shortages, frequency of reworks, new infrastructure needs, etc.
• Long schedules increase financial risks
• Inadequate configuration control
• Projects that are out of control (in terms of schedule or cost) are most likely to be canceled
28 June 2004 76ISCC 2004 - Alexandria Egypt © M. H. Sherif
Environmental Risks
• Unusual conditions (fire, floods and earthquakes, hurricane/tornadoes, blizzards, snow storms, heat waves, hazardous materials contamination)
• Sunspot cycles
• Rodents or fish chewing an underground or undersea cable
28 June 2004 77ISCC 2004 - Alexandria Egypt © M. H. Sherif
Other Risks
• Technology risks– expertise with the technology
– presence or lack of standards (m-Commerce)
– maturity of the technology (3 G)
– rapid development may make a project obsolete (DSL ?)
– Network "meltdowns"
• Resource Risks– training of the personnel (may rely on temporary workers)
– high turnover of trained human resources
– culture sensitivities in international projects
28 June 2004 78ISCC 2004 - Alexandria Egypt © M. H. Sherif
Delays in Telecommunication Projects
• Access • Weather conditions, such as in the case of laying out cables
outdoors or in conduits (rain, snow or heat waves delay the work)
• Work rules on the number of work hours per day) holidays, etc. Consider the case of laying fiber optic cables next to train track.
• Logistics (shipping, customs procedures, installation), which are important in the case of international deployment
• Stakeholders agreement
28 June 2004 79ISCC 2004 - Alexandria Egypt © M. H. Sherif
Crashing in Telecommunication Services
• Re-use a previously tested equipment and software releases from already certified vendors to shorten the time for installation
• Use manual procedures (for provisioning and billing) until the OSS is able to handle the new service automatically
• Redefine the scope of the project to postpone activities causing delays, for example by offering only those features that are known to work
• Plan to start with the sites with the highest probability of success early in the project. This has the advantage of uncovering problems that might have been missed and resolve them with less pressure and of showing immediate progress to gain momentum. The experience gained and the slack can be used to address problematic installations.
28 June 2004 80ISCC 2004 - Alexandria Egypt © M. H. Sherif
Innovation and Cost Management• Cost and the time estimates for a project are defined and
refined in the concept, feasibility and definition sub-phases. • Rough Order of Magnitude Estimates (ROMA) with
decreasing margin of errors• Scope of work defined with the WBS, a bottom-up exercise
Sub-Phase Lower Error Margin
Higher Error Margin
Concept -25% 75%
Feasibility -10% 25%
Definition -5% 10% (0% for time)
28 June 2004 81ISCC 2004 - Alexandria Egypt © M. H. Sherif
Cost and Innovation
Type of Innovation
Major Cost Component
Radical Development, engineering, testing, marketing training
Platform Development and engineering and testing
Incremental and process
Systems for automation
Architecture Marketing
• For non incremental innovation, the planners have a limited view of the total effort needed in critical activities such as system testing, integration with existing systems and operations and business processes.
28 June 2004 82ISCC 2004 - Alexandria Egypt © M. H. Sherif
Management of Time and Cost
• Earned Value analysis – Cost overrun compares the budgeted value of the work accomplished
with the actual spending on the work done
– Schedule variance compares the budgeted value of the work thatshould have been done with the actual spending to the work done
• ANSI/EIA-748-1998
• References– http://www.suu.edu/faculty/christensend/ev-bib.html
– http://www.acq.osd.mil/pm http://www.goldpractices.com/practices/tev/index.html.
28 June 2004 83ISCC 2004 - Alexandria Egypt © M. H. Sherif
Measures of Earned Value
28 June 2004 84ISCC 2004 - Alexandria Egypt © M. H. Sherif
Tracking of Testing Using the Earned Value Methodology
28 June 2004 85ISCC 2004 - Alexandria Egypt © M. H. Sherif
Quality Assessment of The Project
• Overall project cycle time
• Cut-overs per week
• Defects (missed cut-overs)
• Quality of installation (number of reinstalls or relocates, number and type of complaints over time, etc.)
• Satisfaction of team members with the project management team
28 June 2004 86ISCC 2004 - Alexandria Egypt © M. H. Sherif
Quality Assessment of the Telecommunications Service
• Average speed to answer a customer inquiry
• Time to restore trouble
• Mean time to repair
• Network availability (defects per minute)
• Service availability
• Billing accuracy, etc
• Quality of service is more than the networking technology
28 June 2004 87ISCC 2004 - Alexandria Egypt © M. H. Sherif
Effects of Outages
• Data networks
• Voice networks– A major outage (a service failure that lasts ≥ 30 min affects more than 1 000
subscribers
Type of Business Estimated loss in U.S. K$ per minute
Brokerage 200
Manufacturing 50 -100
Point-of-Sale 20-100
28 June 2004 88ISCC 2004 - Alexandria Egypt © M. H. Sherif
Cost of Quality
• Prevention cost P: cost associated with working around problems that could not be fixed in time for service deployment
• Appraisal cost A: cost of inspections, testing, etc.
• Failure cost F
• Total cost of quality = P + A + F < cost of quality as defined by the project sponsor
• Appraisal cost should be < P + F
28 June 2004 89ISCC 2004 - Alexandria Egypt © M. H. Sherif
Definition of Defects Severity
• Telcordia GR-929-CORE: Public networks– 1 Critical– 2 Major– 3 Minor
• IEEE: Enterprise networks– 1 Urgent– 2 High– 3 Medium– 4 Low
• Severity 1 for public networks corresponds to severity 1 and 2 for enterprise networks
• Severity 2 for public networks corresponds to severity 3 for enterprise networks
28 June 2004 90ISCC 2004 - Alexandria Egypt © M. H. Sherif
Integration Testing
System Testing(SQA Testing)
Coding Unit Testing
Service ProviderAcceptance
TestingCoding Unit Testing
Coding Unit Testing
Supplier Testing Network Operator or Service Provider Testing
Traditional Telecommunications Software Development and Maintenance Cycle
28 June 2004 91ISCC 2004 - Alexandria Egypt © M. H. Sherif
Integration Testing
System Testing(SQA Testing)
Coding Unit Testing
Service ProviderAcceptance
TestingCoding Unit Testing
Coding Unit Testing?
?
Supplier TestingNetwork Operator or Service Provider Testing
Telecommunications Software Development and Maintenance Cycle in the
“New Economy”
28 June 2004 92ISCC 2004 - Alexandria Egypt © M. H. Sherif
Constraints of the New Environment
• Network elements for traditional data networks are less reliable than those for public voice networks– They were designed for corporate networks
• Market pressure to shorten development time ⇒ push products early to field deployment
• Inputs to the deployment decision:– Delay ⇒ Opportunity cost + cost of additional testing
– Deploy ⇒ payout from service impact on customer’s traffic
28 June 2004 93ISCC 2004 - Alexandria Egypt © M. H. Sherif
Problems in Achieving Service Quality
• There are many service features to be tested (compared to just point-to-point voice transmission in traditional telephony)
• For a new technology ⇒ No known operational profile ⇒ Test plans may be incomplete
• Software architecture is unknown– Not all features are documented – Black-Box testing vs. White Box testing – Vendor support is critical
• Lab testing is not sufficient ⇒ real life testing in the form of a controlled introduction
28 June 2004 94ISCC 2004 - Alexandria Egypt © M. H. Sherif
Test Cycles
• Lab Testing– Phase 1 - Complete functional test coverage of existing and new
features.
– Phase 2 - Verification of defect fixes from Phase 1, production and additional tests for stress testing, large scale configurations, tests with invalid and inopportune inputs.
– Phases 3 through N - Maintenance releases
• Field Testing– Controlled introduction
– General release
28 June 2004 95ISCC 2004 - Alexandria Egypt © M. H. Sherif
Questions
• When is a network element/software release ready to be deployed for a given service?
• What is the expected reliability of the network element/software release?
• Is the testing profile consistent with the traffic pattern in the field?
28 June 2004 96ISCC 2004 - Alexandria Egypt © M. H. Sherif
Previous and Related Work
• Jelinski-Moranda (1972) (Product model)
• Musa, Iannino, Okumoto. (1987) (Process model)
• Applications in Telecommunication Systems– Bellcore - Dolinsky and Glickman (1994)
– France Telecom Derriennic and Le Gall (1995)
– Lucent: Zhang and Pham (2002)
28 June 2004 97ISCC 2004 - Alexandria Egypt © M. H. Sherif
Framework for Answers
• Focus on features of interest to the service as distinct from the product
• Focus on number of faults remaining with respect to rate of defect discovery (failure intensity)
• Base deployment on comparison of the cost of further testing to the penalty of a field problem
• Verify correctness of testing through a controlled introduction in the field (after the defect discovery rates have been reducedto an acceptable level)
28 June 2004 98ISCC 2004 - Alexandria Egypt © M. H. Sherif
Classification of Defects
• Reliability (=> severity of the defects)
• Release Plan (=> priority) based on TSD
• For each network element and featurePriority
Severity
P1 P3P2
S1
S2
S3
28 June 2004 99ISCC 2004 - Alexandria Egypt © M. H. Sherif
Statistical Evaluation of the Results
• Use the time series of the observed defects over time • Estimate reliability and if it increases with time• Use software reliability models (Musa's basic model and
Jelinski-Moranda model)• Define a new metric "deployability" to track the reliability
growth• Perform a Bayesian analysis on the number of remaining
defects before making a decision• CASRE tool available from the Open Channel Foundation
www.openchannelfoundation.org
28 June 2004 100ISCC 2004 - Alexandria Egypt © M. H. Sherif
Musa Basic Model
• Defect discovery times
• Poisson process :
and
for i = 2, ..., m, where f(x) is the probability distribution of X
• Considers the process of software development– uses of the expected number of failures
– more suitable to an equipment development organization
itetf λλ −=)( 1
{ }mttt 21,
]([)1(
)1(][ −−−− =− ii tt
ii ettfλλ
)(tµ
28 June 2004 101ISCC 2004 - Alexandria Egypt © M. H. Sherif
Musa Basic Model
• Expected number of defects discovered at time t
• = the expected total number of failures that would occur at infinite time
• = failure intensity with the initial failure intensity
⎥⎥
⎦
⎤
⎢⎢
⎣
⎡−=
− )(
00
0
1t
e(t) νλ
νµ
0ν
)(tλt
t
∂µ∂ )( )(0 tλ
tet 0
0
0)( ν
λ
λλ−
=
28 June 2004 102ISCC 2004 - Alexandria Egypt © M. H. Sherif
• Failure intensity (also called hazard rate) w.r.t. time
• Failure intensity with defect number
Some Relations for the Basic Model
⎥⎥⎦
⎤
⎢⎢⎣
⎡−=
00
)(1)(
νµλµλ t
tet 0
0
0)( ν
λ
λλ−
=
28 June 2004 103ISCC 2004 - Alexandria Egypt © M. H. Sherif
Product Model (Jelinksi-Moranda)• The number of defects N is finite
• Inter-discovery time exponentially distributed with a mean of B, i.e.,that the probability density of the inter-discovery time is
• Defect discovery times are , ……..,
• At time t, the expected number of defects discovered is
• Failure intensity is
tBB −e
B ) 1 (N
1
BN
1
−+
N ,0,1,=mforj)(N
1
B
1t
j)(N
1
B
1 m
0=j
1-m
0=j∑∑
−<≤
−
= (B)E and =(N)E0
00 ν
λν
[ ])1()()( −−== iABttz λ
BN
1
28 June 2004 104ISCC 2004 - Alexandria Egypt © M. H. Sherif
At Convergence - Both Models Behave Alike
260263
201
0
50
100
150
200
250
300
350
400
450
500
0 5000 10000 15000 20000 25000 30000 35000 40000
Nu
mb
er
of
MR
s
Jelinsk-Moranda (MLE)
Musa-MLE
Experimental Data
28 June 2004 105ISCC 2004 - Alexandria Egypt © M. H. Sherif
Principle of Deployability Analysis
0
10
20
30
40
50
60
0 500 1000 1500 2000
y = 53 (1-exp (-0.0021x))y = 53 (1-exp (-0.00021x))
Pure Poisson Model
Asymptotic Number of MRs for a conditional modal
Machine Execution Hours
Nu
mb
er
of
Se
veri
ty 1
an
d S
eve
rity
2 M
Rs
28 June 2004 106ISCC 2004 - Alexandria Egypt © M. H. Sherif
Deployability Analysis (1)
• , 1 for Musa Basic, 2 for Product
•
• Likelihood for Poisson
• Likelihood for Musa Basic Model
• Likelihood for Product Model (Jelinski-Moranda)
2,1,),,(
),,(
10
1 == ittL
ttL
m
mimγ
tmttL m λλ −= )(ln),,(ln 10
∑=
−=m
iim ttttL
111 )()(ln),,(ln µλ
tB(t)]n[NtBj)(Nln(B)lnn(t))t,,(tLlnn(t)
1ii
1n(t)
0jm12 −−−−+= ∑
=∑
−
=
28 June 2004 107ISCC 2004 - Alexandria Egypt © M. H. Sherif
Deployability Analysis (2)
• Compare fitting the defect find rate with a Pure Poisson Model and the model for software reliability
• Rule for significant deployability growth: if the model is 20 times more likely than the Pure Poisson Model in terms of maximum likelihood function.
• Test stopping rule is a function of the expected time to find the next defect and the cost of test as well as the cost of a field defect
1/ Expected time to find the next defect = Discovery Rate ≤Cost of System Test per unit of time
Penalty of finding an defect in the field
28 June 2004 108ISCC 2004 - Alexandria Egypt © M. H. Sherif
Example 1 - Equipment Screening
Critical and Major Defects
0
50
100
150
200
250
10/2
5/200
1
11/1
/200
1
11/8
/200
1
11/1
5/200
1
11/2
2/200
1
11/2
9/200
1
12/6
/200
1
12/1
3/200
1
12/2
0/200
1
12/2
7/200
1
1/3/
2002
1/10
/200
2
1/17
/200
2
1/24
/200
2
1/31
/200
2
2/7/
2002
• Data show that the equipment is still in the "linear phase"
• Not ready for testing by the network or service provider
28 June 2004 109ISCC 2004 - Alexandria Egypt © M. H. Sherif6/11/2001
Example 2 - Product not Deployable
This is a measure of whether the curve has bent or is still in the linear region
Deployability growth is detected when the data are 10-20 more likely to be explained with the conditional model than with the Poisson model.
-3
-2
-1
0
1
2
3
4
5
0 500 1000 1500 2000 2500 3000 3500
Threshold 6/29/2001
7/23/2001Test execution time in machine hours
Del
oya
bili
ty
28 June 2004 110ISCC 2004 - Alexandria Egypt © M. H. Sherif
0
50
100
150
0 500 1000 1500 2000 2500 3000 3500
Severity 1 + Severity 2Severity 1Severity 2
Test Execution Time (hours)
Nu
mb
er o
f d
efec
ts d
isco
vere
d
Time Series of Defect Discovery for Network Element of Example 2
28 June 2004 111ISCC 2004 - Alexandria Egypt © M. H. Sherif
Example 3 - Analysis for a Single Feature
-5
5
15
25
35
45
55
65
0 1000 2000 3000 4000 5000 6000 7000
Test Time in Machine Hours
Nu
mb
er
of
MR
s
Time from MLE Curve
Experimental Data
Time for 95th percentile Curve
Poisson Model
28 June 2004 112ISCC 2004 - Alexandria Egypt © M. H. Sherif
Example 3 - Deployability of a Feature
This is a measure of whether the curve has bent or is still in the linear region
Deployability growth is detected when the data are 10-20 more likely to be explained with the conditional model than with the Poisson model.
-5
-3
-1
1
3
5
7
0 500 1000 1500 2000 2500
Threshold
6/25/2001Test Time in Machine Hours
De
plo
yab
ilit
y
28 June 2004 113ISCC 2004 - Alexandria Egypt © M. H. Sherif
Example 4 - The curve has bended
166
191
153161
176
0
50
100
150
200
250
0.00 500.00 1000.00 1500.00 2000.00 2500.00 3000.00
Machine Hours
Nu
mb
er
Cumm. S1 +S2
Musa-MLE
Musa-95%
Product-MLE
Product-3u
28 June 2004 114ISCC 2004 - Alexandria Egypt © M. H. Sherif
Example 5 - Estimated Remaining Testing Time with Vendor Provided Data
• Assuming that the network provider will test for more than 12,000 hours
2 55
22 7
259
0
50
100
150
2 00
250
3 00
350
0 100 00 20 000 3 000 0 4 00 00 50 000 600 00
Exe c ut io n Time ( ho urs )
Cum S1+S2
Cum S1
Cum S2
Product MLE
Product-3u
Musa-MLE
Musa-95%
11,70 0 hours
28 June 2004 115ISCC 2004 - Alexandria Egypt © M. H. Sherif
Evolution of Deployability
0
50
100
150
2 00
2 50
0 20 0 0 40 00 6 00 0 8 00 0 100 00 12 00 0 14 00 0
Te s t Time
-5
0
5
10
15
20
25
30
35
40Cum S1+S2
Cum S1
Cum S2
Deployablity
Threshold
28 June 2004 116ISCC 2004 - Alexandria Egypt © M. H. Sherif
Baye's Analysis for Remaining Defects
∑∀ ∫
∫
A
B
B
dBBAL
B
B
dBBAL
max
min
max
min
),(
),(
Probability of remaining defects given the observed data
A are the consecutive positive integers 1,2, ...
28 June 2004 117ISCC 2004 - Alexandria Egypt © M. H. Sherif
Probability of Remaining MRs• The expected
penalty of the deployment can be estimated
• Deming's point 11 [1986]: there is no point in defining numerical standards and goals to improve the situation before understanding the root cause of the special and common cause variations
0.00E+00
1.00E-02
2.00E-02
3.00E-02
4.00E-02
5.00E-02
6.00E-02
0 20 40 60 80 100 120
Number
Pro
bab
ilit
y
0.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
Probablity (12/09/02)
Probablity (12/16/02)
Probablity (12/23/02)
Cummulative Probability(12/9/02)
Cummulative Probability(12/16/02)
Cummulative Probability(12/23/02)
28 June 2004 118ISCC 2004 - Alexandria Egypt © M. H. Sherif
Analysis of Remaining Defects
0
0.1
0.2
0.3
0.4
0.5
0.6
0 10 20 30 40 50
P1 (S1 and S2) 10-1-2001P1 (S1 and S2) 9-21-2001P1 (S1 and S2) 9-16-2001P1 (S1 and S2) 9-9-20001P1 (S1 and S2) - 9/8/2001Total (P1 and P2 - S1 and S2) -9/8/2001P1 (S1 and S2) -9/12/2001Total (P1 and P2/S1 and S2) - 9/2/2001
Number of MRs Left
Pro
bab
ility
RemainingMRs
Probability
0 0.476801 0.22397
2 0.111123 0.061674 0.037645 0.024766 0.017267 0.012588 0.009499 0.0073610 0.0058111 0.0046512 0.0037613 0.00305
Most probable number is 0
Expected value is 1.4
28 June 2004 119ISCC 2004 - Alexandria Egypt © M. H. Sherif
Remaining Failures (Detailed View)
-0.1
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1.0
0 10
Two weeks after CI (10/29/2001)One week after CI (10/22/2001)P1 (S1 and S2) 9-21-2001P1 (S1 and S2) -9/12/2001Total (P1 and P2/S1 and S2) - 9/2/2001
Number of MRs Left
Pro
ba
bili
ty
Ready for a controlled introduction
28 June 2004 120ISCC 2004 - Alexandria Egypt © M. H. Sherif
LabTesting
FieldOperators
Supplier's defect data (number, status, commitment date)
Lab Failures
Field Failures Field Problems
Tracking System
Testing Problems Tracking System
Network operator's data
(date, severity, description)
Supplier'slist
Network operator's
listJoint List
ReliabilityResults
Reliability and risk analysis
E-mail notification
Testing Problems
Tracking System
Vendor
Testers’ data (man time, machine time, test status)
Communication Paths with Vendor
28 June 2004 121ISCC 2004 - Alexandria Egypt © M. H. Sherif
Vendor Management
• Vendor management is not procurement management
• Deming's fourth point “End the practice of awarding business on the basis of price tag. Instead, depend on meaningful measures of quality along with price. Move toward a single supplier for any one time, on a long-term relationship of loyalty and trust” is very appropriate in vendor management
• Acquisition process described in ISO/IEC-11207
28 June 2004 122ISCC 2004 - Alexandria Egypt © M. H. Sherif
Procurement Management vs. Vendor Management
Characteristics Procurement Management Vendor Management
Purpose Minimize transaction cost Maximize knowledge creation and retention
Nature Impersonal and at arm’s length Relation-specific
Main focus Business processes, legal, SLA, penalties metrics
Business, technical, marketing, legal, strategic positioning
Dependence on the technology life-cycle
No Yes
Areas of application All types of innovation Supplemental for radical, architectural and platform innovation
Performance metrics Delivery intervals and order defects rate
Invoicing accuracy
Delivery intervals and order defects rate
Invoicing accuracy
Innovation to improve the service offer
Response to new feature requests
Readiness to collaboration and information sharing
28 June 2004 123ISCC 2004 - Alexandria Egypt © M. H. Sherif
Type of Vendors
• Technology vendors (hardware, software)
• Connectivity vendors
• Service Vendors
• Consultants
28 June 2004 124ISCC 2004 - Alexandria Egypt © M. H. Sherif
Type of Agreements among Network Operators
• Interconnection agreement
• Telehousing agreement
• Full service agreement (participation in the whole operation from pre-sales to turnup)
• Forced agreement (unwilling supplier) due to deregulation
28 June 2004 125ISCC 2004 - Alexandria Egypt © M. H. Sherif
Evaluation of Technology Vendors
• Metrics to evaluate the quality of telecommunication services are defined in TL 9000 from the QuEST forum (www.questforum.org)
• Vendor selection:– Technical reasons
– Non-technical reasons
– Political reasons: not conducive to long-term quality
• Technology audits may assist in vendor assessment
28 June 2004 126ISCC 2004 - Alexandria Egypt © M. H. Sherif
Interface with Technology Suppliers for Emerging Services
Customer Support
Interface Team
Network Operations
Engineering &Development
Marketing
Technology Supplier
Network Operator
Legal Marketing
Legal
Service Development and Engineering
28 June 2004 127ISCC 2004 - Alexandria Egypt © M. H. Sherif
Sharing of Knowledge for Emerging Services
Field Support
Market inputCustomer inquiry
Design and development
Quality Assurance
Acceptance Testing
Production Support
Release Planning
Feature Planning
Organizational Boundary
Service Provider
Manufacturer
28 June 2004 128ISCC 2004 - Alexandria Egypt © M. H. Sherif
Virtual Organizations In Manufacturing and Telecommunication Services
Feature Manufacturing Telecommunication Services
Purpose Lower cost s by reduced inventory and faster response to orders
Knowledge generation
Organization Non hierarchical Hierarchical and functional
Inputs Customer order Field problems or new feature requests
Existing hierarchies Bypassed Maintained
28 June 2004 129ISCC 2004 - Alexandria Egypt © M. H. Sherif
Risk Factors in Vendor Management
• Technology Vendor– Type of vendor: start-up or established
– Type of innovation
– Standardization
– Congruence of the vendor’s plans with the service provider’s plan
– Knowledge management and intellectual property (in case of knowledge sharing)
• Connectivity Vendor: meeting the intervals and quality required