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Feasibility Study forBuilding DisasterRecovery Site (DRS) atJessore SoftwareTechnology Park (JSTP)

Inception Report

30th August 2015

Table of Contents

Feasibility Study for Building Disaster Recovery Site (DRS) at Jessore Software Technology Park (JSTP) - Inception ReportPwC 2

Table of Contents

1. Acknowledgement 4

2. Executive Summary 5

3. Scope of the Engagement 6

3.1. Project Scope 6

3.2. Overview of the Scope of Work 7

4. Approach & Methodology 9

4.1. Overall Approach and Methodology 9

4.2. Understanding of Assignment 12

4.3. Project Deliverables & Timeline 13

4.4. Project Assumptions & Dependencies 13

5. Project Plan & Resource Deployment 15

5.1. Project Plan 15

5.2. Team Deployment Schedule 16

5.3. Month wise Team Deployment Schedule 17

6. Project Organization Structure 18

6.1. Project Organization Structure 18

6.2. Steering Committee 18

7. Project Governance & Communication Plan 20

7.1. Governance/Communication Plan 20

7.2. Issue Escalation Matrix 20

7.3. Acceptance and Sign off Plan 21

8. Appendix 22

8.1. Minutes of Meeting & Key Notes– 22

8.2. Templates – 31

8.3. Annexures – 34

Glossary 43

Table of Contents


Document Control

Change Record

Date Revision Author Change Reference

23rd August 2015 V 1.0D. Aditya PrasadJena

Initial Version

28th August 2015 V 2.0D. Aditya PrasadJena

Comments incorporated

30th August 2015 V 3.0D. Aditya PrasadJena

Final review comments incorporated

Reviewers

Date Name Role

24th August 2015 Ashis Sanyal Team Leader

30th August 2015 Amulya Patnaik Partner

Distribution

Date Name Role

30th August 2015 Ashis Sanyal Team Leader

Approval by BCC

On Behalf of BCC On Behalf of PwC

Name Name

Signed Signed

Date Date

Acknowledgement


1. Acknowledgement

We would like to take this opportunity to thank Bangladesh Computer Council (BCC) and World

Bank for providing us the opportunity to conduct this detailed exercise of Feasibility Study for the

Disaster Recovery Site at Jessore STP.

The PwC team would also like to place on record its appreciation and heartfelt thanks to Mr. Rezaul

Karim (Project Director, BCC), Mr. Tarique M Barkatullah (Deputy Project Director, BCC), Mr.

Md. Jahangir Alam (Project Director, Hitech Park Project), Mr. Farhad Hussain (Technical

Specialist (World Bank), BCC) and all the senior officers and functionaries, who have so far helped

the team by sharing their views, opinions, and inputs during the course of preparation of this

Inception Report.

In this regard, the team also acknowledges the support and cooperation provided by Mr. Md.

Fayekuzzaman, Managing Director, Investment Corporation of Bangladesh (ICB) and other

officials of ICB.

PwC team would also like to convey deep sense of gratitude and appreciation to the entire team of

BCC & World Bank, for all the patience in addressing the queries submitted to them during drafting

of this Inception Report. Serious apologies are submitted in advance in case any name has been

missed out.

Executive Summary


2. Executive Summary

The Information and Communication Technology Division, Ministry of Post, Telecommunication and

Information Technology and Investment Corporation of Bangladesh (ICB), along with the State

owned Commercial Banks and financial institutions of Bangladesh, have agreed in principle for joint

collaboration to build a Disaster Recovery Site (DRS) at Jessore Software Technology Park (JSTP),

Jessore.

Building DRS at JSTP Project is an important initiative with massive significance for the People’s

Republic of Bangladesh. It is also envisaged that the DR Site at Jessore to play an effective role in

terms of tapping the growing Data Center (DC) /DRS business needs in the neighbouring countries,

especially that of eastern India (due to proximity and availability of terrestrial lines from there), other

parts of India and South-East Asia.

The primary objective of the project is to build a state-of the art Disaster Recovery Site (DRS) in

Bangladesh, to facilitate business continuity and disaster recovery for ICB, Commercial banks,

financial institutions and other government and private institutions at home and abroad, In addition,

this data center is envisaged to provide collocation and hosting facility to other firms.

Further, to operate this DRS, it is planned to establish a technologically and financially viable and

sustainable independent commercial company, to be registered with the Registrar of Joint Stock

Companies and Firms of Bangladesh. The DRS would be an IT-servicing hub, not only for the

financial sector but also for manufacturing, Information Technology and Bio-Technology sectors.

As a part of project schedule, PwC takes pleasure in submitting this Inception Report. This report

forms the first deliverable of the project “Feasibility Study for Building DRS at JSTP” assigned to

PwC.

Objective of the Inception Report is to clearly spell out the following:

Objective and Scope of Work, indicating the overall objective of the project and the scope ofwork based on the discussions and consultations with the stakeholders

Approach and methodology, summarizing the consultants approach and methodology thatwould be adopted for this engagement

Overview of the inception phase, including the discussions held during inception meetingand interactions took place at ICB, on key priorities, concerns and the key findings from the studyduring the inception phase

Work plan detailing the activities and timelines for delivery of the project and the supportrequired from BCC

Identified Assumptions and Dependencies related to the project

In this report, also covered are the PwC perspective on the Feasibility Study, overview of

methodologies and framework to be utilized during the project, project governance structure and

communication plan, assumptions and exclusions, few sample templates to be utilized to form

deliverables/ reports.

Scope of the Engagement


Preparation of Technical FeasibilityReport

A. Project Kick-off and plan finalization

B. AS-IS Assessment, Risk identification andmitigation planning

C. Data Center Designing and Capacityestimation

D. Data Center Bill of Material ( BoM)preparation and Cost estimation for Non IT,IT and all other componenets includingOperations

Defining Vision Mission Objectives(VMO) and Market Assessment (

Business Plan)

A. Defining Mission, Vision Statements andHigh Level Strategic Objectives

B. Conducting Market Assessment andSegmentation Analysis

C. Developing ICT based OperationalModalities

D. Formulating the Business Plan

E. Defining Organization structure andmanpower requirement including trainingneed analysis

F. Master Project Schedule

Preparation of Financial FeasibilityReport

A. Detailed Financial feasibility analysis

B. Component wise cost and revenueestimation including sugggestedimplementation plan

C. Financial analysis

D. Identification of Risk Management,Control and Compliance procedures

3. Scope of the Engagement

3.1. Project Scope

At broad level, the scope of this assignment is summarized as below:

1 2

3



3.2. Overview of the Scope of Work

Detailed scope of work is mentioned in the Request for Proposals (RFP) published by BCC. A brief

description of few tracks in the PwC approach is as follows:

Preparation of Technical Feasibility Report – The activities in this track would lay thefoundation on which all subsequent activities of the project would depend. To carry out the feasibilitystudy it is important to understand and analyze the technical and physical requirements of the DRSlocation. A correct identification of the location capabilities would enable an accurate assessment ofwhat is needed to meet the objective of building state of art disaster recovery site at the location.

Preparation of Financial Feasibility Report & Business Plan –The key to any successful

business is the robust planning process that happens at the start of the venture. A key requirement of

this stage is to ensure that the PwC team has a good understanding of ambitions, plans, expectations,

vision, inhibitions that BCC has for the proposed DRS Company.

After developing such an understanding the focus would be on transforming this understanding in

association with prior experience and expertise of PwC into an actionable business plan. To achieve

this extensive knowledge of larger PwC teams, who have worked with the Government and Public

Sector on previous business planning and strategy formulation assignments, as well as of other team

members, who have expertise in the development of corporate and IT strategy, would be utilized.

For the market analysis, a market assessment framework, as depicted below, would be utilised:



Our purpose for this step is to undertake an analysis of the implications of the current situation on

the delivery of our desired future state/vision, clearly articulating key priorities which define the

opportunities to capitalize on and which threats to tackle, considering the market and competitor

analysis.

PwC would deploy its expertise in the area of market assessment and secondary research to

undertake following key activities of this stage:

Study of existing local market, market size, potential, customers, competition, if any, through

discussions and secondary research.

Undertaking international benchmarking study to understand the operational and management

structure, profitability, margins, key drivers, market analysis, trends etc. in regard to DRS market

Presenting the findings of market and segmentation analysis and strategies to BCC.

• Obtain DR Servicesmarket overview

• Conduct Secondaryresearch through:o Annual Reportso Industry analyst

Reportso PwC Research

Databases• Develop list of

interview participants

• Conduct Demand-Sideassessment/ validation

• Conduct Supply-Sideassessment/ validation

• Macro-factors/PESTLE analysis

• Develop Interviewquestionnaires

• Conduct Preliminaryrisk assessment

Conduct Discussions &Research:

• Validation of marketassessment outputthrough discussionswith key vendors

• Obtain MarketInsights

Approach & Methodology


4. Approach & Methodology

4.1. Overall Approach and Methodology

PwC considers that an overall consultative/ participatory approach involving the key partners for

such an assignment is essential for success. Therefore, post contracting the inception phase was

initiated with the Kick-Off meeting (10th August 2015) and meeting with ICB (13th August 2015), with

the aim of bringing in common and shared understanding of the objectives and goals of the

engagement among the stakeholders of the project. From PwC’s experience of working with other

Government and Non-Government entities, it is believed that a number of issues can be clarified

during this exercise when the target audience comes to a consensus on the priorities and objectives of

the project. Conforming to this idea consultation sessions and discussions were held with the

representatives of BCC and ICB, to understand the underlying issues, challenges and the overall

purpose of the assignment. Few more sessions are also planned in this regard.

PwC considers that the approach and methodology proposed and discussed with BCC was intended to

capture the key aspects of the assignment. The team also believes a flexible, need based and

consultative approach in undertaking the assignment. The overall approach comprises of the key

components of the review, revision and its implementation. While the objectives and scope of work is

laid out in the Term of Reference (ToR) published along with the RFP, the overall understanding has

been translated into a phased methodology to achieve the desired outcome and deliverable, which is

outlined below.

Key area Success factors

Project Planning Project goals or objectives are clearly defined

Drivers and constraints are identified and addressed

Deliverable requirements are specified in sufficient detail

Project Organization Resources are sufficient to achieve the objectives

Planning and control mechanisms are appropriate to the scale of theproject

Project has the support of top management and other key stakeholders

Effective communication channels with stakeholders are created

Feedback from client is promoted and acted upon

Project Implementation Project methodology is appropriate and practical

Change management issues are addressed

Quality assurance mechanisms are effective

Project Team Project management is competent

Project team has required skills

Project team is cohesive and motivated

Based on the understanding of the key components for the support and the scope of required services

of the assignment through stakeholder consultation, the assignment is further segmented as

illustrated below:



Assess Design Deliverable



While the importance and long term impact of the program is appreciated, there are certain risks and

challenges in implementation of such initiative, which are summarized below along with the

mitigation approach:

Possible Risk & Challenges Mitigation Approach

Despite the identified risks and challenges, we clearly understand the benefits to be accrued out of

such initiative. Some of the same are briefed below:

Need of the hour: Disaster Recovery site is need of the day, since data has becomeubiquitously important primarily for all kind of services and applications. Cost of losing the dataas compared to setting up of a provision for data availability cannot be undermining. In addition,looking at the availability of resources and services on a click and always online with cloudcomputing and other facilities, downtime is again a challenge which departments would want tomitigate. It is in this context, a Disaster Recovery Site would be of prime importance.

Centralized availability of resources: Rather than creating siloed and independent,dedicated disaster recovery sites departments and entities would always prefer to have a sitereadily available acting as a DR site for their applications.

Optimum usage of power and cooling: Resources like Power, Cooling and Space are alwaysconsidered to be of prime importance and one of the costliest components while establishment ofa Data Centre/ Disaster Recovery facility. Centralized availability of IT and Non-IT Infrastructureleads to optimal usage of resources.

Centrally defined processes: Operations for running the Data Centre / Disaster Recoveryservices are key for its successful usage in case of any eventual failure for the applications or anyother components.

Optimal usage of skilled manpower: Skilled and technical manpower is again a scareresource and hence creation of a Disaster Recovery Site acting as a central location for manyentities would lead to optimal usage of manpower.



Entities, banks, depts. would be able to focus on their key operations only rather thansetting up DR/DC facility.

4.2. Understanding of Assignment

PwC understands that BCC requires an advisor with global footprint, regional experience and

sufficient experience providing advisory services on Data Centre / Disaster Recovery design and

implementation, Operations Management and setting up of a commercial entity including the legal

affairs, financial and business planning. In order to cross-leverage the rich experience in providing

advisory services in the Government domain, PwC India shall leverage on the local strengths in this

project.

The key components for the support and the scope of required services, as understood by PwC, are

outlined in the figure below.



4.3. Project Deliverables & Timeline

S. No Deliverables Elapsed time from Execution of

Agreement (EoA)*

1. Submission of Inception Report 1 month from the date of EoA

2. Submission of Technical Feasibility Report 3 months from the date of EoA

3. Submission of Financial Feasibility Report 4 months from the date of EoA

4. Submission of Business Plan Report 5 months from the date of EoA

5. Submission of Draft Report 5.5 months from the date of EoA

6. Submission of Final Report 6 months from the date of EoA

*Execution of Agreement (EoA): 29th of July, 2015.

The detailed activity wise timeline has been maintained in the Project Plan (refer below)

4.4. Project Assumptions & Dependencies

1. This being a greenfield project with limited past information, the Return on Investment (ROI)

exercise will be carried out by also taking into account the social benefits attained by the

system.

2. As consultant, PwC will limit itself from recommending specific technology; however PwC will

mention detailed functional requirements of all the solution components. Technology options

will be described at architecture level and it will be on the implementation vendor to suggest

the best suited technology for envisaged functionalities.

3. PwC’s effort estimation – Project Plan and Schedule are based on a 5 working day week and

22 working days per month as per the Gregorian calendar. Any unscheduled stoppage of work

due to civil disturbances or loss of working days or any other standard force majeure events

would not be taken into consideration for while tracking progress against the agreed Project

Plan.

4. The Steering Committee will have the authority necessary to make quick decisions, eliminate

barriers, and to endorse PwC’s recommendations and outputs.

5. The language of deliverables will be the English language.

6. All information disclosed or to be disclosed to PwC is or will be true, accurate and not

misleading in any material respect. PwC will rely on and not verify the accuracy and

completeness of such information and materials.

7. The staff deployment plan represents PwC’s best efforts to accurately respond to BCC

requirements based on the information provided in the Terms of Reference.



8. Existing site Plan including Environmental Impact Analysis (EIA) report for the site, if any

need to be provided by BCC.

9. Project Appraisal Document (PAD), if any, submitted to World Bank for this project, is

required to be provided by BCC.

10. Facilitation for meetings with stakeholders for the Inception report workshop, to present pre-

feasibility assessment for the DC/ DRS, is required to be done.

11. Meeting with stakeholders for demand assessment for DC / DR services is to be arranged by

BCC, inputs shall be provided by PwC.

Project Plan & Resource Deployment


5. Project Plan & Resource Deployment

5.1. Project Plan

No DeliverableMonth 1 Month 2 Month 3 Month 4 Month 5 Month 6

W1

W2

W3

W4

W1

W2

W3

W4

W1

W2

W3

W4

W1

W2

W3

W4

W1

W2

W3

W4

W1

W2

W3

W4

D-1InceptionReport

D-2TechnicalFeasibilityReport

D-3FinancialFeasibilityReport

D-4BusinessPlan Report

D-5DraftReport

D-6FinalReport



5.2. Team Deployment Schedule

#Name of

Personnel

Deployment Schedule (in person months)(On the basis of the project schedule, team members would be providing inputs

in their respective areas)

Role Assigned

Inception

Report(D1)

Technical

Feasibility

Report(D2)

Financial

Feasibility

Report(D3)

Business PlanReport

(D4)

Draft &Final

Report(D5

&D6)

Total

1. Ashish Sanyal Team Leader 0.5 1.5 1.5 1.5 1.0 6.0

2.Prashant S

Ramdrugkar/Raghuveer Prasad*

Technical Expert 0.5 2.25 1.0 1.25 1.0 6.0

3. Dr Feroz I Faruque Economist 0.5 0.5 2.0 2.0 1.0 6.0

4.Mohammad

Mohinuddin AhmedCivil Engineering 0.25 1.75 0.25 0.25 0.5 3.0

5. Subhrangshu Gupta Architect 0.25 1.75 0.25 0.25 0.5 3.0

6. Ripan Kumar SahaEnvironmental

Expert0.25 1.75 0.25 0.25 0.5 3.0

7.Anindya

Sengupta/GauravChabra*

Security Expert 0.5 1.0 0.75 0.75 1.0 4.0

8.Abhinav Mangla/Manas Goswami*

Financial Analyst 0.0 0.5 1.0 1.0 0.5 3.0

9. Arjuman Lutfa Training Expert 0.5 1.5 1.5 1.5 1.0 6.0

10.Partha Pattanayak/

Sameer SurinderGandotra*

HRM Expert 0.0 1.0 1.0 1.5 0.5 4.0

11. Varun SrivastavaTechnical Expert -Policy & Processes

for DRS0.0 1.5 0.5 0.5 0.5 3.0

12. Pawan JainTechnical Expert -

IT Infra0.0 1.5 0.5 0.5 0.5 3.0

13. Ankur Mehra Legal Expert 0.25 0.5 0.25 0.5 0.5 2.0

14. Aditya Jena^HRM and Financial

Analyst0.5 1.5 1.5 1.5 1.0 6.0

15.Shyamal

BhattacharyaSME - DR Design 0.5 1.5 1.0 1.0 1.0 5.0

16. Azizur Rahman^Deputy Team

Leader0.5 1.0 1.0 0.5 0.5 3.5

17. Feroz Ahmed^ Financial Expert 0.25 0.25 0.5 0.25 0.25 1.5

18. Bob Landstorm Advisor 0.25 0.75 0.25 0.25 0.5 2.0

19.Rakesh Kaul/

Amulya PatnaikEngagement

Partner0.25 0.25 0.5 0.25 0.75 2.0

Total 72.0

* & ^: Deployment of Additional/ alternate suitable profiles are subject to approval by BCC



5.3. Month wise Team Deployment Schedule

Position w1 w2 w3 w4 w5 w6 w7 w8 w9 w1 0 w11 w12 w13 w14 w1 5 w16 w17 w18 w19 w20 w21 w22 w23 w24 Home Field Total

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2.50

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 3.50

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2.00

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 4.00

Home 0.00

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 6.00

Home 0.00

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 3.00

Home 0.25 0.25 0.25 0.25 0.25 0.25 1.50

Field 0.25 0.25 0.25 0.25 0.25 0.25 1.50

0 18 24

Home 0

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 3

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2

Home 0

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 3.5

Home 0

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 6

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2.5

Field 0.25 0.25 0.25 0.25 0.25 0.25 1.5

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2

Field 0.25 0.25 0.25 0.25 1

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2

Field 0.25 0.25 0.25 0.25 1

Home 0.25 0.25 0.25 0.25 1

Field 0.25 0.25 0.25 0.25 1

Home 0.25 0.25 0.25 0.25 0.25 0.25 1.5

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 4.5

Advisory Panel and Subject Matter Expert

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 2

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 3

Home 0.25 0.25 0.25 0.25 0.25 0.25 0.25 1.75

Field 0.25 0.25 0.25 0.25 0.25 0.25 0.25 1.75

Home 0

Field 0.25 0.25 0.25 0.25 0.25 0.25 1.5

Home 0.25 0.25 0.25 0.25 0.25 0.25 1.5

Field 0.25 0.25 0.5

Home 0.2 0.2 0.2 0.2 0.2 1

Field 0.2 0.2 0.2 0.2 0.2 1

17.25 31.25 48

17.25 49.25 72

Key Experts

K-1 Ashish Sanyal Team Leader 6

No Name

Expert's input (in person/month)Total time input (in

Months)

K-5 Subhrangshu Gupta Architect 3.00

K-2

Prashant S

Ramdrugkar/

Raghuveer Prasad

Technical Expert 6.00

K-3 Dr Feroz I Faruque Economist 6.00

K-4Mohammad

Mohinuddin AhmedCivil Engineering 3.00

N-3Avinav Mangla/

Manas Goswami*Financial Analyst 3

Arjuman Lutfa Training Expert 6N-4

N-5Partha Pattanayak/

Sameer Gandotra*HRM Expert 4

3N-6 Varun SrivastavaTechnical Expert - Policy &

Processes for DRS

N-7 Pawan Jain Technical Expert - IT Infra 3

Total

N-8 Ankur Mehra Legal Expert 2

N-10 Shyamal Bhattacharya SME - DR Design 5

6

N-14Rakesh Kaul/ Amulya

PatnaikEngagement Partner 2

Sub-Total

N-9 Aditya Jena^HRM and Financial

Analyst

N-13 Bob Landstorm Advisor 2

N-12 Feroz Ahmed^ Financial Expert 1.5

N-11 Azizur Rahman^ Deputy Team Leader 3.5

Non - Key Experts

N-2

Anindya

Sengupta/Gaurav

Chabra*

Security Expert 4.00

N-1 Ripan Kumar Saha Enviornmental Expert 3

Project Organization Structure


6. Project Organization Structure

Project governance is the critical factor for project success to measure any roadblocks and ensure

every stakeholder is getting the right support to accomplish the task assigned. Any successful

program anchors on the governance framework built to support the initiative. More complex the

program, more critical is the role played by the governance structure and the bodies which constitute

it. The guiding principle defining the governance framework is simplicity in enablement while agile in

execution. Each component in this model is relevant and works cohesively to enable others in

meeting the engagement objective

The embodiment of this governance structure with the right teams consisting of the relevant

expertise, skills and experience goes a long way in ensuring the success of the engagement.

6.1. Project Organization Structure

The project organization structure and description of roles and responsibilities are given below:

6.2. Steering Committee

PwC proposes a Steering Committee (SCOM), the names of the members from BCC are suggested

below which may be finalised by BCC.

Name Designation Email

Mr. Rezaul Karim PD, BCC [email protected]

Mr. Tarique M Barkatullah DPD, BCC [email protected]

Mr. Md. Jahangir Alam PD, Hiteck Park Project [email protected]

Mr. Farhad Hussain Technical Specialist (World Bank), BCC [email protected]

PWC SCOM Members names:

Name Designation Email

Rakesh Kaul Signing Partner [email protected]

Amulya Patnaik Engagement Partner [email protected]

Ashis Sanyal Team Leader [email protected]

[email protected]

Azizur Rahman Deputy Team Leader [email protected]

The key responsibility of the Steering Committee (SCOM) is given below:

Project Organization Structure


1. Providing overall guidance and strategy to the project in terms of its direction, objectives and

progress.

2. Review of project progress and key milestones.

3. Ensuring timely feedback from project committee on the deliverables submitted by PwC

before PwC proceeds on to the next designated stage of the Project.

4. Review and approval of any revision of Scope, Deliverables, Time schedules.

5. Approving payments on PwC invoices.

6. Resolution of other high level issues affecting the project progress.

Project Governance & Communication Plan


7. Project Governance & CommunicationPlan

7.1. Governance/Communication Plan

PwC is a proposing a structured communication/ review channel that will help BCC to have more

visibility and management over the project. This review process will add value to the project in terms

of proper issue management, getting right data/information on right time and quality of output.

Below is the detail of governance mechanism that PwC team would submit during the course of

project:

S.No

Meeting/ Name of Report Objective Frequency Audience

1. Monthly Progress Report To track the statusof project andresolve projectissues, if any

Monthly Team Leader

Project Core Team

Steering Committee

2. Project Status Review Project progressstatus and update

Fortnightly Steering Committee

3. Issue Escalation As perrequirement

Team Leader

Steering Committee

7.2. Issue Escalation Matrix

Escalation Level PWC BCC

Level 1 Team Leader Technical Specialist (World Bank)

Level 2 Engagement Partner PD/DPD, BCC

Level 3 Steering Committee Steering Committee

Project Governance & Communication Plan


7.3. Acceptance and Sign off Plan

S. No Deliverable Acceptance Sign off to beprovided by

1 Inception Report PD, Leveraging ICT (LICT)

2 Technical Feasibility Report PD, LICT

3. Financial Feasibility Report PD, LICT

4. Business Plan Report PD, LICT

5. Draft Report PD, LICT

6. Final Report PD, LICT

*Note: BCC is requested to provide feedback / approval on the project deliverables submitted by PwC within10 days of receiving the same

Appendix


8. Appendix

8.1. Minutes of Meeting & Key Notes–

MoM 1 – Kick off Meeting

Date: 10/08/2015 Venue: BCC Office, 1st Floor, Conference Hall

Attendees:

Sl. # Name Designation/ Organization Present

1. Mr. S M Ashraful

Islam

Executive Director, BCC Yes

2. Mr. Rezaul Karim Project Director, BCC Yes

3. Mr. Tarique M

Barkatullah

Deputy Project Director, BCC Yes

4. Mr. Md. Jahangir

Alam

Project Director, Hitech Park Project Yes

5. Other Senior

Officers from BCC

BCC Yes

6. Representative from

ICB

Investment Corporation of Bangladesh (ICB) Yes

7. Mr. Azizur Rahman Director, PwC Yes

8. Mr. Ashis Sanyal Team Leader, PwC Yes

9. Mr. Shyamal

Bhattacharya

Member, PwC Team Yes

10. Mr. D. Aditya Prasad

Jena


11. Mr. Arup Das PwC Yes

12. Mr. Manas Goswami PwC Yes

13. Mr. Subhrangshu

Gupta


14. Dr. Feroz Faruque Member, PwC Team Yes

15. Mr. Md.

Mohinuddin Ahmed


16. Mrs. Arjumand

Lutfa


17. Mr. Ripon Kumar

Saha


Appendix


Agenda:

Meeting Notes:

1. PwC should explore if the envisaged DR Site at Jessore could play an effective role in terms of

tapping the growing DC/DRS business needs in the neighbouring countries, especially that of

Kolkata (due to proximity and availability of terrestrial lines from there) and other parts of India

and South-East Asia.

2. BCC intends to create multi-client/multi-tenant DC/DRS. For that BCC is planning to shortly

hold interactions with National/Commercial government and private banks and FIs

(caging/collocation services) and also Telecom Service Providers (TSPs) in Dhaka.

3. In the forthcoming years it is planned to invest significantly on ICT. The planned DRS would

meet the requirements for disaster recovery for all the DCs in Dhaka and elsewhere as the

identified site in Jessore is seismic quieter zone than other places in Bangladesh.

4. It is intended to get a Uptime Institute certification for the planned DC/DRS facility. Mr

Barkatullah informed that a first level meeting with the representative from Uptime Institute

happened last week with the Executive Director, BCC. He suggested that PwC team may line up

further interactions with Uptime Institute to ascertain suitability of identified site for Uptime

Certification.

5. PwC team informed that a preliminary site visit would take place on Aug 11th by a team of senior

architect, civil engineer and DC expert, to have a preliminary assessment of the suitability of the

proposed site. Mr Barkatullah requested that site suitability recommendations may be provided

in writing, so that appropriate decisions can be taken by BCC on the PwC recommendations.

6. In the above context the following information on the site was made available to PwC team:

i) One barricaded Power Station exists near the site.

ii) It is expected that within a year two separate power grids would come at the JSTP site.

iii) Terrestrial communication links from Kolkata are available near the site.

iv) Passport department has its office nearby.

S. No. Discussion Item Description

1.Project Kick-Off Presentation:

To discuss the scope of work, project teamcomposition, work schedule as well asidentify the key points of contact for theFeasibility Study for Building DisasterRecovery Site (DRS) at Jessore SoftwareTechnology Park (JSTP) Project

i. PwC team gave a presentation on

the project about the salient points

of understanding and some of the

important aspects of the DC/DRS

site selection and technical design

ii. Prioritize the work areas for the

assignment based on key

imperatives of the BCC

Appendix


v) Parking area is separated from the main MTB building.

vi) Some seismic data is taken by BCC from the Ministry of Environment, Government of

Bangladesh.

7. PwC team suggested that there should be an effective e-Waste policy, which would be relevant

not only for the DC/DRS to abide by, but also for all incumbent companies in the JSTP.

8. PwC team informed BCC that JSTP Fibre facility and the P0wer Station would be required to

provide redundant fibre routing and power feeders to the DRS that would be the part of the

facility design.

9. BCC reiterated that the feasibility design should be carried out keeping the focus on a creating a

Global Data Center complying all requirements of a Tier III DC including certification complying

both TIA 942 and Uptime Institute.

10. ED BCC opined that capacity building is very important for Bangladesh while entering into

Digital Bangladesh regime and this aspect should be critically addressed in the feasibility study.

He further mentioned that the proposed DC/DRS facility should be operated in financially and

operationally sustainable mode as prior experience suggested that government subsidiaries in

Bangladesh always incurred huge losses and ultimately the project objectives were never met. He

pointed out that keeping this view it was decided that a separate company would be formed for

operation of the DC/DRS and it would operate independently without any government

interference.

Action Points:

Sl. No. Action Item EntityResponsible

DetailsPertaining to

the ActionItem

Status

1 The MoM would be circulated to all the

attendees in the kickoff presentation

PwC Circulated

through e-mail

on 17th

August,2015

Complete

2. PwC to visit the JSTP site in Jessore and

submit a note to BCC on the site

suitability

PwC Site visit

completed on

11th August,

2015 & Note

submitted on

12th August,

2015

Complete

3. Meeting with Investment Corporation of

Bangladesh

PwC & BCC Meeting

scheduled on

13th August,

2015 has been

completed and

Completed

Appendix


Should any of the above information not be correct, please revert back before 21st

August, 2015 to allow for corrections to be made.

MoM 2 – Discussion with ICB

Date: 13/08/2015 Venue: ICB Office

Attendees:

Sl. # Name Designation/ Organization Present

1. Mr. Md.

Fayekuzzaman

Managing Director, ICB Yes

2. Mr. Tarique M

Barkatullah

Deputy Project Director, BCC Yes

3. Mr. Farhad Hussain Technical Specialist (World Bank), BCC Yes

4. Representatives

from ICB

Investment Corporation of Bangladesh (ICB) Yes

5. Representatives

from Banks

Sonali Bank, Agrani Bank, Rupali Bank, Janata Bank etc. Yes

6. Mr. Ashis Sanyal Team Leader, PwC Yes

7. Mr. D. Aditya Prasad

Jena


8. Dr. Feroz Faruque Member, PwC Team Yes

Agenda:

MoM

circulated

through e-mail

on 17th August,

2015

S. No. Discussion Item Description

1.Discussion regarding Companyformation:

Discussion regarding the Structure of theCompany

iii. PwC team discussed on the project

about the salient points of

understanding and some of the

important aspects of Funding &

Appendix


Meeting Notes:

1. MD, ICB informed that Classification of Shareholders & Share Capital Ownership Pattern of ICB

stands as follows:

Shareholder Percentage

Government of the People's Republic of Bangladesh 27.00

Development Financial Institutions 25.63

State Owned Commercial Banks 22.73

State Owned Insurance Corporation 12.35

Denationalised Private Commercial Banks 9.08

Private Commercial Banks 0.07

Mutual Fund 0.90

Other Institutions 0.28

General Public 1.96

Total 100.0

2. Shareholding pattern of the company and Paid up capital would be dependent on the Project

cost.

3. Participation from private banks would be dependent on the type and extent of control the

proposed Company would allow for them.

4. The company could be a subsidiary of ICB, as prevalent for some existing entities.

5. Public Private Partnership (PPP) model may be another suitable option for the formation of the

Company.

6. To ensure accountability post funding, due diligence would be an important exercise.

7. Government may be requested by ICB to provide Grant/Paid up Capital as Equity

Holder/Lender.

Share holding pattern of the

proposed Company for DRS

operation

iv. Prioritize the work areas for the

assignment based on key

imperatives of the BCC & ICB

Appendix


8. Strategic partner may be chosen on the basis of Royalty/Investment in the company.

9. The structure of the Board of Directors of the proposed company would be dependent on Share

Holding capital.

10. Managed Services model for operation of the of DC should be explored to find out whether that

can be applicable.

11. Many existing bank branches are having branch-wise skeletal DRS which are situated in Dhaka

city only (in some cases in the adjacent floors). Keeping in view that the Bangladesh banks may

soon be CBS-enabled with seamless net banking facilities etc., there the banks need to have a

robust Business Continuity Plan and from that angle Bangladesh banks are very much interested

in the DRS project under discussion. It was mentioned that ICB took seminal efforts in outlining

the project details.

12. A Working Group consisting of ICT professionals, BCC, Finance Ministry officials and Banks’

representatives and other stakeholders has been formed and opinion of this Working Group

would be taken. PwC members requested that members of the WG may be invited in the

forthcoming Vision, Mission, Objectives Workshop.

13. DPD mentioned that there is a thought of exploring for the proposed Company, the possibility of

operating all the existing Data Centres of the government under one umbrella organization

structure.

14. Some details of technical issues, like data throughput, mirroring, last mile connectivity etc. may

be put in the questionnaire.

15. Real time synchronization, RPO, RTO, Storage etc. may be put in the questionnaire.

16. Any other technical issues, which would help designing the capacity and operation of the DRS

can be put in the questionnaire.

Action Points:

Should any of the above information not be correct, please revert back before 21st

August, 2015 to allow for corrections to be made.

Sl.No.

Action Item Entity/Individual

Responsible

DetailsPertaining

to theAction Item

Status

1. Structure and Constitution of Working

Group to be provided to PwC

DPD,BCC NA To be

provided

2. Finalization of Date of VMO Exercise PwC, BCC & ICB Scheduled on

07th

September,

2015 at BCC

from 10.00

AM to 1.00

PM

Yet to be

completed

Appendix


Key Notes – Visit to JSTP site in Jessore

A team of three members from PwC, which included the Architect, the Civil Engineer and the DC/DR

expert, visited the JSTP site on 11th Aug 2015. The purpose of the site visit was to examine the

suitability of the proposed area for setting up of a Global Data Center which would comply

with Tier-III requirements including certification of the same from Uptime Institute.

1. The team visited the earmarked location of 4500 sq. feet and reviewed the site.

2. Another newly acquired 6 acre plot was also visited by the team, which is currently water

filled.

3. The observations and findings of the team are as follows:

I. The originally earmarked 4500 sq. ft. area is found to be not suitable due to the

reasons below:

a. The irregular shape of the proposed plot and its close vicinity to the Power Substation

b. After incorporating the mandatory setbacks for fire tenders movement and security

considerations the balance area would be inadequate for construction of the data

center

c. No provision to create access for transport vehicles carrying heavy computer

equipment, Precision AC and HVAC equipment which would be required during set

up and operations phase of the data center

II. Team also reviewed the 6+ acre newly acquired plot. As of now this entire area is a 100%

water body (water filled area). The team was informed that the entire area was originally dug

out and the soil consumed for preparation of bricks, and the depth of the water is around 5

feet only. While the depth was not measured, it would be useful if the depth of the water body

is measured at various points and the data is made available.

III. Team was asked by site resident engineer to examine whether the 1 acre (approx.) of

water body on the north-western end can be soil filled and can be developed for use for the

Data Center build. The Hitech Park Authority would develop the remaining part as Eco-water-

cum-amusement Park with walkways all around the same. On this point PwC team

observations are as follow:

a. The said area (1 acre) has a width of 92ft at the road end, gradually tapering to around

80feet and then increasing to around 90feet.

b. Assuming 80 feet available as total width, there would be a boundary wall and a

pathway of 5-6 feet, built along one side on the same stretch of land.

Appendix


c. Keeping the necessary building setback of around 20 feet and fire tender movement

space around the building of 20 feet with appropriate turning radius at the corners,

hardly 35 feet width will be available which is grossly inadequate for a DC building.

d. Also the approach road to this space is quite narrow (15feet). Vehicles carrying heavy

computer equipment furniture and building material would create a huge traffic jam

at the entry point, stopping all vehicular traffic beyond.

e. The width of the space would also not allow a secondary vehicle entry passage, where

the vehicles awaiting entry to the data center can pass through the necessary security

checks.

f. A power substation is also just adjacent to this space and hence this area will not

satisfy the requirements.

IV.On detailed study of the total additional 6+ acre space, PwC team considered to suggest

the following options, subject to discussion with BCC and Hitech Authority team:

a. The main 20 feet approach road by the side of the Training Center can be extended to

cover the entire width of the water body. Reinforced concrete embankments on both

sides of this extended approach road can be created which would give necessary

isolation of the DC build up area from the water body.

b. Once the road is extended, on the west side of the road a square plot of approx.

100x120 feet would be available, which would be suitable for DC set up.

c. This area would have access from the main entrance and would be able to provide for

heavy vehicle access to the DC area.

d. The available area would allow the footprint of the DC to be around 120ft x100ft,

which would provide the necessary scalability.

e. Additionally, there would be requirement of service yard, to house DG sets,

transformer, canteen, stores, potable water reservoir, water reservoir for fire, diesel

tank, septic tanks, sewerage, diesel trucks etc. This service yard can be built on 1 acre

narrow strip located in the west side of additional plot.

4. Further, discussion on suggestions as mentioned in point IV above is required with BCC and

Hitech Park Authority. Soil testing for this area has to be done separately and accordingly the

foundation of the DC building would be designed. A discussion may also be required with

representative of Uptime Institute to assess the suitability of site for Uptime Certification.

5. Some additional suggestions on the infrastructure are given by PwC team which are given

below:

a. Boundary wall is to be constructed of RCC (preferably blast proof) or otherwise.

Appendix


b. Power fencing over the boundary wall and also sensors underground for detecting any

trespassing/unauthorized forceful entry should be incorporated.

c. Night vision cameras are to be installed to work in sync with the above sensors &

power fencing relays

d. Vehicular entry is to be regulated through a 3 tier security consisting of a synchronized

series of under vehicle scanners, cameras, boom barriers, bollards.

Appendix


8.2. Templates –

Depicted below are indicative screenshots of templates to be utilized during the engagement and

may be customized to meet the engagement requirement.

Template for Vision & Mission Statement

Template for Business Plan Validation & Rationale

Validation Remarks (yes/no and explanation)

Is the preferred business plan in line with the mission/

vision and strategy? ILLUSTRATIVE

Is the earlier defined vision and mission still valid? If no,define the new mission/vision.

Rationale Remarks (yes/no and explanation)

Will this business plan create added value for ourshareholder, customers, and employees?

Appendix


Will the business make money and how (business model)?

Are we best in class, where are we and where not?

Is investment required? If yes, what investment isrequired?

Do the rewards outweigh the risks?

Do we have to develop the required capabilities

Template for Business Plan Validation & Rationale

Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Paid Up

CapitalILLUSTRATIVE

Cash Inflow

Cash Outflow

Total Net

Revenue

EBITDA

Project

Cashflow

A B C D E F

Based on A, B, C, D, E and F, project feasibility is determined either by NPV, IRR, RoI or Profitability

Index.

Appendix


Template for ROI Calculation

Appendix


8.3. Annexures –

Annexure – I: Monthly Progress Report Format

Project Name:

Client Name:

Work Order No./Contract date:

Reporting Period: August 2015

Term as per Contract 06 Months

Distribution List

Client details PwC Project Team(Full Time*/Part Time)

Report Circulated by:PwC Quality Reviewer (Offsite):

Report Circulated by:PwC Project Co-coordinator:

Scope Comments

Has the objective(s) of theengagement changed?

Has the scope of a deliverable(s)changed?

Has the scope as per Contract/ Workorder changed?

Has the financial scope changed?

Has the Team Composition changed?

Delivery Schedule

Is the project being impacted byexternal factors?

Is the estimated project finish datelikely to be missed?

Is there delay due in the approvalprocess for which Client’sintervention is required?

9. Key deliverables till date and Status

# Deliverable Name coveringthe scope of work

Submission Statusand Date

Approval Status(Approved /Pending)

Remarks

1.

Appendix


2.

3.

10. Major Activities performed in the reporting period

Deviation from Project Plan, if any

Open Issues / Risks Register / Other Points

Administration Points/Issues, (including pending invoices and relevant details)

11. Proposed activities for the subsequent month

Activities requiring Intervention/Information from the Client

Appendix


Annexure – II: Issue Report Template

BCC

Issue Report

No. * Date

Raised by

Organization

BCC ____

PwC ____

Status (Open/Closed):

Issue Description

Issue Resolution

Resolved By Resolution Date

Resolution Details

Appendix


* This number should be the number next to the latest issue number logged in the Issue Log

Appendix


Annexure – III: Issue Log Template

BCC

Issue Log

Issue # Issue

Status

(Open /

Closed)

Date closed

Appendix


Annexure – IV: Scope Change Management Report

Any change, which may result in enhancement to Geographical, Functional or Technical Scope of

Work, postponement of the major milestones in the engagement plan, increase in resources,

infrastructure or planned training sessions will be subject to the following process:

Either BCC or PwC Project Co-coordinator can raise a Scope Change Request (“SCR”)accompanied by suitable supporting documents.

The PwC team will prepare a detailed estimate of person month effort to be required togetherwith an estimate of additional fees and likely impact on the resource plan for each SCR.

Consequent to formal approval by Steering Committee of the SCR together with cost and timeestimates, the PwC team will then commence any work arising out of the SCR(s).

On approval by Steering Committee, a new appendix containing the changes to the original contract,shall be mutually signed and appended to the above contract., which together with the existingappendices shall constitute the entire contract.

Scope Change Management Report Template

Feasibility Study for Building a Disaster Recovery Site (DRS) at Jessore SoftwareTechnology Park (JSTP), Jessore.Scope Change Management Report

No. * Date:

Raised by:

Organization:

BCC ____

PwC ____

Status (Open/Closed):

Scope Change Request

Scope ResolutionResolved By: Resolution Date:

Resolution Details:

Appendix


* This number should be the number next to the latest number logged earlier

Appendix


Annexure – V: Draft Questionnaire

Basic Information

# Description Details

1 Name of the Organization

2. Names of the Officials responsible for providing Information about the department (Confirmed byNodal Officer for this project from BCC)

# Name Designation Contact Number Signature

3. Names of the Officials responsible for collecting Information about the Department Agency(Confirmed by BCC)

# Name Designation Contact Number Signature

Sample Questionnaire Pertaining to DC/DRS

1 Do you have a captive Data Center ? (i) Yes (ii) N0

2Do you have a DR Site to take care of yourapplications in case your DC fails ?

(i) Yes (ii) N0

3 How far is your DR Site from your DC? (i) < 50 Kms (ii)> 50kms

4 Do they fall in the same seismic Zone ? (i) Yes (ii) N0

5Did you perform a Risk assessment of yourDC before you planned the DRS?

(i) Yes (ii) N0

6Did you identify the Mission criticalapplications which would require to be runin the case of a disaster ?

(i) Yes (ii) N0

7Did you perform a BIA ( Business ImpactAnalysis) for the applications if the DC fails

(i) Yes (ii) N0

Sample Questionnaire Pertaining to Market Analysis & Business Planning

1What is the envisaged market area for theproposed DC/DRS?

<<Pl describe... >>

2What are the estimated spending onDC/DRS services by the potentialBangladeshi clientele?

<<Pl describe... >>

3What is the impact, if there is any, of currentand prospective competitors?

<<Pl describe... >>

4Does the proposed location for DC/DRS isconducive to prospective clients’

(i) Yes (ii) N0

Appendix


expectations?

5

What are the market preferences relating toDC/DRS design features, facilities, sizes,service pricing and service managementstructures?

<<Pl describe... >>

6What amenities will prospective clientsrequire to be offered by the proposedDC/DRS?

<<Pl describe... >>

7What marketing strategy would help BCC toreach the target DC/DRS market?

<<Pl describe... >>

8

Do you see possibility of participation ofPrivate Banks of Bangladesh in the DRSCompany ?

(i) Yes (ii) N0 (iii) Can’t Say

9

If ‘yes’ is the answer to the above questionthen how do you see the extent of controlthrough participation by percentage ofshareholding ?

(i) < 51 % (ii)> 51%

10Is it ok with you if the proposed DRScompany is formed as a wholly subsidiary toICB ?


11How do you see the possibility of taking aStrategic Partner for the DRS company ?


Sample Questionnaire Pertaining to Site Survey, DC/DRS Building & OperationModalities

1

If the open land is available for DC/DRSbuilding construction, are you awarewhether any soil and environment analysisrequired for building construction has beendone earlier at that site of the JSTP?

<<Pl describe... >>

2Are you aware that for the Technology Parkan EIA has been done and a Report issued inthe recent past?

<<Pl describe... >>

3Any knowledge about any soil test forbuilding construction is done on the JSTPsite?

<<Pl describe... >>

4Any preference/opinion for the total numberof the floors in the DC building?

<<Pl describe... >>

5

The DC/DRS building will be a stand-aloneentity, will the administrative and other non-technical offices to be located separated fromthe technical areas.in the same building or inthe same premises?

<<Pl describe... >>

6

As reflected in the ToR that state-ownedcommercial banks and FIs will becomecollaborators/stakeholders for the DC/DRScompany. In that case how the “autonomy”would be achieved?

<<Pl describe... >>

Appendix


Glossary

Abbreviations DescriptionGoB Government of BangladeshICT Information and Communications TechnologyWAN Wide Area NetworkPoP Point of PresenceBCC Bangladesh Computer CouncilICB Investment Corporation of BangladeshDRS Disaster Recovery SiteJSTP Jessore Software Technology Park

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act

upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or

implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law,

[PricewaterhouseCoopers Private Ltd], its members, employees and agents do not accept or assume any liability, responsibility or duty of care for

any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision

based on it.

© 2015 PricewaterhouseCoopers Private Ltd. All rights reserved. “PwC”, a registered trademark, refers to PricewaterhouseCoopers Private Limited

(a limited company in India) or, as the context requires, other member firms of PwC International Limited, each of which is a separate and

independent legal entity

www.pwc.com

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not

act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or

implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law,

[PricewaterhouseCoopers Private Ltd], its members, employees and agents do not accept or assume any liability, responsibility or duty of care

for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any

decision based on it.

© 2015 PricewaterhouseCoopers Private Ltd. All rights reserved. “PwC”, a registered trademark, refers to PricewaterhouseCoopers Private

Limited (a limited company in India) or, as the context requires, other member firms of PwC International Limited, each of which is a separate

and independent legal entity

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