RF Network Planning and Optimization V100R002 Delivery Guide(Preparation) 01-En

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RF Network Planning and Optimization V100R002 Delivery Guide (Preparation) RF TMO

Author/ Email: Wangsong 55188/song.wangsong@hu 55188/[email protected] awei.com Version: V1.0(20120815) Version: V1.0(20120815) HUAWEI TECHNOLOGIES CO., LTD.

www.huawei.com

Author / ID Co-author / ID Approver / ID

Wangsong/55188 RF TMO Group Zhibo/00167964 Presale intervene & contract interpret Acceptance Acceptance standard & proposal Human resource plan Outsource & cooperate

Description

Cost & revenue

HUAWEI TECHNOLOGIES CO., LTD.

Author / ID Co-author / ID Approver / ID

Wangsong/55188 RF TMO Group Zhibo/00167964 Presale intervene & contract interpret Acceptance Acceptance standard & proposal Human resource plan Outsource & cooperate

Description

Cost & revenue


Required Knowledge for RF TL Contract Sign

1

Preparation

Pre-sale and Contract

s l l i k s r e v i l e D

2

Flow Experience

6

Technical Solution

Acceptance

8

Monitor

8

VIP

Acceptance requirement

3 Human Resource

Platform

Implementation

4

Cooperation & Subcontracting

5

Cost & Revenue

7

Efficient Swap

7

X basic Action 9

Problem and Risk Management

10

Document and Help

11

iCare/ITR & TMO Review

12


RF Deliver Strategy

Conclusion & Transfer

Contents 1. 2.

Pre-sale and Contract Acceptance requirement

3.

Human Resource

4.


5.



RF TL intervention in presale period



Prohibited clauses



Key points in presale handover activity



Checklist in presale handover activity



Requirement of contract interpretation



Key points of contract interpretation



Issue and risk management

Cost & Revenue

Reference：

《Like 2 Evolution RF delivery strategy 》


Gather presale information RF TL(or Representation Office/region RF manager)should contact with presale RNO engineers & sales to gather the project info and the r elevant documents. RF TL should start to learn the key elements and details of the project after that.

Review presale proposal RF TL should review the presale proposal to distinguish tech & non-tech issues and risks before the contract is signed. Make sure to inform sales in time and push them to handle issues if any. The major issues and risks

should be reported to the higher level, especially when the proposal involves the prohibit clauses.

Important presale info/proposal Tenders（SOW , Responsibility Matrix), SOC, CMT, BOQ, Technical proposals, Service proposal. HUAWEI TECHNOLOGIES CO., LTD.

Prohibited Clauses of Global Sales Contracts 1

A-1-1 Acceptance

It is prohibited committing Huawei to put a site/cluster/sub-network/network, in part or in whole, in commercial service before an acceptance certificate is issued. It is prohibited to sign a contract where commercial service and acceptance procedure are not interrelated. It shall be stipulated expressly in the contract that the site/cluster/sub-network/network shall not be put in commercial service unless it is accepted, and it shall be deemed as accepted and RFS/PAC shall be deemed as issued at the same time when it is put in commercial service. There should also be express clauses related to acceptance tests, acceptance criteria and acceptance procedure in the contract.

B-1-2

For major project of a scale of more than 1000 wireless sites, or where the project is to be implemented in phases or with project schedule of over 6 months, it is prohibited committing Huawei to use whole network KPI level as a prerequisite for acceptance of the sub-network or the individual phases.

A-2-1

It is prohibited to sign contracts with lump sum price fixed or overcharges shall be refunded to the customer while undercharges will not be supplemented. Any contract with fixed lump-sum price in line with one or more terms as below will be taken as “Fixed Lump-Sum Price Contract”. 1) No specific premise is defined or restricted for the total price; 2) No specific SOW is defined corresponding to the total price; 3) No specific technical specifications or standards are defined corresponding to the total price; 4) For MS contract involved with fueling or electricity, there is no adjustment mechanism of fueling or electricity price, or lump-sum price of fueling/ electricity is fixed; 5) Services not explicitly excluded in TK contract shall be on Huawei‟s account without additional charge to the customer.

A-2-2

It is prohibited to sign a contract which does not contain any specific clauses to protect Huawei's rights regarding variations and change order, or where there is no provision for variations and change order management procedure. It is prohibited to sign a contra ct where Huawei is responsible for any shortfalls and is to be paid a reduced price when the deliverable items fall short of the agreed lump sum price, meanwhile not to be compensated when the deliverable i tems go beyond the lump sum price.

A-2-3

It is prohibited to sign a MS contract without Termination Clause, or without defining reasonable compensation for early termination in Termination Clause.

Variation & Change Order


Prohibited Clauses of Global Sales Contracts 2 A-3-1 A-3-2 A-3-3

A-3-4

Responsibility Matrix & KPI

A-3-5

A-3-6

A-3-7

A-3-8 A-3-9

It is prohibited committing Huawei to take up full responsibility for soft commissioning and cutting-over of competitors‟ equipment. For self-manufactured equipment, it is prohibited committing Huawei to provide customer support service (including spare parts support) longer than the equipments‟ lifecycle commencing preliminary acceptance test. It is prohibited committing Huawei to set up local spare parts warehouse where there is no local representative office or Huawei authorized organizations. It is prohibited committing Huawei to achieve KPI levels for the network when Huawei is not responsible for radio network pla nning and network performance improvement、core network design and corn network performance improvement, NPM service. Details as below: 1) For newly-built or expansion network, it is prohibited committing Huawei to achieve Coverage KPI or Traffic Statistics KPI level for the network when Huawei is not responsible for RND (Radio Network Design) and IT (Initial Tuning). It is prohibited committing Huawei to achieve Traffic Statistics KPI level when Huawei is not responsible for NPI (Network Performance Improvement); It is also prohibited committing Huawei to achieve core network KPI level for the network when Huawei is not responsible for CND (Core Network Design) and CN NPI (Core Network Performance Improvement). 2) For swap network, it is prohibited committing Huawei to achieve the same Coverage/Traffic Statistics KPI level as the original network when Huawei is not responsible for RND (Radio Network Design) and IT (Initial Tuning). It is prohibited committing Huawei to achieve a Traffic Statistics KPI level higher than that of the original network when Huawei is not responsible for NPI (Network Performance Improvement); It is prohibited committing Huawei to achieve the same core network KPI level as the original network when Huawei is not responsible for CND (Core Network Design) and CN NPI (Core Network Performance Improvement); It is also prohibited committing Huawei to achieve a core network KPI level higher than that of the original network when Huawei is not responsible for CN NPI (Core Network Performance Improvement). 3) It is also prohibited committing Huawei to achieve KPI levels for the whole network when Huawei is only responsible for ne twork planning & design and optimization of network expansion. 4) For core network evolution, it is prohibited committing Huawei to achieve or exceed the core network KPI of original network when Huawei is not responsible for CN NPI (Core Network Performance Improvement). 5) For managed service, it is prohibited committing Huawei to maintain or improve the core network KPI when Huawei is not responsible for NPM (Network Performance Management). It is prohibited to commit Huawei to provide billing management service for operators in case that Huawei‟s total liability si more than 20% of the MS contract amount. It is prohibited to make commitment in Cooperation & Subcontracting contracts of MS involved with HR transfer when: 1) Lock-up period of employment of transferred personnel exceeds 24 months; 2) Freezing of recruitment, job transfer and salary adjustment of O&M team members is not required before Huawei takes over the network. 3) Huawei is required to establish mirror O&M team before personnel transfer. It is prohibited to sign MS contract without customer‟s representation or warranty that all data and information provided bythe customer during due diligence are correct, true and complete, or without the clause that Huawei reserves the right to adjust the price in case the customer failed to fulf ill its obligation during due diligence. It is prohibited to make commitment of end-to-end KPI/SLA in case as below: 1) There are network units not provided by Huawei; 2) There is other business running in the customer‟s bearer network; 3) IPTV Managed Services. It is prohibited to make commitment of end-to-end service opening, end-to-end problem locating or end-to-end network O&M in IPTV MS contracts.


Prohibited Clauses of Global Sales Contracts 3

Acceptance

Variation & Change Order

B-1-1

ith reference to the projects as stated below, it is prohibited to commit Huawei to an acceptance procedure based on the whole network. 1) For wireless projects involving over 50 turnkey sites which include civil work or over 200 non-TK sites; 2) For microwave projects involving over 200 hops; 3) For fixed access network projects involving over 200 sites; 4) For optical cable projects involving over 200 kms; 5) For core network projects involving over 1 site, i.e. Center Machine‟s, or network unit; 6) For FTTH (ODN) TK projects which include civil work involving over 2 central offices or over 2000 subscribers; For FTTH (ODN) TK projects without civil work involving over 2 COs or over 4000 subscribers; 7) For IBS integration service projects, including site survey, design, engineer implementation & material supply, est & acceptance, network assessment & optimization, etc., involving over 50 sites; For IBS professional service projects other than engineer implementation & material supply involving over 100 sites.

B-2

(null)

B-3-1

It is prohibited to commit to provide installation, dismantling, removal and maintenance of terminal equipment to end users.

Responsibility B-3-2 Matrix & KPI

B-3-3

It is prohibited to commit Huawei to provide network de velopment design service, e.g. NDC (Network Design Cycle), including but not limited to FTTH (ODN) market demand investigation, valued customers analysis, target buildings determination, ROI (Return on Investment) analysis, business demand and user distribution forecast, future penetration rate analysis, market promotion strategy and collection of market penetration rate of other operators‟ broadband business, data of 3rd-party infrastructure including holding poles, municipal pipelines etc. and competitors‟ information such as distribution of business halls, WiFi coverage etc. It is prohibited to commit Huawei to provide integration services with 3rd-party equipment when there is no equipment agreement signed with the 3rd-party, nor the customer has committed to assume joint liability on relevant risks.


Main points of the presale handover The deliver team should ask the pre-sales for client info, documents of commitments and the other related stuff as soon as gets involved to the project. You will be more and more passive if the handover time lasts too long because you have to deal with the pressure of

customer, the progress of the project management and the coordination of presale handover documents at the same time. 

Require the related documents from presales according to the handover checklist.



Arrange the presale handover meeting to declare the important information and main risks.



Report and handle major issues and risks on time


Presale Handover Documents Checklist 1.1 project background material PPT

The project team has background material which can be used. It‟s better to prepare a summary with more details.

1.2 information material packet

Included but not limited to current network information, frequency allocation table and subscribers distribution.

1.3 project team structure

inner team members and the list of key customers

2.1 The tenders (original version)

Pack the customer‟s original RFP/RFQ with the reference of the RNO.

2.2 customer „s answer of clarification

The answer of the Issue clarification sent by customer

2.3 Polygon of the coverage area

The document of the area definition sent by customer

1 project background material

2 information from customer

2.4 MI information from customer within the tenders

which is not

3.1 technology proposal

technology proposal submitted to the c lient

3.2 SOC Reply Anthology （including KPI）

pay attention to the RNO part in the SOC Replies, especially the replies of KPIs and the acceptance rules and so on.

3.3 clarification PPT after bidding 3 output documents in bidding 3.4 CMT form（risk information）

4 Estimation and simulation project files

E.g. current network information, prediction of the subscriber number.

The RNO-related clarification PPT after bidding and the records of the questions of the customer . The PC & NC clauses table and risk analysis form which are eventually submitted to the project team for assessment.

3.5 Important meeting material, Meeting minutes, KPI memo and so on ,

The important meeting minutes and memos in the presale period, which show the key decision-making, risk control process and results.

4.1 path of maps and other related files

The path of these kind of information

4.2 estimation files

packing as the part of the delivery documents.

4.3 simulation files

get the path of the simulation server


Contract Interpretation and Risk Identification After arriving on the site, the RF TL firstly needs to read the contract and process documents ： 

Scope of work (SoW)



Responsible matrix



Deliverables

 

Acceptance method and standards Expectations of all levels (high level, middle level, and technical level) of customers for the professional service

The general procedure for contract interpretation is as follows: 

Apply to the bidding manager for contract information and electronic technical documents or paper files, including performance acceptance requirement, statement of compliance ( SoC) attachment, reward terms, and penalty/punishment terms.

 

Analyze the responsibility matrix, acceptance standards and conditions, and SoC replies. Submit a contract interpretation report and a risk analysis report to the region and corporate h eadquarter for approval.


Contract Interpretation Part1 Focus on the following customer needs: 

Project duration required by capacity expansion and new site deployment and whether they are carried out with swap simultaneously



Duration required for deploying the new wireless mode and new frequency band



Requirements posed by introduction of new features and new functions, especially those related to KPI acceptance

Define the following working interfaces and responsibilities: 

Who is responsible for the selection of valuable sites (new logical sites of new wireless mode and new frequency band), the customer or the Huawei team?



Among the capacity planning, frequency planning, and other planning works, what are the responsibilities of the customer and what are the responsibilities of the Huawei team?



Who is responsible for data filling of the other vendor network, the customer, the Huawei team, or the third party?



Who is responsible for data collection (DT and traffic measurement), the customer, the Huawei team, or the third party?


Contract Interpretation Part2 Focus on identification of the following risks: 

Whether it involves cell-based acceptance



Whether it has a reasonable threshold for the penalties and what is the probability that the penalty is triggered



Whether it requires Huawei to guarantee of the other vendor's network performance



Whether it requires Huawei to guarantee of the performance in cutover



Whether it requires maintaining or even improving KPIs of the 2G network after refarming



Whether any KPI is abnormal (too high or to o low) after checking performance and problem information of the live network



Whether separate assessment is required for th e new frequency band and new mode, and whether performance comparison with that of the original network (for example, performance of new UMTS 900 MHz site must reach the same level of UMTS 2100 MHz site) is required



Whether the bundling of new functions‟ or new features‟ activation is required as the prerequisite of acceptance



Whether a great increase in the coverage on the entire network is required after new sites are on air


Contract Issues and Risks Management Distribute the identified risks to related responsible person and formulate tracing table for periodic monitoring and report No.

Category

Approach

Responsible person

1

Over-committed KPIs with the exception review process

Require presales to clarify ( CMT tracker, Review comments at all levels, managers countersigned record). Implement activities according to the conclusion of the review

TD、RF TL

2

Over-committed KPIs without the exception review process

presales should replenish the review processes and take the responsibility of guiding customer again

Presales

3

The risks of the implementation proposal

The project management team and the technical team should discuss and decide the strategy together.

PM、TD

4

The risks of the technology proposal

TD, product manager, R&D DPM and related technical team members should discuss and decide the strategy together.

product/version：product manager &DPM Over-committed service: service manager E2E：TD

5

The risks of the RF proposal

RF TL arranges the region and HQ TMO to discuss and review. The frontline RF team im plements according to the conclusion of the review

RF TL


Contents Preparation before acceptance proposal 1. 2.


3.

Human Resource

4.


5.

Cost & Revenue

Main contents of the acceptance proposal Key points of the acceptance proposal •

Checkpoint

•

The acceptance type and payment

•

Acceptance criteria

The secondary negotiations of Acceptance criteria

Reference：

《 KPI_acceptance_proposal_review_v1.0》《 Acceptance Handbook》《RF delivery strategy》


Preparation before the acceptance proposal



Try to make full preparation 

collect the inner experience of acceptance such as acceptance case, acceptance handbook, acceptance procedures, acceptance criteria



collect this customer‟s former acceptance clauses, acc eptance attachments, acceptance criteria





collect other vender‟s acceptance convention against this customer.

Working out the acceptance proposal 

input：contracts/ SOC requirement and inner acceptance proposal.



output：acceptance program with the agreement of both sides.



The inner prepared acceptance proposal could be used as negotiation material after it passes the review of the collective meeting.



Exceeding the request of the acceptance clauses in contr actual prohibited provisions in the acceptance proposal is not allowed. You need t o take the CMT progress if you have to break this.




The relation of the acceptance Checkpoints , type and payment collection



The division of the acceptance responsibility 



define the responsibility of customer, Huawei and cooperator in every acceptance activity.

Trigger condition of the acceptance 

usual trigger conditions: get PAC after X weeks of the cluster migration is finished; get acceptance after the commercial launch of the new-built project; get FAC after X months of the whole network migration finished; start assessment after x% sites are on air if there are many discrete swapped sites in the project.



confirm the most advantage trigger condition of the acceptance according to the difficulty and the local delivery experience.



acceptance criteria



acceptance tools and deliverables requirement 

the template of acceptance / tools-handover should be confirmed with customer.



purchase our products as much as possible to reduce the cost except the customer clearly requires other products or our products are immature.



pre-acceptance proposal 

The inner pre-acceptance should be done to verify the test method and technical risks before the formal acceptance. The risks could be avoided or solved by doing this. Guide the customer to change the acceptance criteria if necessary.



technical risks of acceptance


Select Acceptance Checkpoints on the Basis of Quality Target and Cost Factors sense

Selection criteria

Recommended Node selection Yes

No

migration＋expansion

Few expansion（e.g. the expansion proportion is less than 10%）

swap＋expansion implemented and applied acceptance together

expansion after received the acceptance of migration

migration＋new-built

The new sites are on air when swap is in progress

optimized and applied acceptance with the swapped cluster

single site verification

migration＋ transmission reformed

if the on air ratio of sites is fulfilled the trigger condition of the acceptance

Migration acceptance

single site verification

Migration + Refarming

loose frequency resource

Refarming first and then swap

swap first and then Refarming

Network combination

The site number of two operators is disparity

swap the larger network and get acceptance first ,and then combine.

combine in swap, or combine before swap

open new feature

Packed as the independent professional service separated from migration

implemented after got migration acceptance

only test and get acceptance in Golden Cluster.




relationship among the acceptance node, type and payment collection



Responsibility division of acceptance 

declare the responsibility of customer, HUAWEI and the third party in every acceptance activity.



trigger condition of acceptance  usual

trigger conditions: get PAC after X weeks of the cluster migration is finished;

get acceptance after the commercial launch of the new-built project; get FAC after X months of the whole network migration finished; start assessment after x% sites are on air if there are many discrete swapped sites in the project 

confirm the most advantage trigger condition of the acceptance according to the difficulty and the local delivery experience



acceptance criteria



acceptance tools and deliverables requirement 

the template of acceptance / tools-handover should be confirmed with customer.

 purchase

our products as much as possible to reduce the cost except the

customer clearly requires other products or our products are immature. 

pre-acceptance proposal 

The inner pre-acceptance should be done to verify the test method and technical risks before the formal acceptance. The risks could be avoided or solved by doing this. Guide the customer to change the acceptance criteria if necessary.

 technical risks of acceptance HUAWEI TECHNOLOGIES CO., LTD.

Key points of the acceptance － types and payment collection  acceptance 

type ：

single site verification: using the site level function test and basic DT test for single site acceptance, in order to make sure the site works normal and meets the design of the coverage and performance.



Golden/Trial Cluster acceptance： As the first batch of the swap sites, the aim is to achieve the required target of technical proposal, implementation plan and the product features. It’s important for exposing problems and running the team in.



Cluster KPI acceptance：use cluster level DT test and KPIs to assess, in order to ensure a continuous coverage area made up by several sites which has acceptable performance to meet the service quality requirement of subscribers of our customer.



Preliminary acceptance(PAC) ：It’s the acceptance after the network performance becomes stable after implemented a short-term optimization, usually including one or several clusters.



Final acceptance(FAC)：This acceptance is raised when the network performance meets the final requirement in the contract after the whole project has been implemented and has been optimized for a middle period.



acceptance and payment collection ： 

try to make the RF acceptance just is related to the service reward terms.



Increase the reward terms ratio to speed up the refund and reduce the risk


Key points of the acceptance  Acceptance  

dimension ：

For the KPI assessment , it’s recommended to use in the cluster level acceptance. Avoid the cell level KPI acceptance and only one time of acceptance for the whole network.

 Assessment 

acceptance criteria

contents:

to assess the DT performance only in the new-built project because the traffic is very low just after the commercial launch；



assessment items should not be too much. Combine the related or included items together;



the assessment of traffic and throughput are not suggested ；



not suggest to assess the KPIs related to coverage if the customer is in charge of network planning.



KPI definition：  



KPI formulas should be filtered according to the quality target in the contract for new-built project ； the KPI formulas should use the mapping result in the migration project.

Busy hour definition ： 

the definition should consider the assessment rationality and the reports/OSS operability.



avoid the cell level busy hour, avoid the occasional traffic burst, avoid the affection of the season and the subscriber behavior.



DT test： 

the DT test standards should consider the DT outsourcing cost and the quality requirement, including routes selection( recommend to choose main load and VIP routes), test method( avoid duplicated tests), tools( recommend to use Probe & Assistant, avoid to use scanner in 2G only project and MOS test device).


Generally both parties of the contract must abide by the acceptance standards and requirements listed in the contract, which should not be modified frequently. However, the delivery team needs to communicate with the customer under the following conditions: 

The acceptance standards are missing or unclear.



Some KPIs in the contract are obviously over committed and out of Huawei's delivery capability.



The test items listed in the contract are out of Huawei's test capability, leading to heavy workloads and risky delivery.

KPI Negotiation Policy and Techniques 

Do not show cards in your hand at the very beginning.



Do not accept the customer's inappropriate requirements at the very beginning.



Find the weakness and loopholes. Find and negotiate the explicitly inappropriate part of the c ustomer's requirements to psychologically make the custom er admit the unreasonable requirements.



Benefit from other aspects when sacrificing a KPI or win im portant KPIs by abandoning insignificant KPIs.



Try a good-cop, bad-cop routine. One fights for the KPIs from the aspect of t echnology and another harmonizes the mood.



Pay close attention to the customer's response and control the negotiation pace.



Establish a win-win situation.



Break the deadlock by changing the negotiation location, t opic, and providing a sop.



Do not negotiate with multiple departments at the same time but only negotiate with the core department (network optimization department).



Do not negotiate with too many people at one time. Negotiate with the decision mak er on the customer side, such as the supervisor of the radio and perform ance departments.


Contents 1. 2. 3. 4. 5.



Human resource planning procedure



RF organization structure & human

Pre-sale and Contract Acceptance requirement Human Resource

planning

Cooperation & Subcontracting Cost & Revenue



RF deliver members composition



RF project structure



RF work division and configuration strategy

reference：

《RNP TL Courses-Human Resource Management for RNP Project 》

《Typical configuration of the RF deliver project》 HUAWEI TECHNOLOGIES CO., LTD.

RF human resource planning procedure

WBS

D e t e r m i n e t h e w o r k s c o p e

Task

Estimation of the project management team

Estimation of fulltime engineer

Work division among roles Design of the organizational structure

Estimation of parttime engineer

Estimate cooperation resources

RAM

WBS

•

•

Design of the organizational structure

Output

R e s o u r c e a c q u i s i t i o n

•

Responsibility Assignment Matrix

•

Human resource demand

•

Appointment of the project team

management table

•

Cooperation resource demand

Member-based RAM

•

table

Tool and technology

WBS table (template)

•

•


A p p o i n t m e n t o f t h e p r o j e c t t e a m

•

Staffing criteria for network planning and optimization Human resource demand management table (table)

•

Appointment of the project team (template)

•

Project team member table (template)

RF delivery members structure  TL customer communication project organization cooperation management High level

10%

Middle level

20%

Technical Support design technical proposal resolve complex problem

analyze DT result Analyze backstage performance Optimize parameter planning 50%-70% outsource

Low-level work：basic Action Low level

70%

SA

DT/CQT test, Single site test and verification request 100% outsource

： manages the planning, resource,

risks ... in the service delivery implementation period, guarantees the quality and the satisfaction of inner/outside customers.  The delivery system architect who is facing the customer network is responsible for deliverability and economic ability.  in charge of the design /implement of the technology proposal, assist TL to manage the technical risks and network quality issues. ： Our own RF RNO/RNP  engineers /consultants are in charge of specific service implementations, are under management of TL and guided by TS in technical field.  outsource the basic low-techrequested work (such as DT/CQT tests/reports) to the third party.

SA introduction：This is the unified name of the high level engineering job types setup by headquarter recently. SA should attend the presale reviews of the important network planning meeting, and make sure to close all the related technical risks. SA should take the responsibility of the important after-sale network planning. SA should be on the frontline of the important project from the period of the DTRA/B design to period of the rear DTR1/2 network design finished. After that , SA can undertake the remote assurance responsibility. HUAWEI TECHNOLOGIES CO., LTD.

RF project team structure 

recommend to use the functional structure which is suitable for big project as each team knows it’s target and responsibility clearly；



The diagram below shows the structure of the big RF delivery project in order to list all the possible grouping in all the periods. The details of the application strategy are described on page 6~7. RF Team Leader SA RNP TL RNP engineer

RNO team

TS

RNP team

VIP Care Team

Region 1

RNOTL

Region TL

Region 2..N

Region TL

Tool team Tool SE

Performance monitoring

Tool development

Para optimization

Tool application

Trouble Shooting

Tool engineer

RNO engineer

survey

DT

survey

DT

Planning& design LLD

RF optimization

Planning& design

RF optimization

Planning engineer

Para optimization Trouble Shooting

RNO engineer


Planning engineer

Para optimization

Trouble Shooting RNO

engineer

The team structure should be adjusted flexibly according to the project specialty and the skill level of

the members. it’s evolved in different periods of the project to keep the best balance of the quality and the efficiency: A.

Increase resource in the early period. TL/SA/TS and the RNP key engineers should be in place ASAP to start the work of presale proposal review( presale handover), Contract interpretation, risk analyzing and the whole network RF planning.

B.

Division of TL and SA ：TL’s responsibility is to communicate and guide customers and manages inner coordination；SA is in charge of the technical support, is the interface to the HQ and R&D.

C.

RNP resource should be transferred to RNO gradually in the middle period after the main planning works are finished.

D.

The resource released gradually at the end of the project except the performance monitoring people and the people who assure the progress of acceptance.

E.

Setup the tool team in the preparation and climbing period to recognize the tool requirement , confirm the tool scheme, develop the custom tool and build up the tool platform. Keep the minimum resource after the tools become stable.

F.

The structure should be suitable for the interface of the customer, especially for the resource strategy

that the resource is centralized in the region or central city. It’s decided by the structure & responsibility division of the customer’s central and region office. G.

RNO, performance monitoring, VIP care should be set separately or entirely is according to the project. HUAWEI TECHNOLOGIES CO., LTD.

RF work division and configuration strategy Team Leader(TL) mana geme nt

(SA) (TS) Tool SE Tool team

Tool develop Tool application Planning TL

RNP team Planning Engineer Cent ral offi ce

RNO TL Performance monitoring RNO team Para optimization Trouble Shooting

VIP Care Team(Optional)

Region TL/TS Survey Planning

Regi onal offi ce

Planning& design DT

optimization

RF optimization engineer

in overall charge of RF project resale proposal review and design for important network Formulation of technical proposal and chief foreign interface of technology. tool requirement clarification and formulation establishment

TL

own resource

SA

HQ

TS

own resource

TS /NPOE

own resource

tool develop, test and maintains

NPOE

own resource

local implementation of tools

Technician

partners

responsibility of planning quality and progress, the interface to the customer RNP department whole network simulation and TK planning usual undertook by TS, in charge of achievement of the KPI and implementation of the optimization routine performance reports, KPI monitoring, problem alerting, project tracking network level parameter optimization, feature implementation handling important problem and problems with the same nature setup a special team only if need to deliver VIP care service or have the high request of the complain handling. Usual combined with the RNO team in common project in charge of the regional RF work and the interface to the regional customer. Recommend to use local engineer who can impel the surrounding teams. Planning site survey

TS /NPOE NPOE/Consultant TS /NPOE Technician

NPOE/Consultant NPOE/Consultant

own resource own resource ,consultant own resource partners own resource ,consultant own resource ,consultant

NPOE/Consultant

own resource ,consultant

NPOE/Consultant

own resource ,consultant

Technician

partners

Cluster level estimation & simulation 、RF planning for NPOE/Consultant sites、details planning(LLD)

Local ，partners

DT data collection & handling ,problem analyzing and output reports.

Partners

Technician

antenna adjustment and installation quality check.

NPOE/Consultant

Local

，partners

Para optimization

Cluster or lower level parameters adjustment

NPOE/Consultant

Local

，partners

Trouble Shooting

complains, worst cell handling

NPOE/Consultant

Local

，partners



Own resource：Local（Resident + project system engineers）、RSRC（region resource）、 GSRC（global resource）， HQ(HQ RF engineer)



only core rules of the TOP level project can apply the HQ resource to served



Own resource(RSRC/GSRC) and consultant proportion follow the local strategy, 1:1~1:2 is suggested


Contents 1. 2.




RF outsourcing



RF outsourcing key points

3.

Human Resource



Outsourcing strategy

4.




RFQ/RFT design

Cost & Revenue



5.

Bidding、Contract and Approach



cooperator management

Reference：

《RNP TL Courses-Cooperation and Subcontracting Management for RNP Project》


RF outsourcing summary Project RF Outsourcing Strategy RFQ/ RFT Design Issue RFQ and Evaluation Inform Winner And Preparation Signing Contract/ po Project Implementation Performance Evaluation Payment/Penalties Overall Evaluation and Future Cooperation Suggestion


Subcontractor cooperation could reduce the deliver cost. In these years, the proportion of the cooperator resource are increased so much, and the outsourced work category is expanded from low-level DT, survey to site level or region level RNP&RNO. The management quality of the cooperator will directly affect the deliver cost and quality of the project, which should be treated as an important work in the implementation period. RF TL should pay attention.

RF outsourcing key points

strategy

Get the outsourcing white paper from local CEG and confirm the outsourcing strategy as follow: 1. Forecast and distribution of engineering amount 2. Form of subcontracting (for details, refer to the following section) 3. Details of subcontracting (low-end modules and high-end modules) 4. Object and share (balance strategy and regional coefficient) 5. Supplier entry threshold (certification threshold) 6. Supplier object entry threshold (high tension line) 7. Supply & demand analysis, and strategy of resource introduction 8. Price following strategy 9. Determining the upper limit price for bid and the budget for project cooperation (price reduction) 10. Plan on supplier resource availability 11. Technical evaluation form for suppliers


Project General Information

Project Requirement Expertise; Personal Arriving/ Leaving; Project Schedule; Project Quality; Measurement; Project Document; Customer Satisfaction; Resource Platform; Tool Requirement

Commerci al Part

•

Project Background General Work Load Team Structure Scope of Work Responsibility Matrix •

•

• • •

•

• •

Attachment Commercial Quotation Project Manpower Introduction S0C •

Payment Terms Penalties

• •

•

•

• •

• •

RNP/O RFQ/RFT – technical requirement details quality request of the key position implementation period, planning and progress requirement

documents and deliverables requirement Acceptance criteria and KPI definition

The content of RFQ/RFT will become contract clauses according to the answer and promises of cooperator. HUAWEI TECHNOLOGIES CO., LTD.

RF outsourcing key points cooperator management system 1 pressure transfer contract signing.

declare the project requirement by the segment of purchase order and

2 read contract info read the contract signed with customer and the contract signed with cooperator , and manage the project by following the contract. 3 coordination kick off meeting declare the project request, management system, progress management and the acceptance contents to the cooperators. 4 project analyzing meeting & summarizing meeting: organize the HQ, region and representative office stuff to analyze the project progress, human resource, technical issues and risks. 5

customer expectation management

6

report and communication: require the cooperator TL offers weekly progress reports.

7

checklist, monthly acceptance/progress/KPI achievement analysis

8

monthly project estimation of the cooperators’ operation

9 customer satisfaction survey communicate with the customer who is in charge of the project to grasp the satisfaction situation of all levels. 10 document review require the cooperators submit the report on time according to the provision, and organize people to assess the quality. HUAWEI TECHNOLOGIES CO., LTD.

Contents 1. 2.

Pre-sale and Contract



Cost management 

RF deliver cost composition



RF deliver cost control

Acceptance requirement

3.

Human Resource

4.




Revenue confirmation methods

5.

Cost & Revenue



methods compare & progress



revenue confirmation

report reference

《NIS revenue management》《RNP TL Courses-RNP Project Cost Management》

《the Template of Progress Report》 HUAWEI TECHNOLOGIES CO., LTD.

Main contents of cost determination: acceptance clauses, resource planning( own resource and outsourcing), technical service planning and tool procedure.

S E u x b p e c o n n s e t r a s c o n t i n C g o o p e r a t i o n

National Work Hour

+

Basic Work Hour

N e t w o r k S c a l e

S c o p e o f W o r k

E f f i c i e n c y B a s e l i n e

+

I n r o u S t e t a W n d o a + r k r d H o u r

M a n a g e m e n t W o r k H o u r

Regional Man Day Cost (Provided by Financial Department)

Self-Owned Delivery Manpower Cost Manpower Cost


+

Expenses on Tools, Instruments and Vehicles

=

Cost

RF deliver cost control



acceptance clauses: 

avoid to take the responsibility of the low profit work such as model calibration , background electromagnetic wave test and external frequency interference elimination.



over Commitment terms( cell level acceptance , ranking request, performance assurance for other vender, KPI increase X% after swap..) will extremely increase the cost investment. It should be reviewed by CMT and require the service payment.



guide the customer to accept the more reasonable and concise acceptance criteria if the KPIs /rounds of acceptance are too much or DT routes are too complicated.



resource planning 

reduce human resource number under the guarantee of the deliver quality. Arrange own resource of suitable level to meet the mission request. Resource should be on board by demand and release in time.



lead the competition into the outsourcing activity. Choose the suitable outsourcing mode according to the local deliver rules. Make sure the pressure is transferred to the cooperators.



technology service proposal 

avoid to use the immature program( product, service, feature), confirm the deliver responsibility and assurance mechanism.



customer requirement management. Should be raise the alteration of contract and get payment if the customer requirement lead to extra work or duplicated investment.



tool procedure 

choose own tools. According to the cost to buy or borrow the external device.



it should develop customize tools in big project, e.g. SmartRNO or iSwap. Take the efficient migration/optimization guide/ Genex tools into the SOP to increase the deliver efficiency and reduce the

human resource at the same time. HUAWEI TECHNOLOGIES CO., LTD.

Revenue confirmation methods 

Revenue confirmation methods： 

determine the service revenue can be measured reliably: if no, 100% confirmation when service accomplished ; if yes, choose the following methods to confirm the progress:

1.

Equipment POC: The service accomplishment progress can be recognized by the acceptance progress of equipment . The acceptance of equipment means the function acceptance agreed in the contract, and should have be trigger the payment of the corresponding milestone ；

2.

Other POC: When the output of the service is tested and verified, the accomplishment progress can be confirmed according to the accomplished percentage of the work ；

Default rules of the service revenue confirmation methods Service

RF service

Sale with main equipment Sale without main equipment service quoted price in secret

Meet the70/90 strategy?

N

Equipment POC

Y

Other POC

manually adjust

revenue confirmation methods will be auto created in CA system according to the service product and contract information. RF TL should feedback to the project/country treasurer( usually within one week after the signing of the contract) HUAWEI TECHNOLOGIES CO., LTD.

Revenue confirmation methods compare 

Sphere of application compare 

Equipment POC: suitable for project with the service progress is synchronized with the equipment installation progress, and can not received PAC or progress alone.



Other POC: suitable for the situation of small amount, the assessment period is short and can received PAC or progress alone.



Recommendation of Other POC ： 

For most of the complicated project, if the service can finish before the equipment ( such as network planning) or it‟s hard to get the equipment PAC, the method of Other POC is recommended.



Report of progress： 

If the assessment period for PAC is very long, revenue confirmation should be base on the progress report signed by customer. And the revenue confirmation should

avoid the total or noting situation. 

Confirm the project progress percentage with customer according to the site activation proportion or service deliver actions( such as single site v erification, RF optimization, KPI achieved). When the progress reaches 100% , get PAC and

support the revenue confirmation.


RF Network Planning and Optimization V100R002 Delivery Guide(Preparation) 01-En

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