18.05.2004 management of large tetra project 1 structure and management of very large tetra project...

18.05.2004

Management of large TETRA project1

Structure and management of very large TETRA project

Seppo Seitsonen, JP-Epstar Ltd.

tel +358 9 682 6696, email [email protected]

218.05.2004

Management of large TETRA project

Introduction

Describtion on how a nationwide and shared professional mobile radio project has been succesfully managed in Finland

Conclusions are personal views of the authors and are not official views of Finland’s Ministry of Interior, or VIRVE Unit

Authors are JP-Epstar’s consultants, who have worked in the VIRVE project since early 1990s, and performed tasks such as– Identification of requirements– Costs analysis– Assistance in the procurement process i.e. RFQ preparation,

evaluation of tenders, contract negotiations– Assistance in management of the implementation– Auditing network performance

18.05.2004

Management of large TETRA project3

JP-Epstar

Independent telecommunications consulting and engineering company

Subsidiary of Jaakko Pöyry Group

Extensive experience in network based telecom business and projects, such as professional mobile radio systems for authorities and industries

www.epstar.fi, www.poyry.fi

http://www.epstar.fi/

http://www.poyry.fi/

418.05.2004


VIRVE Network today

Authority Network = “VIRVE”

1200 Base stations Nationwide coverage 15 Switching centres 200+ Dispatcher work stations Capacity for 50 000 user/terminals 22 000 users/terminals (2003),

growing Service is well accepted by users

1200 km

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VIRVE user groups, public authorities

Defence ForcesDefence Forces

•Peacetime security operations•Inter-authority co-operation•Peacetime security operations•Inter-authority co-operation

Ministry of Transport and CommunicationsMinistry of Transport and Communications

•Civil Aviation Authority•Meteorological Institute•Navigation Administration•Telecommunications administr.•Road Administration•National Broadcasting Company

•Civil Aviation Authority•Meteorological Institute•Navigation Administration•Telecommunications administr.•Road Administration•National Broadcasting Company

Customs AuthorityCustoms Authority

Ministry of Trade and Industry

Ministry of Trade and Industry

•Nat. Emergency Supply Agency•National Food Administration•Safety Technology Authority

•Nat. Emergency Supply Agency•National Food Administration•Safety Technology Authority

Ministry of Social Affairs and Health

Ministry of Social Affairs and Health

•Operations in Normal Conditions•Preparations for emergency situations

•Operations in Normal Conditions•Preparations for emergency situations

Ministry for Foreign Affairs Ministry for Foreign Affairs

Other User GroupsOther User Groups

•Population Register Center•Technical Research Center of Finland

•Population Register Center•Technical Research Center of Finland

Ministry of the InteriorMinistry of the Interior

•Police•Rescue Services•Frontier Guard

•Police•Rescue Services•Frontier Guard

Ministry of the EnvironmentMinistry of the Environment

Ministry of JusticeMinistry of Justice

•Accident Investigation Agency•Accident Investigation Agency

Prime Minister’s OfficePrime Minister’s Office

Office of the President of the Republic

Office of the President of the Republic

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Background of VIRVE-project

Background High number and dedicated emergency centers of police and rescue

organisation were found inefficient and expensive Separate and incompatible radio system of police and rescue caused

several operational limitations

Goals Reduce number of emergency centers and make them common Public safety organisation wanted to intensify their mutual cooperation Ministries of Interior, Defence and Transport and Communications

preferred a common radio communication system

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Phases of VIRVE project Feasibility Evaluation

– Identification of user requirements, technology evaluation, the first cost estimations.

Procurement– Preparation of the requirements for the VIRVE network, decisions

concerning the scope of procurement, tendering and evaluation of tenders.

Implementation – Implementation of the network, terminal distribution and network testing.

Early Operation– Operation during the implementation phase.

Regular Operation– Operation when the most of the network had been implemented.

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Time schedule of VIRVE project

Task Name

Development of cooperation

Studies of cooperationbetween usersPilot combined rescuecentresRegular combined rescuecentres

Development of VIRVE

Feasibility

Procurement

ImplementationPhaseEarly Operation

Regular OperationPhase

H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1H2H1

1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

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Phase 1: Feasibility study phase

Ministy of Transport and Communications (neutral party) set up a project team

Most essential system requirements were managed communication within and between organisations, group call, fast call set up, encryption

Common view: A professional mobile radio system was required, cellular services do not meet requirements

No single organisation could set up the network Ministry provides the network (investment), users pay for service

(operational cost), ”normal” budget structure, outsourcing of the network operation

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Phase 2: Procurement phase

VIRVE project was moved to Ministry of Interior due to user organisations and easier budget allocations

A part time project team was not enough -> VIRVE Unit was established Network tender:

– Focus on network functionality and features for users – Technology not fixed

Operator tender: – Focus on implementation and operation of the network– Supplier information provided

Contracts and responsibilities (1997): VIRVE Unit, supplier, operator, users

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Phase-3: Procurement phase, contracts and responsibilities VIRVE Unit

– Design parameters for the network: coverage in different areas, capacity, interconnection

Network supplier– Installation and commissioning of the first two switches and 120 base stations– Maintenance support, software support

Network operator– Site acquisition, radio-network planning, – Trunk network, interconnection planning– Installation and commissioning of rest of base stations and switches, and

Dispatcher WSs– Maintenance and user support

User organisations– Procurement of terminals– Implementation of VIRVE service in their own operations– Integration of control-room applications with the VIRVE service

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Phase-3: Procurement phase, conclusions

1. Much easier to obtain funding for the improvement of co-operation than for a new network

2. Funds for a full-time project organisation needed from beginning3. With only two supplier candidates for each tender, real competition was

maintained 4. Frame contracts signed with the supplier -> flexibility 5. Handling of terminals and user applications as separate projects made the

network project simpler, less costly and easier to manage6. Time pressure meant that the contract for operator services had some

inadequacies7. Better contracts management if

– Installation of the network and operation during the installation phase -> Two contracts for the installation period

– Regular operation -> One contract at end of the installation phase (better knowledge)

8. TETRA systems were still prototypes -> extensive system testing was required

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Phase-4: Installation and early operation Installation

– 5 phases according to yearly budget allocations– System testing in Helsinki area -> difficult to get sites– Base station rollout went smoothly– Need for Dispatcher WS turned out to be much less

System testing– Terminals from several manaufacturers were missing– Tests made by different user groups were not coordinated well enough

Management centre– 24h network management and user support was established (run by VIRVE

operator) Terminals

– Distributor was selected through an open tender Implementation of VIRVE service

– Planning of work processes took a lot of time– Availability of terminals which fulfilled requirements was delayed -> waiting– Group call feature in large area was not available -> problems in daily operations

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Phase-4: Installation and early operation, conclusions1. Stronger coordination and guidance by VIRVE Unit could accelerate

implementation of VIRVE service within user organisations

2. Today VIRVE network could be implemented in 3 years, instead of 5 years, cost savings as parallel systems are needed for shorter time

3. Users wanted to be sure that the service would meet their need before start using it, a 3.party quality audit of each part of the network might increase confidence

4. It is very important to arrange efficient handling of user fault reports, their analysis and provision of feedback -> increased confidence

5. Definition of usability of service is different for each user group -> implementation of the new services takes different amount of time in each organisation

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Phase-5: Regular operation Complete network

– 1200 base stations by end of 2002– Capacity up to 50.000 user terminals– Network wide group call feature and data services– Wide range of compatible terminals

Routine VIRVE operation– Normal network maintenance, customer service, network performance

monitoring– Right moment to specify operator tasks in detail, including performance

indicators Some open issues

– Management of subscriber data, complete agreement with users– Application on packet data services– Network wide call recording service– Only average indoor coverage in cities, dedicated solutions needed for special

sites– Usage based billing

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Project organisation of VIRVE activities (early operation phase)

VIRVE Board

VIRVE UnitOperational Group

Technical Group

Ministry of Interior

Supplier Operator

Distributor

Co-operation groups

VIRVE-executive groupsVIRVE-executive groups

VIRVE-executive groupsVIRVE Executive groups

National

Regional

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Organisation of VIRVE activities (early operation phase) VIRVE Board

– Tasks: main decisions, project supervision– Members: ministry, main user groups

VIRVE Unit– Tasks: procurement, management, administration, economy, planning, organisation,

supervision, tech. guidelines– Members: dedicated organisationOperational Group / Technical Group

• Tasks: definitions, specifications, operational models• Members: main user groups

VIRVE Executive groups• Tasks: commissioning, start-up, user information, capacity planning, support for service

implementation• Members: main user groups

Supplier / Operator / Distributor– Supplier: delivery of network equipment– Operator: network planning, operation, maintenance, reporting of network matters, provision

of infrastructure– Distributor: terminal distribution and settings– Common 3-party groups: seamless co-operation

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Summary of project organisation / parties in each phase

Feasibility evaluation

Procurement Implementation Early Operation Regular Operation

Ministry of Transportation & Communication

Ministry of Interior Ministry of Interior Ministry of Interior Ministry of T&C

Part time project team

Full time VIRVE unit

VIRVE unit VIRVE unit

Network supplier, network constructor

Network supplier

Network constructor

Network constructor, operator and manager

Service provider, state ownership

User organisations User organisations User organisations

Terminal distributor

Terminal distributor

One terminal supplier

Several terminal suppliers

1918.05.2004


Experiences from regular operation phase

1. Some issues remained / can remain open during the project

2. More effort/attention in the planning phase should be put on– Management of subscriber data and billing– Implementation of applications– Network wide services/functionality– Indoor coverage in cities

3. Some user groups, like municipal organisations, are difficult to get– Marketing is required– Predefined product packages are required

4. Traffic per user is lower than expected– Coverage is more important than capacity

2018.05.2004


Why VIRVE was successful project?

VIRVE is part of an on-going project to improve the level of co-operation between the country’s different public safety organisations– All major government ministries have supported it

VIRVE is a network project only– Terminals and user applications do not belong to the VIRVE project,

they are part of a parallel project managed by the user organisations– This approach has helped to avoid VIRVE becoming a mammoth

project which is too costly and too complex to handle

2118.05.2004


VIRVE today

VIRVE project was successfully completed at the end of 2002 Gradual substitution of old analogue systems during 2003 VIRVE service is well accepted by users Number of users is expected to grows up to 50.000 Since beginning of 2004, the project organisation was converted to an

operational one– State owned service provider

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Project management environment 1. Business model and strategy2a. Operator agreement2b. Supply agreement2c. Construction agreement3. Supply agreement4. Agreements for use5. Supply agreement6. Service development /

provision agreements

1

Project Owner &Network

Service Provider

Project Owner &Network

Service Provider

Business Model for providing network services

Business Model for providing network services

Network OperatorNetwork Operator

Network Equipment Vendor

Network Equipment Vendor

Network ConstructorNetwork ConstructorTerminal

Equipment Vendors

Terminal Equipment

Vendors

User Application Providers

User Application Providers

User organisationsNetwork providers

2a

2b

2c3

4

56

National administrationsCentral administrationsCounty administrationsSafety authoritiesEssential enterprisesOthers

National administrationsCentral administrationsCounty administrationsSafety authoritiesEssential enterprisesOthers

2318.05.2004


Thank You

Seppo Seitsonen

JP-Epstar Ltd

Tel. +358 9 682 6696

Email [email protected]

mailto:[email protected]

18.05.2004 management of large tetra project 1 structure and management of very large tetra project...

Documents

network testing

virve unitauthors

implementation implementation

network based telecom

emergency situationsministry

technology evaluation

evaluation of tenders

rescue organisation