North South University

Department of Electrical Engineering & Computer Science

Internship Report

On

Network Quality & Performance (NQP) of

Grameenphone Limited

Prepared By

Naieem Khan

Internship Report

Acknowledgement

Firstly I express my gratefulness to almighty Allah as I have completed my dissertation successfully

by His mercy. I would like to thank my advisor Mr. Khondker Shajadul Hasan, for his continuous

support and who is most responsible for helping me complete the writing of this dissertation as well

as the challenging research that lies behind it. He showed me different ways to approach a problem

and the need to be persistent to accomplish any goal.

A special thank goes to my co-advisor, Miss. Anila Naz Chowdhury who helped me immensely in my

project. Without the encouragement and constant guidance of my advisors, it would have

immensely difficult to finish such a large and sophisticated report. They were always there to meet

and talk about my ideas.

I am also indebted to the Chairman of the Computer Science & Engineering Department, Dr. Abul L

Haque for his unconditional support, encouragement and insightful comments. I would also like to

show my gratitude to Dr. Farruk Ahmed, Chairman of project and thesis supervision committee for

his unconditional encouragement for working hard to prepare well furnished project paper.

I would always remain grateful to Mr. Ekhlas Uddin Ahmed, AGM & Head of NQP Networks,

Technical Division, Grameenphone Ltd. for allowing me to do this internship in his department. I am

greatly grateful to Mr. Md. Saiful Islam, Superintendent Engineer of NQP Networks and also my

supervisor for this internship, who allowed me to this internship under his supervision and was

available whenever I asked for his assistance and help. He has given me all the opportunities to learn

about the precious technology of GSM Network. He was always there with all the documents,

tutorials & information that I needed to prepare this report.

- Naieem Khan

Internship Report

TABLE of CONTENTS

Topic Page No.

1. Introduction - - - - - - - - - - 1

1.1 Origin of the report - - - - - - - - 1

1.2 Objective of the report - - - - - - - 1

1.3 Methodology of the study - - - - - - - 1

1.4 Organization of the report - - - - - - - 2

1.5 Scope - - - - - - - - - 2

1.6 Limitations - - - - - - - - - 2

2. GrameenPhone Limited - - - - - - - - 3

2.1 Introduction - - - - - - - - 3

2.2 Vision - - - - - - - - - 4

2.3 History - - - - - - - - - 4

2.4 Mission statement - - - - - - - - 5

2.5 The Purpose - - - - - - - - 5

2.6 The Strategy - - - - - - - - 5

2.7 The People - - - - - - - - 6

2.8 The Technology - - - - - - - - 6

2.9 The Service - - - - - - - - 6

2.10 The Result - - - - - - - - 7

2.11 Continued Growth - - - - - - - 7

2.12 A Milestone in Telecom Sector - - - - - - 7

2.13 Network Expansion - - - - - - - 7

2.14 Enhanced Coverage - - - - - - - 7

2.15 Shareholders of GrameenPhone Ltd. - - - - 8

2.15.1 Telenor Mobile Communications AS - - - - 8

2.15.2 Grameen Telecom - - - - - - 8

2.16 Organizational Structure of Grameenphone Ltd. - - - - 9

2.17 Technology Department - - - - - - - 10

2.18 Networks Division - - - - - - - - 10

2.19 Network Quality & Performance (NQP) - - - - - 12

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Topic Page No.

3. GSM Technology - - - - - - - - - 13

3.1 Introduction - - - - - - - - 13

3.2 The benefits of GSM - - - - - - - 13

3.3 GSM System Architecture - - - - - - - 14

3.3.1 The mobile station (MS) - - - - - - 15

3.3.2 The base station subsystem (BSS) - - - - - 15

3.3.3 The network subsystem - - - - - - 15

3.3.3.1 The base station controller (BSC): - - - 15

3.3.3.2 The mobile switching center (MSC): - - - 15

3.3.3.3 The home location register (HLR): - - - 16

3.3.3.4 The visitor location register (VLR): - - - 16

3.3.3.5 The authentication center (AuC): - - - 16

3.3.3.6 The equipment identity register(EIR): - - - 16

3.3.4 Operation and Maintenance Center (OMC) - - - 16

3.4 Protocols - - - - - - - - - 17

3.5 GSM Channels - - - - - - - - 18

3.6 Call Setup - - - - - - - - - 19

3.7 System Features - - - - - - - - 20

3.7.1 Roaming: - - - - - - - - 20

3.7.2 Handover: - - - - - - - 20

3.7.3 Short Message Service (SMS) - - - - - 20

3.7.4 Call Waiting (CW) - - - - - - - 21

3.7.5 Call Hold (CH) - - - - - - - 21

3.7.6 Call Forwarding (CF) - - - - - - 21

3.7.7 Calling Line ID - - - - - - - 21

3.7.4 Call Waiting (CW) - - - - - - - 21

3.7.8 Mobility Management (MM) - - - - - 21

3.7.9 Authentication - - - - - - - 22

4. Network Quality and Performance (NQP) Department- - - - - 22

4.1 Grameenphone’s “Huawei” Swap Project - - - - - 22

4.2 Huawei’s Key Performance Indicator (KPI) Mapping for Grameenphone

Swap Project - - - - - - - - 22

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Topic Page No.

4.2.1 Call setup time e2e (voice) - - - - - 23

4.2.2 Handover Success Rate, Intra-BSC - - - - - 24

4.2.3 Handover Success Rate, Inter-BSC/MSC - - - - 28

4.2.4 Minutes per Drop (MPD) - - - - - - 29

4.2.5 Random Access Success Rate % - - - - - 32

4.2.6 TCH Congestion Rate % - - - - - - 33

4.2.7 SDCCH Congestion Rate % - - - - - 37

4.2.8 SDCCH drop due to quality - - - - - 41

4.2.9 SDCCH Drop Rate - - - - - - 42

4.2.10 PDCH Allocation Success Rate % - - - - - 44

4.2.11 TBF Establishment Success Rate % - - - - 45

4.2.12 PDP Context Activation Success Rate % - - - - 48

4.2.13 Paging Success Rate % - - - - - - 49

4.3 GP-Huawei KPI Acceptance Manual/Procedure - - - - 50

4.3.1 Introduction - - - - - - - 50

4.3.2 KPI Requirement - - - - - - - 50

4.3.2.1 PAT KPI Requirements - - - - - 50

4.3.2.2 FAC KPI Requirements - - - - - 51

4.3.3 Deliverables for Drive Test and Traffic performance statistics - 52

4.3.3.1 Deliverables for Drive Tests - - - - 52

4.3.3.2 Deliverables for Traffic Performance Statistics - - 54

4.4 Acceptance Test Methodology and Procedure - - - - 55

4.4.1 General Conditions - - - - - - 55

4.4.2 Acceptance Test Procedure - - - - - 55

4.4.2.1 Cluster Definition and Test Routes - - - 55

4.4.2.2 Benchmark Test - - - - - 56

4.4.2.3 PAT Test - - - - - - 56

4.4.2.4 FAC Test - - - - - - 56

4.4.3 DT Acceptance Test Conditions - - - - - 56

4.4.3.1 Drive Test Tools - - - - - 56

4.4.3.2 Network Acceptance Test Time - - - 57

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Topic Page No.

4.4.3.3 Cluster Drive Test Procedure (Before and after swap) - 57

4.5 Procedure & Screen Shots of generating GP-Huawei Pre-Swap Report - 61

5. Other Reports - - - - - - - - - 76

5.1 HealthLine Call Reports - - - - - - - 76

5.1.1 HealthLine Service Introduction - - - - - 76

5.1.2 HealthLine Definition - - - - - - 76

5.1.3 Description of the service - - - - - 77

5.1.4 Core Service - - - - - - - 77

5.1.4.1 Medical advice and consultation - - - 77

5.1.4.2 Advice/consultation on First Aid - - - 77

5.1.4.3 Description of this service - - - - 77

5.1.5 Supporting Service - - - - - 78

5.1.5.1 Doctor and medical facility information - - - 78

5.1.5.2 Pharmacy help, e.g. Drug Information - - - 78

5.1.5.3 Emergency support information; Vehicle and air

Ambulance Dispatch services - - - - 79

5.1.5.4 Interpretation of laboratory test reports and data - 79

5.1.6 Procedure & Screen Shots of generating Health Line Call Report - 79

5.2 GP Office Premise Reports - - - - - - 85

5.3 Call reports for 10600 Port & 10601 Port of Telehealth service - 88

6. Conclusion - - - - - - - - - 102

References - - - - - - - - - I

Appendix-A - - - - - - - - - II

Appendix-B - - - - - - - - - III

Appendix-C - - - - - - - - - V

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1. Introduction

1.1 Origin of the report

The Bachelor of Science in Computer Science & Engineering (BSCSE) and Electronics &

Telecommunication Engineering (BSETE) in North South University (NSU) were introduced in order to

provide a number of fresh students in both information technology and telecommunication sector;

these programs have been designed in such a way that the students have a basic theoretical

knowledge and practical application in the job activities in the context of global telecommunication

field.

Since the CSE and the ETE programs are individually an integration of practical and theoretical

method of learning, the students of these program are required to have practical exposure in any

kind of organization which has Telecommunications implementation in the form of Internship in the

last semester of these programs.

This report on practical orientation has been originated above thinking.

1.2 Objective of the report

The main Objectives of this report are as follows:

• To fulfill the requirement of ending activities of CSE and ETE programs.

• To have some practical exposure that will be helpful in the future.

• To learn about the present Telecommunication condition in our country.

• To learn about the Network services provided by GP to their subscriber.

• To learn about the strategy of maintaining Quality & Performance system of GSM network.

• To demonstrate the experience of internship program at GP.

1.3 Methodology of the study

In order to make the report more meaningful and presentable, two sources of data and information

have been used widely.

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1.4 Organization of the report

The report is divided into six chapters. The first chapter contains introduction to the report. The

second chapter includes an overview of Grameenphone (GP). Third chapter contains functionality of

the GSM mobile system. The fourth and fifth chapter contains brief description of Network Quality

Performance (NQP) and my practical experience during the internship period. Finally, the conclusion

is in the sixth chapter.

1.5 Scope

I have been assigned in the Network Quality and Performance (NQP) department of Technical

Division in GP and thus paved me the way to get myself familiarized with the official environment for

the first time. I have had an experience by working in the department. The area of concentration of

this report is confined in investigating different aspect of transmission of GSM network and their

maintenance.

1.6 Limitations

As mentioned below, I have faced some limitations during preparing report due to the

confidentiality of documents and resources of Grameenphone Ltd.

• As NQP is one of the most sophisticated and restricted area of technical Division, So

exposure of information was highly restricted.

• Also limited access to the tools that NQP uses and also to the database server as it is

associated with the main GP servers; which is a subject to the security of the total GP

Database.

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2. GrameenPhone Limited

2.1 Introduction

On March 26, 1997 Grameenphone launched its service on the Independence Day of Bangladesh.

Grameenphone is now the leading telecommunications service provider in the country with more

than 16 million subscribers as of December 2007. Presently, there are about 30 million telephone

users in the country, of which, a little over one million are fixed-phone users and the rest mobile

phone subscribers. It is a joint venture enterprise between Telenor (62%), the largest

telecommunications service provider in Norway with mobile phone operations in 12 other

countries, and Grameen Telecom Corporation (38%), a non-profit sister concern of the

internationally acclaimed micro-credit pioneer Grameen Bank. Over the years, Grameenphone has

always been a pioneer in introducing new products and services in the local market. GP was the first

company to introduce GSM technology in Bangladesh when it launched its services in March 1997.

Being one of the pioneers in developing the GSM service in Europe, Telenor has also helped to

transfer this knowledge to the local employees over the years.

Grameenphone was the first operator to introduce the pre-paid service in September 1999. It

established the first 24-hour Call Center, introduced value-added services such as VMS, SMS, fax and

data transmission services, international roaming service, WAP, SMS-based push-pull services, EDGE,

personal ring back tone and many other products and services.

From the very beginning, Grameenphone placed emphasis on providing good after-sales services. In

recent years, the focus has been to provide after-sales within a short distance from where the

customers live. There are now more than 600 GP Service Desks across the country covering nearly all

upazilas of 61 districts. In addition, there are 81 Grameenphone Centers in all the divisional cities

and they remain open from 8am-8pm every day including all holidays.

GP has generated direct and indirect employment for a large number of people over the years. The

company presently has almost 5,000 full, part-time and contractual employees. Another 100,000

people are directly dependent on Grameenphone for their livelihood, working for the

Grameenphone dealers, retailers, scratch card outlets, suppliers, vendors, contractors and others.

In addition, the Village Phone Program, also started in 1997, provides a good income-earning

opportunity to more than 280,000 mostly women Village Phone operators living in rural areas. The

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Village Phone Program is a unique initiative to provide universal access to telecommunications

service in remote, rural areas. Administered by Grameen Telecom Corporation, it enables rural

people who normally cannot afford to own a telephone to avail the service while providing the VP

operators an opportunity to earn a living.

2.2 Vision

This means that we help our customers get the best out of communications services in their daily

lives by making it easy to buy and use our services, delivering on our promises, being respectful of

differences and inspiring people both inside and outside the company to reach higher goals.

2.3 History

• Nov, 1996 Grameenphone was offered a cellular License in Bangladesh by the Ministry of

Posts and Telecommunications.

• Mar, 1997 launched services in Dhaka.

• Sep, 1997 Leased Railway Fiber Optic.

• Mar, 1999 Launched International Roaming.

• Apr, 1999 Final interconnection agreement with B.T.T.B.

• Sep, 1999 Launched Pre-paid service of GP

• Oct, 1999 50,000 subscribers.

• Jan, 2000 Implemented new credit policy.

• Feb, 2000 Launched its services in Sylhet.

• Apr, 2000 Launched its services in Barisal.

• Jun, 2000 7, 50,000 subscribers.

• Dec, 2001 Expect to achieve the coverage of the whole country.

• Dec, 2001 11,50,000 subscribers

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• Dec, 2002 Coverage 61 districts

• Dec, 2004 Projected 21, 00,000 subscribers and 62% market share

• Jan, 2006 6,000,000 subscribers

• Nov, 2006 10,000,000 Subscriber. 10 year of Operations.

• May, 2007 8650 BTS covering whole Bangladesh

• Dec, 2007 10000 BTS covering whole Bangladesh

[Data Source: Annual Catalog 2007]

2.4 Mission statement

Grameenphone Ltd. aims at providing reliable, widespread, convenient mobile and cost effective

telephone services to the people in Bangladesh irrespective of where they live. Such services will

also help Bangladesh keep pace with other countries including those in South Africa region and

reduce her existing disparity in telecom services between urban and rural areas. Coming to

Grameenphone’s mission statement, it is: “To be the leading telecommunication service provider in

the country with satisfied customers, shareholders and enthusiastic employees.” If we analyze this

mission statement we realize that Grameenphone wants to be the market leader in the mobile

telecommunication business of Bangladesh. This implies that they also consider T&T as their

competitor and they want to keep a win-win situation for their customer, shareholders and

employees.

2.5 The Purpose

Grameenphone has a dual purpose to receive an economic return on its investments and to

contribute to the economic development of Bangladesh where telecommunications can play a

critical role. This is why Grameenphone, in collaboration with Grameen Bank, is aiming to place one

phone in each village to contribute significantly to the economic uplift of those villages.

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2.6 The Strategy

The basic strategy of Grameenphone Ltd. is for the overall coverage of both urban and rural areas. It

builds continue coverage, cell after cell, with an intention to bring the whole country under its

network. Though the priority of the intensity of coverage varies from area to area, the basic strategy

of cell-to-cell coverage is applied through the whole country. Presently it has network coverage in 61

districts around the country including all six divisional headquarters, with 8650 base stations in

operation.

2.7 The People

The young, dedicated and energetic employees have made the enormous growth of Grameenphone

possible. The people of the company belong to both sexes and minority groups in Bangladesh being

well represented. They all know in their hearts that Grameenphone is more that phones. This

genuine sense of purpose gives them the dedication and the drive of producing, in about nine years,

the biggest coverage and the highest subscriber base in the country. The talents and the energy of

its people are among the keys of both of its core and distinctive competencies. Grameenphone

knows it well and treats its employees accordingly.

2.8 The Technology

Global System for Mobile or GSM technology is the most widely accepted digital system in the work

currently used by over 1.3 billion people in 150 countries. GSM brings the most advance

developments in cellular technology at a reasonable cost by spurring severe competition among

manufactures and driving down the cost of equipment. Thus by using this technology, consumers get

the best for the least.

2.9 The Service

Grameenphone believes in service, a service that leads to good business and good development.

Telephony helps people work together, raising their productivity. This gain in productivity is

development, which in turn enables them to afford a telephone service, generating a good business.

Thus, development and business go together. A recent study by London Business School found that,

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in a typical developing country, a rise of ten mobile phones per 100 people boosts GDP growth by

0.6 % points.

2.10 The Result

By bringing electronic connectivity to rural Bangladesh, Grameenphone is delivering the digital

revolution to the doorsteps of the poor and unconnected. By being able to connect to urban areas or

even to foreign countries, a whole new world of opportunity is opening up for the villagers in

Bangladesh. Grameen Bank borrowers who provide the services are uplifting their services

economically through a new means of income generation while at the same time providing valuable

phone services to their fellow villagers. The telephone is a weapon against poverty.

2.11 Continued Growth

The subscriber base of Grameenphone continued to grow at a healthy pace during the year. The

number of GP mobile phone users increased from 471, 000 at the beginning of the year 2004 to

more than 775,000 at the end of the year. Now GP has 14 million subscribers retaining 64% of total

market share

2.12 A Milestone in Telecom Sector

Grameenphone’s subscriber–base surpassed that of the lone land-line telephone operator

Bangladesh Telegraph and Telephone Board (BTTB) during the middle of the year, thus becoming the

largest telephone operator in the country. By the end of the year, the total number of mobile phone

users stood at around 2.4 million as against some 700,000 land line telephone subscribers.

2.13 Network Expansion

Increasing the capacity and expanding the coverage of the GP network around the country

continued throughout the year. Starting with 680 base stations, GP at present has (Dec 2007) more

than 10000 base stations on air.

2.14 Enhanced Coverage

Coverage of the GP network continued to expand around the country. 61 districts are under the

coverage of the GP network.

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2.15 Shareholders of GrameenPhone Ltd.

The Shareholders of Grameenphone Ltd. contribute their unique, in-depth experience in both

telecommunications and development from four concerns of the globe. International shareholders

bring technological and business expertise while the local shareholder provides a presence

throughout Bangladesh and a deep understanding of Bangladeshi economy. All the four

shareholders are dedicated to Bangladesh and its struggle for economic progress. They have a deep

commitment to Grameenphone Ltd. and its mission to provide affordable telephony to the entire

population of Bangladesh.

2.15.1 Telenor Mobile Communications AS

Telenor AS is the leading Telecommunications Company of Norway listed in the Oslo and

NASDAQ Stock Exchanges. It owns 62% shares of Grameenphone Ltd. Telenor has played a

pioneering role in the development of cellular communications. It has substantial international

operations in mobile telephony, satellite operations and pay Television services. In addition to

Norway and Bangladesh, Telenor owns GSM companies in Denmark, Austria, Hungary, Russia,

Ukraine, Montenegro, Thailand and Malaysia. It has recently started a mobile phone operation

in Pakistan. Telenor uses the expertise it has gained in its home and international markets for

the development of emerging markets like Bangladesh.

2.15.2 Grameen Telecom

Grameen Telecom, which owns 38% of the shares of Grameenphone, is a not-for-profit

company and works in close collaboration with Grameen Bank. The internationally reputed

bank for the poor has the most extensive rural banking network and expertise in microfinance.

It understands the economic needs of the rural population, in particular the women from the

poorest households. Grameen Telecom, with the help of Grameen Bank, administers the

Village Phone Program, through which Grameenphone provides its services to the fast growing

rural customers. Grameen Telecom trains the operators, supplies them with handsets and

handles all service-related issues. Grameen Bank currently covers more than 51,000 villages

which are serviced by 1326 bank branches (December’ 04) all over the countryside. At the end

of the year, the bank had 3.78 million borrowers, 95 percent of whom were women. Grameen

Telecom’s objectives are to provide easy access to GSM cellular services in rural Bangladesh,

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creating new opportunities for income generation through self-employment by providing

villagers with access to modern information and communication based technologies.

2.16 Organizational Structure of Grameenphone Ltd.

Figure 1: Organizational Structure of Grameenphone Ltd. (As of June 1, 2008)

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2.17 Technology Department

We can see from the above chart that Grameenphone’s Technology department has two divisions:

1. Networks

2. Information Technology

Figure 2: Technology Department

Since, I have been an intern in the Network division, so my focus is bases on this sector only.

Network at a glance:

• 98 % population coverage

• 87% land coverage

• 20.8M subscribers ( 10% Postpaid)

• Around 11,275 base stations

• Around 2500 km own Fiber Optic Network

• 2014 km BR (leased) Fiber Optic Network

2.18 Networks Division

The Networks Division has five sub divisions or departments. Each department has its own individual

functionality and they are interlinked and dependant on each other. One cannot perform efficiently

without the other supporting with proper support. Briefly it can be said:

• There are around 1080 employees all over the country

Technology

Networks

IT

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• Networks Division serves the entire network of Grameenphone

• Responsibilities of Networks Division

- Plan, Build, Operate & Maintain Voice & Data Network

The subdivisions, their scope of work and their responsibility holder’s names are given below in chart

diagram:

Figure 3: Network Sub-Division Organizational Structure

Goals of Network Division:

� Effort to maintain LOW CAPEX and OPEX per sub

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� Maintain competitive qualities through whole process of work

� Maintain service KPI for Network quality and availability focusing customers perspective

� Maximum Resource utilization by network optimization & efficient management

� Maintain living values of organization in the activities

2.19 Network Quality and Performance (NQP)

My intenrship work was focused on Network Quality and Performance (NQP) department. This sub-

department is divided into five sections; each section performs individually but they interlinked and

work as a team. The deparment has a total of twenty two members.

Figure 4: Network Quality & Performance Team Organizational Structure

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3. GSM Concept

3.1 Introduction

Hard to fathom, but it really wasn't all that long ago that even a plain old telephone was a luxury

item. But, as we all know, technology's only constant is change. In this day and age, many folks need

to be accessible everywhere, whether they're at work or play, in the office or at home. To meet this

demand, the GSM standard (Global System for Mobile Communications) for mobile telephony was

introduced in the mid-1980s. Today, GSM is the most popular mobile radio standard in the world. A

boom is underway, such that many GSM users find life without their phone practically inconceivable.

Nowadays, when we speak of GSM, we usually mean “original” GSM also known as GSM900 since

900 MHz was the original frequency band. To provide additional capacity and enable higher

subscriber densities, two other systems were added later: GSM1800 (also DCS1800) and GSM1900

(also PCS 900). Compared to GSM 900, GSM1800 and GSM1900 differ primarily in the air interface.

Besides using another frequency band, they use a microcellular structure (i.e. a smaller coverage

region for each radio cell). This makes it possible to reuse frequencies at closer distances, enabling

an increase in subscriber density. The disadvantage is the higher attenuation of the air interface due

to the higher frequency.

3.2 The benefits of GSM

• Support for international roaming

• Distinction between user and device identification

• Excellent speech quality

• Wide range of services

• Extensive security features

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3.3 GSM System Architecture

Figure 5.1: GSM System Architecture (www.Google.com)

MS

CS VL

R

HL

R

BSC

1

BSC

2

BT

S

BT

S

BT

SBT

S

BT

S

BT

S

BT

S

BT

SBT

S

Figure 5.2: Basic GSM Network

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3.3.1 The mobile station (MS)

A mobile station may be referred to as a “handset”, a “mobile”, a “portable terminal” or “mobile

equipment (ME)”. It also includes a subscriber identity module (SIM) that is normally removable and

comes in two sizes. Each SIM card has a unique identification number called IMSI (international

mobile subscriber identity). In addition, each MS is assigned a unique hardware identification called

IMEI (international mobile equipment identity).

3.3.2 The base station subsystem (BSS)

The base station subsystem (BSS) is made up of the base station controller (BSC) and the base

transceiver station (BTS). The base transceiver station (BTS): GSM uses a series of radio transmitters

called BTSs to connect the mobiles to a cellular network. Their tasks include channel

coding/decoding and encryption/decryption. A BTS is comprised of radio transmitters and receivers,

antennas, the interface to the PCM facility, etc. The BTS may contain one or more transceivers to

provide the required call handling capacity. A cell site may be omni directional or split into typically

three directional cells.

3.3.3 The network subsystem

3.3.3.1 The base station controller (BSC):

A group of BTSs are connected to a particular BSC, which manages the radio resources for them.

Today's new and intelligent BTSs have taken over many tasks that were previously handled by the

BSCs. The primary function of the BSC is call maintenance. The mobile stations normally send a

report of their received signal strength to the BSC every 480 ms. With this information the BSC

decides to initiate handovers to other cells, change the BTS transmitter power, etc.

3.3.3.2 The mobile switching center (MSC):

Acts like a standard exchange in a fixed network and additionally provide all the functionality needed

to handle a mobile subscriber. The main functions are registration, authentication, location

updating, and handovers and call routing to a roaming subscriber. The signaling between functional

entities (registers) in the network subsystem uses Signaling System 7 (SS7). If the MSC also has a

gateway function for communicating with other networks, it is called Gateway MSC (GMSC).

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3.3.3.3 The home location register (HLR):

A database used for management of mobile subscribers. It stores the international mobile subscriber

identity (IMSI), mobile station ISDN number (MSISDN) and current visitor location register (VLR)

address. The main information stored there concerns the location of each mobile station in order to

be able to route calls to the mobile subscribers managed by each HLR. The HLR also maintains the

services associated with each MS. One HLR can serve several MSCs.

3.3.3.4 The visitor location register (VLR):

It contains the current location of the MS and selected administrative information from the HLR,

necessary for call control and provision of the subscribed services, for each mobile currently located

in the geographical area controlled by the VLR. A VLR is connected to one MSC and is normally

integrated into the MSC's hardware.

3.3.3.5 The authentication center (AuC):

A protected database that holds a copy of the secret key stored in each subscriber's SIM card, which

is used for authentication and encryption over the radio channel. The AuC provides additional

security against fraud. It is normally located close to each HLR within a GSM network.

3.3.3.6 The equipment identity register (EIR):

The EIR is a database that contains a list of all valid mobile station equipment within the network,

where each mobile station is identified by its international mobile equipment identity (IMEI). The EIR

has three databases:

• White list: for all known, good IMEIs

• Black list: for bad or stolen handsets

• Grey list: for handsets/IMEIs that are uncertain

3.3.4 Operation and Maintenance Center (OMC)

The OMC is a management system that oversees the GSM functional blocks. The OMC assists the

network operator in maintaining satisfactory operation of the GSM network. Hardware redundancy

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and intelligent error detection mechanisms help prevent network down-time. TheOMC is

responsible for controlling and maintaining the MSC, BSC and BTS. It can be in charge of an entire

public land mobile network (PLMN) or just some parts of the PLMN.

3.4 Protocols

GSM protocols are basically divided into three layers:

Layer 1: Physical layer

� Enables physical transmission (TDMA, FDMA, etc.)

� Assessment of channel quality

� Except on the air interface (GSM Rec. 04.04), PCM 30 or ISDN links are used.

Layer 2: Data link layer

� Multiplexing of one or more layer 2 connections on control/signaling channels

� Error detection (based on HDLC)

� Flow control

� Transmission quality assurance

� Routing

Layer 3: Network layer

� Connection management (air interface)

� Management of location data

� Subscriber identification

� Management of added services (SMS, call forwarding, conference calls, etc.)

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3.5 GSM Channels

Several logical channels are mapped onto the physical channels. The organization of logical channels

depends on the application and the direction of information flow (uplink/downlink or bi-directional).

A logical channel can be either a traffic channel (TCH), which carries user data, or a signaling channel.

Figure 6: GSM Channel (www.google.com)

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3.6 Call Setup

The following example describes a call from a fixed network subscriber to a mobile subscriber in a

GSM network:

Figure 7: Call Setup (www.google.com)

The incoming call is passed from the fixed network to the gateway MSC (GMSC) (1). Then, based on

the IMSI numbers of the called party, its HLR is determined (2). The HLR checks for the existence of

the called number. Then the relevant VLR is requested to provide a mobile station roaming number

(MSRN) (3). This is transmitted back to the GMSC (4). Then the connection is switched through to the

responsible MSC (5). Now the VLR is queried for the location range and reach ability status of the

mobile subscriber (6). If the MS is marked reachable, a radio call is enabled (7) and executed in all

radio zones assigned to the VLR (8). When the mobile subscriber telephone responds to the page

request from the current radio cell (9), all necessary security procedures are executed (10). If this is

successful, the VLR indicates to the MSC (11) that the call can be completed (12).

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3.7 System Features

3.7.1 Roaming:

The roaming feature allows a user to make and receive calls in any GSM network and to use the

same user-specific services worldwide. This requires a roaming agreement between the individual

operators. With worldwide roaming the MS is accessible under the same phone number

everywhere.

3.7.2 Handover:

In a cellular network, the radio and fixed voice connections are not permanently allocated for the

duration of a call. Handover or handoff as it is called in North America, means switching an ongoing

call to a different channel or cell. The execution and measurements required for handover are a

basic function of the RR protocol layer. There are four different types of handovers in GSM, which

involve transferring a connection between:

� Channels (timeslots) in the same cell (intra-BTS handover)

� Cells under the control of the same BSC (inter-BTS handover).

� Cells under the control of different BSCs, but belonging to the same MSC (inter-BSC

handover)

� Cells under the control of different MSCs (inter-MSC handover)

3.7.3 Short Message Service (SMS)

SMS offers message delivery (similar to “two-way-paging”) that is guaranteed to reach the MS. If the

GSM telephone is not turned on, the message is held for later delivery. Each time a message is

delivered to an MS; the network expects to receive an acknowledgement from this MS that the

message was correctly received. Without a positive acknowledgement the network will re-send the

message or store it for later delivery. SMS supports messages up to 160 characters in length that can

be delivered by any GSM network around the world wherever the MS is able to roam.

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3.7.4 Call Waiting (CW)

CW is a network-based feature that must also be supported by the GSM telephone (MS). With CW,

GSM users with a call in progress will receive an audible beep to alert them that there is an incoming

call for the MS. The incoming call can be accepted, sent to voice mail or rejected. If the incoming call

is rejected, the caller will receive a busy signal. Once the call is accepted, the original call is put on

hold to allow a connection to the new incoming call.

3.7.5 Call Hold (CH)

CH must be supported by the MS and the network. It allows the MS to “park” and “in progress call”,

to make additional calls or to receive incoming calls.

3.7.6 Call Forwarding (CF)

This is a network-based feature that can be activated by the MS. CF allows calls to be sent to other

numbers under conditions defined by the user. These conditions can be either unconditional or

dependent on certain criteria (no answer, busy, not reachable).

3.7.7 Calling Line ID

Calling Line ID must be supported by the GSM network and the telephone. The GSM telephone

displays the originating telephone number of incoming calls. This feature requires the caller's

network to deliver the calling line ID (telephone no.) to the GSM network.

3.7.8 Mobility Management (MM)

The GSM network keeps track of which mobile telephones are powered on and active in the

network. To provide as efficient call delivery as possible, the network keeps track of the last known

location of the MS in the VLR and HLR. Radio sites connected to the MSC are divided into groups

called “location areas”. When a call is designated for an MS, the network looks for the MS in the last

known location area.

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3.7.9 Authentication

Authentication normally takes place when the MS is turned on with each incoming call and outgoing

call. A verification that the Ki (security code) stored in the AuC matches the Ki stored in SIM card of

the MS completes this process. The user must key in a PIN code on the handset in order to activate

the hardware before this automatic procedure can start.

4. Network Quality and Performance (NQP) Department

4.1 Grameenphone’s “Huawei” Swap Project

Recently, Grameenphone is swapping all their network equipments and devices from Ericsson to

Huawei. As I have joined as an intern here, my work was to develop certain reports. Firstly, there is

the pre-swap report. Although GP is changing their devices, but that does not mean they are

compromising with quality; Huawei would have to maintain certain standard to achieve their swap

certificate. So, in the pre-swap report the performance benchmark of current Ericsson devices are

included, which are later sent to Huawei. The pre-swap report is basically the target that has been

set for Huawei. Secondly, we have the post-swap report. The performance benchmark of Huawei are

provided in here by Huawei Engineers; if their results fail to meet the criteria which have been set in

the pre-swap report then GP would apply the fall-back method, which means Huawei would lose

their project and GP will settle back with Ericsson. The GP Engineers would verify the pos-swap

reports sent by Huawei.

I have been present in so far twelve swaps and have completed pre-swap reports regarding those

swaps. I have also worked in the regular procedural work of the NQP department, and completed

some daily reports including GP Office Premise, Health Line Call Report and Port reports. My primary

internship focus was to work in the swap project. The detail analyses of the project and work

procedure are provided below.

4.2 Huawei’s Key Performance Indicator (KPI) Mapping for Grameenphone Swap Project

This is mainly about the KPI mapping of Huawei to Ericsson KPI formulas as provided by

Grameenphone. They include the following:

� Call setup time e2e(voice)

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� Handover Success Rate, Intra BSC

� Handover Success Rate, Inter BSC/MSC

� Minutes Per Drop, MPD

� Random Access Success Rate %

� TCH Congestion

� SDCCH Congestion (including reattempt)

� SDCCH drop due to quality

� Paging Success Rate %

� PDCH Allocation Success Rate (%)

� TBF Establishment Success Rate (%)

� PDP Context Activation Success Rate (%)

4.2.1 Call setup time e2e (voice)

� Time period from the BSC receiving a CHANNEL REQUREST message to the MSC sending an

ALERTING message to the MS

� Measurement Point: This KPI shall be obtained through signaling trace.

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Figure 8: Call Setup Time

4.2.2 Handover Success Rate, Intra-BSC

� FORMULA: Successful Internal inter-cell Handovers/Internal inter-cell Handover Commands.

ERICSSON HUAWEI

=NCELLREL.HOVERSUC*100/NCELLREL.HOVE

RCNT

=100 * Successful Outgoing Internal Inter-Cell

Handovers / Outgoing Internal Inter-Cell

Handover Commands per Cell

HOVERSUC: Number of successful handover to

the neighbor cell.

Successful Outgoing Internal Inter-Cell

Handovers:

This measurement provides the number of

successful outgoing internal inter-cell handovers

per cell.

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HOVERCNT: Number of Handover Commands

sent to the MS. NCELLREL means internal BSC.

Outgoing Internal Inter-Cell Handover

Commands per Cell:

This measurement is triggered when the BSC

sends an HO CMD message to the MS through

the originating cell. The measurement object is

the originating cell. The measurement is based

on the channel type and the frequency bands of

the cells involved in the handover.

Table 1: Handover Success Rate, Intra BSC (Ericsson & Huawei)

4.2.2 Handover Success Rate, Intra-BSC (Continued)

� Measurement Point:

� HOVERSUC: The counter is incremented when the CLEAR COMMAND message due to

successful handover is received from the MSC or when the message HANDOVER

PERFORMED is sent to the MSC or when ASSIGNMENT COMPLETE is sent to the MSC.

� HOVERCNT: The counter Handover attempts to neighbor cell (HOVERCNT) is incremented

when the BSC is sending HANDOVER COMMAND to the MS at handover and assignment.

� Outgoing Internal Inter-Cell Handover Commands per Cell: This measurement is triggered

when the BSC sends HO CMD message to the MS through the originating cell based on the

channel type and the frequency bands of the cells involved in the handover.

The channel involved in the measurement is of the following types:

SDCCH, TCHF, TCHH

The handover may occur from:

GSM900/850 to GSM900/850, GSM1800/1900 to GSM1800/1900, GSM900/850 to

GSM1800/1900 and GSM1800/1900 to GSM900/850

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Figure 9: Measurement point B-Internal Inter-cell HO CMD

� Successful Outgoing Internal Inter-Cell Handovers: This measurement is triggered when BSC

receives an HOCMP message before the timer that is set to wait for the HO CMP message

expires. Counter measures successful direct retry as well.

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4.2.3 Handover Success Rate, Inter-BSC/MSC

� FORMULA: Successful Outgoing External Inter-Cell Handovers/Outgoing External Inter-Cell

Handover Commands

ERICSSON HUAWEI

=NECELLREL.HOVERSUC*100/NECELLREL.HO

VERCNT

=100 * Successful Outgoing External Inter-Cell

Handovers / Outgoing External Inter-Cell

Handover Commands

HOVERSUC: Number of successful handover to

the neighbor cell.

Successful Outgoing External Inter-Cell

Handovers:

This measurement provides the number of

successful outgoing external inter-cell handovers

per cell.

HOVERCNT: Number of Handover Commands

sent to the MS. NECELLREL means external BSC.

Outgoing External Inter-Cell Handover

Commands per Cell:

This measurement is triggered when the BSC

sends an HO CMD message to the MS through

the originating cell. The measurement object is

the originating cell. The measurement is based

on the frequency bands and channel type of the

cells involved in the handover and different

signaling points.

Table 2: Handover Success Rate, Inter BSC/MSC (Ericsson & Huawei)

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4.2.3 Handover Success Rate, Inter-BSC/MSC (Continued)

� Measurement Point:

� HOVERSUC: The counter is incremented when the CLEAR COMMAND message due to

successful handover is received from the MSC or when the message HANDOVER

PERFORMED is sent to the MSC or when ASSIGNMENT COMPLETE is sent to the MSC

� HOVERCNT: The counter Handover attempts to neighbor cell (HOVERCNT) is incremented

when the BSC is sending HANDOVER COMMAND to the MS at handover and assignment.

� Outgoing External Inter-Cell Handover Commands per Cell: This measurement is triggered

when the BSC sends HO CMD message to the MS through the originating cell based on the

channel type and the frequency bands of the cells involved in the handover.

The channel involved in the measurement is of the following types:

SDCCH, TCHF, TCHH

The handover may occur from:

GSM900/850 to GSM900/850, GSM1800/1900 to GSM1800/1900, GSM900/850 to

GSM1800/1900 and GSM1800/1900 to GSM900/850

� Successful Outgoing External Inter-Cell Handovers: This measurement is triggered when

BSC receives an HO CMP message before the timer that is set to wait for the HO CMP

message expires. The measurement is based on the channel type and the frequency bands

of the cells involved in the handover.

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Figure 10: Measurement point B-Internal Inter-cell HO CMD

4.2.4 Minutes per Drop (MPD)

� FORMULA: {60}*Traffic Volume of TCHs/Call Drops on TCH

ERICSSON HUAWEI

= (CELTCHF.TFTRALACC/CELTCHF.TFNSCAN+

CELTCHH.THTRALACC/CELTCHH.THNSCAN )

*CELTCHF.CFAIL

/(CELTCHH.THNDROP+CELTCHH.THNDROPSUB

+CELTCHF.TFNDROP+CELTCHF.TFNDROPSUB)

={60}* Traffic Volume on TCH/ Call Drops on TCH

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TCH TRAFFIC=

(TFTRALACC/TFNSCAN)+(THTRALACC/THNSCAN)

TFTRALACC THTRALACC:

Traffic level accumulator for full-rate TCH. The

corresponding counter for half-rate is

THTRALACC.

TFNSCAN and THNSCAN: Every 10 seconds, the

scanning counters are incremented by one, and

the traffic level counters are scanned and the

scanning results are added to the accumulation

counters per cell

Traffic Volume on TCH: This counter indicates

the traffic load on TCH. It is the average number

of sampled TCHs, which are measured within a

granularity period (on a per second basis) after

the TCHs are activated.

The period of the sampling timer for the

measurement is five seconds.

Underlaid: TFNDROP, THNDROP

Overlaid: TFNDROPSUB, THNDROPSUB

These are counters for the number of abnormally

terminated connections.

Call Drops on TCH: This measurement provides

the number of call drops on the TCH.

Alternatively, this measurement provides the

number of call drops due to various reasons

after the MS is in the normal call state on the

TCH.

Table 3: Minutes Per Drop (Ericsson & Huawei)

Note: As this KPI depends on the CALLING MINUTES, MPD is only taken into consideration for

Statistics, and is logically not considered for Drivetest KPI where we only have 1 caller with duration

depending on the drivetest route.

4.2.4 Minutes per Drop (MPD) (Continued)

Measurement Point:

Underlaid: TFNDROP, THNDROP

Overlaid: TFNDROPSUB, THNDROPSUB

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The counters are incremented:

• When the BSC sends CLEAR REQUEST message

• When CLEAR COMMAND message is received if the cause code differs from the cause

codes "Call control" and "Handover successful".

Call Drops on TCH

The BTS sends an ERROR INDICATION message to the BSC because of the radio link failure on the

TCH. The BSC measures the counter when receiving this message.

The counter is the sum of:

• Call Drops on Radio Interface in Stable State (TCH)

• Call Drops on Radio Interface in Handover State (TCH)

• Call Drops due to No MRs from MS for a Long Time (TCH)

• Call Drops due to Abis Terrestrial Link Failure (TCH)

• Call Drops due to Equipment Failure (TCH)

• Call Drops due to Forced Handover (TCH)

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4.2.5 Random Access Success Rate %

� FORMULA: Immediate Assignment Command /Channel Requests

ERICSSON HUAWEI

=RANDOMACC.CNROCNT*100

/(RANDOMACC.CNROCNT +

RANDOMACC.RAACCFA)

=100* Channel Requests (Circuit

Service)/(Channel Requests (Circuit Service) +

Channel Requests (Protocol Incompatible))

CNROCNT: counter for all accepted random

accesses that means all except failed random

accesses.

Answer to paging (RAANPAG)

Emergency call (RAEMCAL)

Call reestablishment (RACALRE)

Other service request (RAOSREQ) Originating call

and TCH/F is needed, or procedures that can be

completed with an SDCCH

All other cases (RAOTHER) Location updating

(SDCCH needed).

Message: CHANNEL REQUIRED

Channel Requests (Circuit Service): This

measurement provides the channel requests

from all circuit services for multiple causes such

as:

Channel Requests (MOC)

Channel Requests (MTC)

Channel Requests (Emergency Call)

Channel Requests (Call Re-establishment)

Channel Requests (Location Updating)]

The BSC measures this counter when receiving

the CHANNEL REQUIRED message from the BTS

RAACCFA: The failed random access counter

(RAACCFA) is incremented for a Random access

received with too high TA, values that are not

used or in case of "software file congestion".

Channel Requests (Protocol Incompatible):

After the BSC receives the CHAN RQD message

from the BTS, this measurement is triggered

when the access cause is that the protocol is

incompatible.

Table 4: Random Access Success Rate % (Ericsson & Huawei)

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4.2.6 TCH Congestion Rate %

� FORMULA: Failed Assignments (Channel Unavailable)/Assignment Request

ERICSSON HUAWEI

= 100 * (CELTCHF.TFNRELCONG

+CELTCHH.THNRELCONG+CELTCHF.TFNRELCONGSUB

+CELTCHH.THNRELCONGSUB+CLSDCCH.CNRELCONG)

/CLTCH.TASSALL

= 100 * Failed TCH Seizures due to Busy TCH

(Traffic Channel) / (Assignment Requests +

Outgoing External Inter-Cell Handover

Requests (Directed Retry) + Outgoing

Internal Inter-Cell Handover Requests per

Cell (Directed Retry)

CNRELCONG: Number of released connections on

SDCCH due to TCH or Transcoder (TRA) congestion in

both underlaid and overlaid subcell. CNRELCONGSUB

for overlaid.

Underlaid: TFNRELCONG, THNRELCONG,

TFNRELCONGSUB,

THNRELCONGSUB: Incremented when a TCH

connection used for signalling and there is

congestion in Transcoder.

Failed TCH Seizures due to Busy TCH (Traffic

Channel): This Item measures the number of

failed TCH (traffic channel) seizures due to

no TCH available.

TASSALL: Number of first assignment attempts on

TCH for all MS power classes.

Assignment Requests The measurement is

triggered when the BSC receives an ASS REQ

message from the MSC. The measurement is

based on the channel type and the access

cause contained in the message.

Outgoing External Inter-Cell Handover

Requests (Directed Retry) + Outgoing

Internal Inter-Cell Handover Requests per

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Cell (Directed Retry)

The measurements are triggered when the

BSC initiates a directed retry procedure. The

measurement is based on the frequency

bands of the cells involved in the handover.

Table 5: TCH Congestion Rate % (Ericsson & Huawei)

4.2.6 TCH Congestion Rate % (Continued)

Measurement Point:

� Underlaid: CNRELCONG

� Overlaid: CNRELCONGSUB

Incremented when a connection on SDCCH is released due to radio resource congestion,

that is when there is congestion on TCH or congestion on transcoder resources.

� Underlaid: TFNRELCONG, THNRELCONG

� Overlaid: TFNRELCONGSUB, THNRELCONGSUB

Incremented when a TCH connection used for signalling.

� TASSALL: Incremented for the first attempt to change a connection from a signalling only

connection to a TCH for speech or data, initiated by reception of ASSIGNMENT REQUEST or

HANDOVER REQUEST (cause = directed retry).

� [Failed Assignments (First Assignment, Channel Unavailable in Assignment Procedure)] +

[Failed Assignments (First Assignment, Channel Unavailable in Directed Retry Procedure)]

After the BSC receives the ASS REQ message from the MSC, this measurement is triggered if

the BSC cannot return the ASS CMP message or send the ASS FAIL message to the MSC.

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� Assignment Requests: The measurement is triggered when the BSC receives an ASS REQ

message from the MSC. Includes:

=[Assignment Requests (Signaling Channel)]

+[Assignment Requests (TCHF Only)]

+[Assignment Requests (TCHH Only)]

+[Assignment Requests (TCHF Preferred, Channel Type Unchangeable)]

+[Assignment Requests (TCHH Preferred, Channel Type Unchangeable)]

+[Assignment Requests (TCHF or TCHH, Channel Type Unchangeable)]

+[Assignment Requests (TCHF Preferred, Channel Type Changeable)]

+[Assignment Requests (TCHH Preferred, Channel Type Changeable)]

+[Assignment Requests (TCHF or TCHH, Channel Type Changeable)]

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Figure 11.1: Outgoing External Inter-cell Handover (direct retry) Procedure

� Outgoing External Inter-Cell Handover Requests (Directed Retry) + Outgoing Internal Inter-

Cell Handover Requests per Cell (Directed Retry): The counters measure the number of

outgoing external intercell handover requests initiated by the BSC during directed retry in

the assignment procedure based on the frequency bands involved in the handover.

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Figure 11.2: Outgoing External Inter-cell Handover (direct retry) Procedure

4.2.7 SDCCH Congestion Rate %

� FORMULA: Failed Assignments (Channel Unavailable)/Assignment Request

ERICSSON HUAWEI

=(CLSDCCH.CCONGS+CLSDCCHO.CCO

NGSSUB)*100/CLSDCCH.CCALLS

=100* Failed SDCCH Seizures due to Busy

SDCCH/ SDCCH Seizure Requests

CCONGS: The SDCCH congestion counters are

incremented when an allocation attempt in a

resource type fails due to no idle channels. The

Failed SDCCH Seizures due to Busy SDCCH:

In an immediate assignment procedure or a

handover procedure, the BSC triggers the

Item when the MS or MSC requests an

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counter for overlaid subcell is CCONGSSUB. SDCCH from the BSS but no SDCCH is

available.

= [Failed Channel Assignments due to Busy

or Not Configured Channels in Immediate

Assignment Procedure (SDCCH)]

+[Failed Internal Intra-Cell Handovers

(Channel Unavailable) (SDCCH)]

+[Failed Incoming Internal Inter-Cell

Handovers (Channel Unavailable) (SDCCH)]

+[Failed Incoming External Inter-Cell

Handovers (Channel Unavailable) (SDCCH)]

CCALLS: The allocation attempt counters are

incremented at every attempt to allocate an SDCCH.

Allocation attempts are made at signaling

connection setup, at handover and at assignment.

SDCCH Seizure Requests: In the immediate

assignment procedure, the BSC receives the

CHANNEL REQUIRED message from the BTS

and measures this counter if the required

channel is the SDCCH.

In SDCCH handover procedure, the

originating cell sends the Handover Request

message to the target cell. The BSC

measures the counter when the target cell

receives this message on SDCCH.

Table 6: SDCCH Congestion Rate % (Ericsson & Huawei)

Note: Huawei include Congestion during Handover on SDCCH. GP is to verify if CCONGS also include

this congestion.

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4.2.7 SDCCH Congestion Rate % (Continued)

Measurement Point:

CCALLS: Can be stepped several times during a call setup, due to for instance congestion or several

received Random Accesses (RAs) from a mobile.

SDCCH Seizure Requests: BSC triggers the Item after receiving a request for SDCCH during

assignment procedure, intra-BSC incoming handover procedure, and inter-BSC incoming handover

procedure.

Counter measures:

SDCCH Seizure Requests =

[Channel Assignment Requests in Immediate Assignment Procedure (SDCCH)] +

[Internal Intra-Cell Handover Requests (SDCCH)] +

[Incoming Internal Inter-Cell Handover Requests (SDCCH) (900/850-900/850)] +

[Incoming Internal Inter-Cell Handover Requests (SDCCH) (1800/1900-1800/1900)] +

[Incoming Internal Inter-Cell Handover Requests (SDCCH) (900/850-1800/1900)] +

[Incoming Internal Inter-Cell Handover Requests (SDCCH) (1800/1900-900/850)] +

[Incoming External Inter-Cell Handover Requests (SDCCH) (900/850-900/850)] +

[Incoming External Inter-Cell Handover Requests (SDCCH) (1800/1900-1800/1900)] +

[Incoming External Inter-Cell Handover Requests (SDCCH) (900/850-1800/1900)] +

[Incoming External Inter-Cell Handover Requests (SDCCH) (1800/1900-900/850)]

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Figure 12: External SDCCH handover procedure

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4.2.8 SDCCH drop due to quality

� FORMULA: Call Drops on SDCCH due to Quality /Successful SDCCH Seizures

ERICSSON HUAWEI

=

(CELLCCHDR.CDISQA+CELLCCHDR.CDISQASUB)*100

/CLSDCCH.CMSESTAB

=100* Channel Requests (Circuit

Service)/(Channel Requests (Circuit Service) +

Channel Requests (Protocol Incompatible))

CMSESTAB: Successful MS establishment on

SDCCH.

Call Setup Indications (SDCCH) (Circuit

Service): This measurement provides the

indications of call setup on SDCCH for the

circuit service, including indications of call

setup for multiple causes. These counters

include all the values of the service request

message of the EST IND message.

CDISQA: Dropped SDCCH connection at bad quality

down or uplink per cell in underlaid subcell i.e.

worse than BADQDL and/or BADQUL. There s also

a counter for overlaid subcell, CDISQASUB.

As these are 2 different vendors and

technologies, this counter has no direct

equivalent with Huawei.

Table 7: SDCCH drop due to quality (Ericsson & Huawei)

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4.2.9 SDCCH Drop Rate

PROPOSAL: To actually MATCH the formula, and also for the client to monitor ALL the causes of

SDCCH Drops:

SDCCH Drop Rate = 100* Call Drops on SDCCH / Successful SDCCH Seizures

ERICSSON FORMULA: 100* CNDROP / CMSESTAB

HUAWEI FORMULA: 100 * Call Drop on SDCCH (Call Type) / Call Setup Indications (SDCCH) (Circuit

Service)

ERICSSON HUAWEI

= (CLSDCCH.CNDROP)*100 / CLSDCCH.CMSESTAB

=100* Call Drops on SDCCH (Call Type) / Call

Setup Indications (SDCCH) (Circuit Service)

CNDROP: For every cell there is a counter for the

number of abnormally terminated connections

Call Drops on SDCCH (Call Type): This counter

measures the call drops on the SDCCH in a cell.

-To check if Radio Link Failure is due to TA,

Quality or Level , client may use the following

counters for analysis:

-S4300D: TRX_SD_DROP_UL_LEV

- Uplink Level during Radio Link Failure (SDCCH)

-S4320D: TRX_SD_DROP_DL_LEV

- Downlink Level during Radio Link Failure

(SDCCH)

- S4310D: TRX_SD_DROP_UL_QLTY

- Uplink Quality during Radio Link Failure

(SDCCH)

-S4330D: TRX_SD_DROP_DL_QLTY

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- Downlink Quality during Radio Link Failure

(SDCCH)

-S4340D: TRX_SD_DROP_TA

-TA during Radio Link Failure (SDCCH)

CMSESTAB: Successful MS establishment on

SDCCH.

Call Setup Indications (SDCCH) (Circuit Service):

This measurement provides the indications of

call setup on SDCCH for the circuit service,

including indications of call setup for multiple

causes.

Table 8: SDCCH Drop Rate (Ericsson & Huawei)

4.2.9 SDCCH Drop Rate (Continued)

Measurement Point:

CMSESTAB: The MS connection establishments on the SDCCH counters are incremented when a

signaling link between the MS and MSC is established, that is an SCCP CONNECTION CONFIRMED

message is received from the MSC, a HANDOVER COMPLETE or a HANDOVER PERFORMED message

sent to the MSC.

Call Setup Indications (SDCCH) (Circuit service):

These counters include all the values of the service request message of the EST IND message. The

Items included:

• A3030A:CELL_ESTB_IND_MOC_NONSMS_SD

• A3030B:CELL_ESTB_IND_MOC_SMS_SD

• A3030C:CELL_ESTB_IND_MTC_SD

• A3030D:CELL_ESTB_IND_ECALL_SD

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• A3030E:CELL_ESTB_IND_CALL_REESTB_SD

• A3030F:CELL_ESTB_IND_LOC_UPDATE_SD

• A3030G:CELL_ESTB_IND_IMSI_DETACH_SD

• A3030I:CELL_ESTB_IND_SS_SD

• A3030J:CELL_ESTB_IND_LCS_SD

• A3030K:CELL_ESTB_IND_OTHER_SD

Figure 13: Measurement point C – Successful SDCCH Seizures

4.2.10 PDCH Allocation Success Rate %

� FORMULA: 1- Number of packet channel allocation failures / Number of packet channel

allocation attempts

ERICSSON HUAWEI

= 100* (1 – (CELLGPRS.PCHALLFAIL /

CELLGPRS.PCHALLATT)

= 100* Number of Successful Uplink

Assignments / Number of Uplink Assignments

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PCHALLFAIL: Number of packet channel

allocation failures. The counter value is

incremented when a PDCH allocation request is

done and there are no channels available in the

cell to be allocated for PDCHs.

Number of Successful Uplink Assignments: This

measurement provides the number of successful

uplink assignments in a granularity period.

Successful assignment means that the BSC

receives the uplink data block or single block

(measurement report received).

PCHALLATT: Number of packet channel

allocation attempts. The counter value is

incremented at each request to allocate PDCHs

in the cell. The counter value is incremented by

one independently of the number of channels

requested and the result of the request.

Number of Uplink Assignments: This

measurement provides the number of uplink

assignments in a granularity period. Every time

the BSC sends an IMMEDIATE ASSIGNMENT

message, the counter is incremented by one.

Table 9: PDCH Allocation Success Rate % (Ericsson & Huawei)

4.2.11 TBF Establishment Success Rate %

� FORMULA: The number of Downlink TBF successful establishment / The number of Downlink

TBF establishment Attempts

ERICSSON HUAWEI

= 100 * (1– (CELLGPRS.FAILDLTBFEST /

CELLGPRS.DLTBFEST))

=100 * (1- ((Number of Failed Downlink GPRS

TBF Establishments due to No Channel +

Number of Failed Downlink EGPRS TBF

Establishments due to No Channel) / (Number of

Downlink GPRS TBF Establishment Attempts+

Number of Downlink EGPRS TBF Establishment

Attempts)))

FAILDLTBFEST: The total number of attempts to Number of Failed Downlink GPRS TBF

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establish a downlink TBF that resulted in a failure

due to lack of resources.

Establishments due to No Channel

Number of Failed Downlink EGPRS TBF

Establishments due to No Channel:

When the BSC receives a new downlink PDU

request from the SGSN, if the downlink GPRS

TBF establishment fails due to no channel, the

counter is incremented by one.

DLTBFEST: The total number of attempts to

establish a downlink TBF.

Number of Downlink GPRS TBF Establishment

Attempts

Number of Downlink EGPRS TBF Establishment

Attempts

Every time the BSC sends the IMMEDIATE

ASSIGNMENT, or PACKET DOWNLINK

ASSIGNMENT messages, the counter is

incremented by one.

Table 10: TBF Establishment Success Rate (Ericsson & Huawei)

Note: This KPI is based on the subscribers’ usage. If Packet traffic volume become larger, the KPI will

become worse.

4.2.11 TBF Establishment Success Rate % (Continued)

Measurement Point:

Number of Failed Downlink GPRS TBF Establishments due to No Channel

Number of Failed Downlink EGPRS TBF Establishments due to No Channel:

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Figure below shows the process of downlink GPRS or EGPRS TBF establishment failure due to no

channel.

Figure 14.1: Number of failed Downlink GPRS TBF establishments due to no Channels

Number of Downlink GPRS TBF Establishment Attempts

Number of Downlink EGPRS TBF Establishment Attempts

Every time the BSC sends the IMMEDIATE ASSIGNMENT message, the counter is incremented by

one.

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Figure 14.2: Downlink GPRS TBF establishment attempt on the CCCH

4.2.12 PDP Context Activation Success Rate % (Note: This KPI is measured in SGSN)

� FORMULA: Successful times of PDP Context Activation / Requests of PDP Context Activation

*100

� Failure reason analysis

- PDP context activation fail times(unknown APN)

- PDP context activation fail times(unknown PDP address or type)

- PDP context activation fail times(system failure)

- PDP context activation fail times(authentication failure)

- PDP context activation fail times(no resource)

- PDP context activation fail times(missing mandatory IE)

- PDP context activation fail times(incorrect mandatory IE)

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- PDP context activation fail times(incorrect optional IE)

- PDP context activation fail times(invalid message format)

4.2.13 Paging Success Rate %

� FORMULA: All paging response from A-interface / First paging request time

Figure 15: Paging Flow

Note: This KPI is measured in MSC.

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4.3 GP-Huawei KPI Acceptance Manual/Procedure

4.3.1 Introduction:

This part of the report document constitutes the Benchmark test and Network Acceptance report for

the Grameen Phone – Huawei GSM Network Swap Project. The purpose of this part is to present the

acceptance procedures and the standard and the methods of the tests for radio network. The tests

for Huawei consist of two parts: Drive tests and traffic statistics. This document provides the detailed

methodology for the drive test and traffic performance statistics measurements. The following areas

are covered in this document:

• KPI Requirement

• Deliverables for Drive test and Traffic performance statistics

• Acceptance Test Methodology and Procedures

Order of precedence of this document, if any conflict arises, is as follows:

a. RFQ (Annex 30)

b. Section-2 of this document

4.3.2 KPI Requirement:

4.3.2.1 PAT KPI Requirements

Supplier solution must maintain existing coverage and quality KPI as defined in each cluster. Before

swap, a benchmark is needed to be done for the target cell and its corresponding cluster. The

benchmark KPIs will come from drive test and network statistics. For PAT, every cell and its

corresponding cluster needs to meet or exceed benchmark KPIs (listed in Annex 30) of the swapped

cell and cluster. Fall back will be initiated if MPD does not meet the minimum criterion (at least 75%

of benchmarked value) in cell and cluster level within 24 hours of commercial traffic.

Benchmarked KPIs:

Drive Test Benchmarking:

• Retainability (MPD) – No. of drops must not be more than pre-swap drive test

• Integrity (MOS)

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• Rxqual

• Rx level (street level)

• Coverage Area of Probability

• E2E call establishment success rate

• Call setup time e2e (voice)

KPI Statistics Benchmarking:

• SDCCH Drop (excluding congestion)

• Handover Success Rate, Intra BSC

• Handover Success Rate, Inter BSC/MSC

• Minutes Per Drop (MPD)

• Paging Success Rate

• Random Access Success Rate

• PDCH Allocation Success Rate

• TBF Establishment Success Rate

• PDP Context Activation Success Rate (to be replaced by Throughput)

• TCH Congestion (3BH)

• SDCCH Congestion (including reattempt) (3BH)

4.3.2.2 FAC KPI Requirements

For FAT all KPI targets mentioned in Annex 30 (and also mentioned below) in both cell and BSC wise

cluster will have to be achieved.

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4.3.3 Deliverables for Drive Test and Traffic performance statistics:

4.3.3.1 Deliverables for Drive Tests:

After the Benchmark Test (Pre and Post) for PAT and the Final Acceptance Test the following

information will be provided by Huawei:

• Plots with the drive test results

• Detailed statistical report from TEMS report generator (details of events such as HO fail,

block call, call drop, total no. of samples, % of samples, unsuccessful attempts, timer

expires etc.)

• KPI table: Pre vs. Post; Target vs. Achieved

• Drive test Logs

• Recommendations

The plots that will be provided are

The following information will be provided:

• All DT KPI mentioned in section 2.2.1 (both pre and post swap)

• All the analysis for drop and access failures will be included

Voice Call Plots Plot

Rxlevsub Y

Rxqualsub Y

Coverage area

probability

Y

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The threshold used for the measurement analysis is the following:

Rx-Le

v Ba

nd

-70 to 0

Blue

Qu

ality

Ba

nd

0-1

Blue

-75 to -70

Light Blue

2-3

Green

-80 to -75

Green

4-5

Yellow

-85 to -80

Light Green

6-7

Red

-90 to -85

Yellow

-105 to -90

Red

Table 11: Threshold Measurement Analysis

4.3.3.2 Deliverables for Traffic Performance Statistics:

After the Benchmark Test (Pre and Post) for PAT and the Final Acceptance Test the following

information will be provided by Huawei:

• Cell level traffic statistics both daily and hourly

• Cluster level traffic statistics both daily and hourly

• KPI table: Pre vs. Post; Target vs. Achieved

• Recommendations

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Cluster level traffic statistics can be of below format:

Cluster Level Traffic Statistics M

SC

ID

BS

C I

D

Clu

ste

r ID

SD

CC

H D

rop

(e

xclu

din

g

con

ge

stio

n)

Ha

nd

ov

er

SR

(In

tra

BS

C)

Ha

nd

ov

er

SR

(In

ter

BS

C/M

SC

)

MP

D

Pa

gin

g S

R

Ra

nd

om

Acc

ess

SR

PD

CH

All

oca

tio

n S

R

TB

F E

sta

bli

shm

en

t S

R

PD

P C

on

tex

t A

ctiv

ati

on

SR

/Th

rou

gh

pu

t

% o

f T

CH

Co

ng

est

ion

SD

CC

H C

on

ge

stio

n

incl

ud

ing

re

att

em

pt

Table 12: Cluster Level Traffic Statistics

Cell level traffic statistics can be of below format:

Cell Level Traffic Statistics

MS

C I

D

BS

C I

D

Clu

ste

r I

D

Ce

ll I

D

SD

CC

H D

ro

p (

ex

clu

din

g

co

ng

es

tio

n)

Ha

nd

ov

er

SR

(In

tra

BS

C)

Ha

nd

ov

er

SR

(In

ter

BS

C/

MS

C)

MP

D

Ra

nd

om

Ac

ce

ss S

R

PD

CH

All

oc

ati

on

SR

TB

F E

sta

bli

sh

me

nt

SR

PD

P C

on

tex

t A

cti

va

tio

n

SR

/T

hro

ug

hp

ut

% o

f T

CH

Co

ng

es

tio

n

SD

CC

H C

on

ge

stio

n

inc

lud

ing

re

att

em

pt

Table 13: Cell Level Traffic Statistics

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4.4 Acceptance Test Methodology and Procedure

4.4.1 General Conditions:

Performance of the swapped cluster will be observed from 8:00 am to 13:00 pm of the day following

swap night. If MPD of any cell within the swapped cluster falls below 75% of the previously

benchmarked MPD, and if it is not resolved within 24 hours of the loading of commercial traffic, then

fall back of the cell or the corresponding cluster will be initiated.

Network tuning to achieve benchmark or better KPI for Cluster Conditional Acceptance Test is within

two weeks (after commercial traffic).

Network tuning to achieve target or better KPI in BSC wise cluster and cell level for Final Acceptance

Test is in a maximum of six months (after Conditional Acceptance).

4.4.2 Acceptance Test Procedure:

For the GP-Huawei Swap project benchmark test will be taken. After swap PAT will be completed

within two weeks. When the Cell and Cluster level KPIs get the FAC requirement, the FAC will be

processed. Test tools and test routes should completely be the same for all tests. After each test a

report will be submitted and this will contain the deliverables mentioned in Section 3 of this

document.

4.4.2.1 Cluster Definition and Test Routes

A pre and post swap drive test is performed to verify the radio network performance in a cluster.

Minimum drive test route to cover for Benchmarking will be provided by GP. Huawei has to cover

this route as a minimum. The planning of the drive test route will consider handover

performance, neighbor relations, coverage, interference and quality.

The test route will be carefully planned in advance. All sites on the cluster will be mapped on the

site map. This map will indicate the theoretical cell borders.

In general the test routes will be planned according to the following criteria:

• The routes will pass through the cells of the concern in the cluster

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• The routes will cover all the major areas

• The route will be planned so that handovers are performed between as many cells as

possible, i.e. all of the most important cells will be crossed

• The routes will pass through important areas including busy roads, high traffic areas,

business areas, VIP areas etc.

4.4.2.2 Benchmark Test

In order to know the performance of existing network, drive test will be done before swap.

Benchmark test will be based on Cluster and the same test route ant time will be used before and

after swap. Before the swap, GP will provide the Ericsson existing network statistics to Huawei as

the statistics KPI baseline. The statistics period is 2 weeks before each cluster is swapped. The

statistics will be from Sunday to Saturday (7 days) on an hourly basis.

4.4.2.3 PAT Test

As soon as all the sites in one cluster have been swapped, optimization may start. Continuing

from 1-2 weeks of optimization and observation of network performance, PAT will be executed.

The complete PAT process for each cluster will be completed within 15 days of cluster swap.

4.4.2.4 FAC Test

After PAT, Huawei will expand the network for whole network, based on the traffic increase.

During this time, continuous optimization will be on-going and network performance will be

monitored regularly (at least on a daily basis). If the cluster and cell KPI achieves the target KPI,

FAC process will then be executed.

4.4.3 DT Acceptance Test Conditions

4.4.3.1 Drive Test Tools

1. Test laptop configuration will be equipped with RAM higher than 256 M, Hard disk

capacity higher than 30 G.

2. Drive test tool is TEMS Investigation at least above version 7.

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3. MOS test tool is QVOICE; GP will let Huawei use its QVOICE only if any unit of

Huawei’s is out of service.

4. Handset will support all of the test items

5. External antenna with 0 Db gain

6. Digital map will be available.

7. SIM cards will be supplied be GP. Each one will be Voice/EDGE capable

8. Test numbers will be provided by GP.

4.4.3.2 Network Acceptance Test Time

• Benchmark test will start 2 weeks before the swap starts.

• For PAT network optimization should be finished within 2 weeks after the swap.

• Within 6 months after PAT, when cell and cluster KPI has achieved FAC KPI requirement,

Huawei will initiate and complete the FAC test.

• Measurement of performance will be for 2 weeks before the swap. Data resolution will

be both hourly and daily for each day of the week. After swap both hourly data in cell

and cluster level will be measured. After PAT statistical data measurement will be on a

daily basis until FAT is complete.

4.4.3.3 Cluster Drive Test Procedure (Before and after swap)

When the basic functionality of the site have been checked, the next tasks are to verify that the

handover relations are working properly, to detect the interference areas, to note unexpected

coverage holes and to verify parameter and frequency allocations.

A drive test is performed to verify the radio network performance in cluster. GP must be

informed upon completion of the pre-swap drive test results to validate the accuracy of the data

and the selection of the drive test KPI data.

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Dedicated Mode (short call and long call) and idle mode drive testing will be done for each task.

The procedure is defined as follows:

1. Open a log file and then start a call to another mobile (for short call) located in same

radio environment (both A and B party in same car); A party being TEMS Investigation

phone.

2. For short calls adjust TEMS setup and call duration as follows:

• Test call length – 15 sec.

• Delay between the end of one call and the start of the next – 5 sec.

3. For long call one will be TEMS mobile (calling mobile) and the other a test number

provided by GP.

4. There is no maximum duration for a long call. Call will continue through the whole drive

test period. Call will be reconnected if drop occurs in drive test period.

5. During each drive test the vehicle speed will not exceed 30 km/hour.

6. Drive test recording will be paused when the vehicle stands still due to traffic congestion

or any other reasons.

7. External antenna (with 0 Db gain) will be mounted on top of the vehicle for all drive test.

8. Pre and Post swap drive test will be in similar period of the day of the week.

9. MOS test will be done in both Pre and Post swap drive test.

Dedicated Mode:

Both short call and long call test will be performed as outlined above.

Purpose:

To evaluate the network accessibility, retainability and integrity of the network.

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KPI Definition:

Signal Quality RxQual Downlink (Sub value) – percentage of measurement report below or equal

to RxQual = 5

E2E Call Establishment (mobile to mobile) = No. of Successful Calls/No. of Call Attempts

Preconditions:

• Predefined routes

• Assuming no loss of coverage (due to site down)

• Assuming sample drive test before and after are similar

Actions:

1. Start the TEMS unit in the drive test vehicle and record the measurements to log file

simultaneously with the idle mode.

2. Configure command sequence in TEMS for dedicated calls.

3. Set quick logging to 15,000 messages

4. Stop TEMS recording after completing the drive test swap area or cluster

Result:

The results for the case will be stored in the log files. This makes a statistical analysis of the

possible results.

Import all the log files using Report Generator of the TEMS equipment to get the number of

samples gathered during drive test.

Import all the log files into MapInfo to plot the RxQual as specified in the range in the

Deliverables.

Acceptance:

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Benchmarking is based on one drive test before and one drive test after swap. The drive test after

swap should be equal to or better than the pre-drive test.

Idle Mode:

Purpose:

To evaluate the Coverage area of Probability and RxLev.

KPI Definition:

Signal Quality RxLev (dBm)

Coverage Area of Probability – the percentage of the sample of receive level (above

threshold)/Total no. of samples

Preconditions:

• Predefined routes

• Measurements to be conducted on Idle mode on the predefined route

• Assuming no loss of coverage (due to site down)

• Assuming sample drive test data for before and after are similar

• Required street level coverage (will be using 0 Db external antenna)

Actions:

1. Start the TEMS unit in the drive test vehicle and record the measurements to log files

simultaneously with the dedicated mode.

2. Set quick logging to 15,000 messages

Result:

The results for the case will be stored in the log files. This makes a statistical analysis of the

possible results.

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Import all the log files using Report Generator of the TEMS equipment to get the number of

samples gathered during drive test.

Import all the log files into MapInfo to plot the RxLev as specified in the range in the Deliverables.

Acceptance:

Benchmarking is based on one drive test before and one drive test after swap. The drive test after

swap should be equal to or better than the pre-drive test.

Traffic Performance Statistics Acceptance Test Conditions:

Measurement of performance will be done on a daily basis starting from Sunday through

Saturday (7 days) from 08:00 H to 23:00 H. For at least the first 2 days after the swap hourly

statistics in both cell and cluster level will be measured. After PAT is done daily statistics will be

provided.

4.5 Procedure & Screen Shots of generating GP-Huawei Pre-Swap Report

1. First, cell list is copied in certain location; then opened the Pre Swap_Huawei database in

Microsoft Access. To complete the pre swap report the following queries, we imported the

cell list table and linked those in the queries.

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Figure 16: Pre Swap Huawei Database

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Figure 17: Design view for Radio-SDCCH-TCH Drop Rate

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Figure 18: Design view for GPRS-PDCH Allocation

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Figure 19: Design view for Radio-Inter BSC Handover SR

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Figure 20: Design view for Radio-Intra BSC Handover SR

2. After completing the design view, we copied the Cell Data, GPRS Data, NCELL_HOURLY and

NECELL_HOURLY files of a certain date in particular location and executed the queries. The

executed results are copied into the following tables.

Radio-SDCCH-TCH Drop Rate Table is too large and that is why could not be shown here.

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CELL Date Hour

PDCH

Allocation

Success

Rate

TBF Estb

Success

Rate

Pchallatt Pchallfail Dltbfest Faildltbfest

Table 14: GPRS-PDCH Allocation

CELL Day Hour

Inter BSC

Handover

SR

Org

Hoversuc-

Inter

Term

Hoversuc-

Inter

Org

Hovercnt-

Inter

Term

Hovercnt-

Inter

Total

Hoversuc-

Inter

Total

Hovercnt-

Inter

Table 15: Radio-Inter BSC Handover SR

CELL Day Hour

Intra BSC

Handover

SR

Org

Hoversuc-

Intra

Term

Hoversuc-

Intra

Org

Hovercnt-

Intra

Term

Hovercnt-

Intra

Total

Hoversuc-

Intra

Total

Hovercnt-

Intra

Table 16: Radio-Intra BSC Handover SR

3. After saving all data of required dates we saved the file as ‘Pre swap data-Cell Level.xls’

4. Then we separated the tables and imported them in the database.

5. Then we executed various queries to calculate the benchmark.

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Figure 21: Benchmark Queries

6. In the design view we gave input of the dates separately for weekdays and weekends.

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Figure 22: Weekdays Query View

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Figure 23: Weekends Query View

7. SDCCH Drop Rate, GPRS, Inter BSC, and Intra BSC all executed and copied into a certain

table.

8. To calculate the congestion, we had to execute the query cell max traffic. For this we had to

input dates in the cell wise congestion query. After that we executed the cell max traffic.

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Figure 24: Cell Wise Congestion

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Figure 25: Cell Max Traffic

Cell max traffic gave us values for week days and week ends. We saved them naming 3BH traffic and

2BH Traffic by proper sorting in the excel sheets. After that, we imported the files in the database.

Then we executed the queries for congestion in weekdays and weekends

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Figure 26: Congestion for weekdays

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Figure 27: Congestion for weekends

After executing all, we copied the values in the benchmark table. Then we combined the benchmark

and cell data and named it as ‘Pre swap data-Cell Level_Final.xls’

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We executed another query MPD Fallback and copied in the following tables.

Cell wise MPD KPI Benchmarking Value:

ID CELL Weekday WeekEnd

Table 17: Cell wise MPD KPI Benchmarking Value

Cluster wise MPD KPI Benchmarking Value:

Cluster Name KPI Name

BENCHMARK

WEEKDAY

WEEKEND

Cluster1 MPD

Table 18: Cluster wise MPD KPI Benchmarking Value

We saved these above tables as Pre swap data-Fallback.xls.

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5. Other Reports

Including the Pre Swap reports, I have also completed some regular reports of NQP.

5.1 Health Line Call Reports:

5.1.1 HealthLine Service Introduction

In October 2006, Grameenphone launched HealthLine Service, a 24-hour Medical Call Center

manned by registered physicians who provide medical advice and assistance. The HealthLine Service

is accessible to all Grameenphone subscribers and those who register are also able to conduct

consultations over the phone (their medical files are retained at the Call Center). In Bangladesh, with

one doctor per 4,000 people, this service represents a much-needed extension of primary health

care services. The HealthLine Service initiative was awarded the GSMA Award for "Best use of mobile

for social and economic development" at the 3GSM World Congress held in Barcelona, Spain in

February 2007.

5.1.2 HealthLine definition:

Grameenphone brings HealthLine service for its subscribers so that they may seek professional

medical help using your mobile phones. By simply dialing 789, a subscriber can immediately access

this service in both a non-emergency (headache, cold, cough, etc.) situation and an emergency

situation (accident, burn, severe stomach pain, etc.), anytime. HealthLine saves subscribers precious

time when they utilize this facility from any of Grameenphone number.

The HealthLine service has another vital impact on the Grameenphone subscriber beyond saving just

time and money, it may even save lives. In cases of certain epidemics (eg. dengue), the service may

help normal people take preventive measures against diseases by taking proper precautions.

HealthLine can also stop further deterioration or complication of a contracted disease by providing

proper direction to patients. In a word, this HealthLine service is a "first-line" medical service for all

Grameenphone users and can also create health consciousness among all Grameenphone

subscribers.

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5.1.3 Description of the service:

This service is basically call-center based community service that can be divided into two parts,

based on the scope of the service:

• Core service: Delivering medical advice and consultancy over the phone (789), i.e. self-

management, following discussion with a licensed physician over mobile phone.

• Supporting service: Delivery of all sorts of health-related information to the Grameenphone

subscriber.

5.1.4 Core Service:

5.1.4.1 Medical advice and consultation:

Medical Advice/consultation from registered physicians 24 hours per day, 365 days a year:

HealthLine doctors at the medical call-center provide guide lines to Grameenphone mobile

subscribers, based on the complaints presented by the callers. The advising doctor will a) screen

emergency situations from non-emergency situations; and b) advise patients for minor complaints

for self-management at home.

5.1.4.2 Advice/consultation on First Aid:

In line with the above, the doctors at the call center provide solutions to callers in an emergency to

seek first aid help for victims of medical/accidental emergencies.

5.1.4.3 Description of this service:

The HealthLine service is available for 24 hours, 7 days a week. The registered doctors are ready to

provide medical advice and consultation concerning both non-emergency and emergency medical

situations. Through teleconference with patients, HealthLine doctors guide them for self-

management or for taking medical care of their dear ones at home. It provides patients with

illnesses the confidence they need to better manage their illnesses, from their home.

First aid service and Self Management: The concept of self-management at home in healthcare

includes disease prevention, self-diagnosis, self-treatment, and following appropriate consultation

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with health-care practitioners. This self-management can include a special diet, conservative

management of minor illness at home using non-prescriptive medication advice.

HealthLine doctors will also provide support in the case of First aid, immediate and temporary

management of a victim of sudden illness or injury, while waiting for the arrival of medical aid.

Proper early measures may be instrumental in saving lives and ensuring a better and more rapid

recovery. The avoidance of unnecessary movement and over-exertion of the victim often prevents

further injuries.

After receiving the History of Patient (problems, symptoms, background of patient etc) a doctor

will give his/her immediate recommendations based on his/her best possible judgment on the

patient's medical condition and advice for home care, emergency referral, etc., whichever is

applicable for the patient on the basis of the medical condition.

In some critical cases, (like hypertension, asthma, diabetes, drug overdose, injury, high fever, etc)

doctors will provide medical advice and refer the patient to a proper hospital or specialist; patients

may not need to visit hospitals or clinics for minor symptoms of illness which are self-manageable

at home. Such guidelines from HealthLine doctors may save time, money and even lives.

5.1.5 Supporting Service:

5.1.5.1 Doctor and medical facility information:

In this service, phone numbers and contact addresses of any doctor (general practitioner or

specialized medical consultant) or the address of any medical facility (clinics, laboratory or

hospital) will be available from HealthLine (789).

Physician service: A database of available physicians is maintained. Whenever a caller requests a

contact address and phone number for a general or specialized physician, the information can be

provided to the caller from the available database.

Information on hospitals and clinics: From a well-maintained database, information on clinics and

hospitals all around the country, particularly, in the metropolitan areas can be provided to

customers.

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5.1.5.2 Pharmacy help, e.g. Drug Information

Under this module a drug database is collected from related pharmaceutical companies. Callers

may have call for usual queries like when to take the medicine, (eg. before or after meals), side

effects, contra-indications, etc. The doctors will respond with their suggestions from the available

drug database.

5.1.5.3 Emergency support information; Vehicle and air ambulance dispatch services:

Grameenphone subscribers from all over Bangladesh may call HealthLine (789) for help during

emergency medical situations. In such cases callers can receive the local contact numbers and

addresses of the nearest available vehicle, and if necessary air ambulance services organizations.

Callers may contact such ambulance service providers directly for ambulance services to arrange

medical evacuation.

5.1.5.4 Interpretation of laboratory test reports and data:

After receiving the pathology test reports, patients and even doctors may have questions

regarding interpretation of the reported data. A database of medical test report values e.g. normal

values, below normal, above normal values, etc. is kept in a database of test lists, so that when

callers make particular queries regarding their test report values, the attending call-center doctors

are able to respond to the callers' queries, comparing their lab results against the available

database.

5.1.6 Procedure & Screen Shots of generating Health Line Call Report

1. First, opened the Business Objects file ‘Health Service.rep’ in Business Objects’ interface.

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Figure 28: Health Service

2. Then, clicked on the ‘refresh data’ tab from the toolbars. Clicking the tab would give us the

following dialog box and from there we chose a date of a particular day.

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Figure 29: Health Service (Selecting Date)

3. After that a window will appear showing Route Report from OSS, then clicking the right

mouse button and selecting format filter we will get, the following dialog box, from there we

clicked Table 1, then Time and finally Select All Values.

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Figure 30: Health Service (Filtering Data)

4. Then we got the final the final resulting data of that particular day.

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Figure 31: Health Service (Desired Data)

5. After this, we saved the data in a text file.

6. Then we opened the text file in Microsoft Excel and copied the fourth and fifth columns in

the following table in the columns named ‘No. of Call Attempt’ and ‘No. of Call Answered’;

which basically generated the ‘Success Rate=C5*100/B5’ in the third column. ’C5*100/B5’ it

is the basic formula to generate the success rate. After that, from the text file we selected

the columns nine to ten and copied them in the column five to eight in the following table.

7. Then we saved the file and copied it in the server.

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Health Line call report

Hotline route for Health Line(24 Dec )

Time

No. of

Call

Attempt

No. of Call

Answered

Success

Rate (%)

Route_Traffic

(Erlang)

No. of

Blocked

Devices

Route_Congestion(%)

Mean

Holding

Time in

Seconds

No. of

Device

0:00

1:00

2:00

3:00

4:00

5:00

6:00

7:00

8:00

9:00

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

20:00

21:00

22:00

23:00

Table 19: Health Line Call Report

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5.2 GP Office Premise Reports:

1. Copied the cell data.txt file for a particular date from the server into Official Wokrs\GP Office

Premise folder.

2. Then opened the GP Office Premise.mdb Microsoft Access database and generated the

‘macro’.

3. After that two tables appeared; one contained the ‘indoor’ data and the other contained

‘outdoor’ data. We copied them in the following table and generated the report.

Figure 32: GP Office Premise (Microsoft Excel View - Indoor)

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Figure 33: GP Office Premise (Microsoft Excel View - Outdoor)

4. Then we clicked tools from above, then Macro�Macros. The following dialog box appeared.

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Figure 34: GP Office Premise (Microsoft Excel View - Macro)

5. We clicked on run and macros were generated. Then we saved the excel file giving the

certain date in the destined location.

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5.3 Call reports for 10600 Port & 10601 Port of Telehealth service:

10600 and 10601 ports are used for Telehealth service of Japan Bangladesh Friendship Medical

Services-JBFMS. We can get traffic dispersion report for these ports from TSC01, TSC02, MSC17 and

MSC27 where TRD=1060 and 1061 will give data for 10600 & 10601 respectively. These data are

captured from TRDIP table.

1. Opened the Business Objects files named ‘10600.rep’ and ‘10601.rep’. One screen shot is

shown:

Figure 35: Port 10600 Business Objects View

2. Then we clicked on the refresh data from tool bar and the following dialog box appeared.

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Figure 36: Port 10600 (Selecting Date)

3. We gave input of the particular date in the start and end time of the dialog box. After

clicking ok the data for that date appeared. Then we saved the files in the text format.

4. After saving both 10600 and 10601 files, we opened the ‘port.mdb’ database in Microsoft

Access. Then we ‘linked’ those two files as tables and after that executed the ‘macro’.

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Figure 37.1: Port Database (Linking the tables of 10600 and 10601)

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Figure 37.2: Port Database (Linking the tables of 10600 and 10601)

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Figure 37.3: Port Database (Linking the tables of 10600 and 10601)

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Figure 37.4: Port Database (Linking the tables of 10600 and 10601)

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Figure 37.5: Port Database (Linking the tables of 10600 and 10601- Making time-Text)

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Figure 37.6: Port Database (Linking the tables of 10600 and 10601-Finish)

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Figure 37.7: Port Database (Linking the tables of 10600 and 10601-Done)

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Figure 38: Port Database (Query output of 10600 and 10601)

5. The macro results are copied () in the following tables and by doing so we generated the

port reports. The columns ‘Success Rate’ and ‘Route_Congestion’ have the following

formulas: ‘D4*100/C4’ for success rate and ‘E4*100/C4’ for Route Congestion.[E and D are

symbolic]

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Figure 39: Report View (10600)

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10600 port data(24 Dec)

Time

No. of Call

Attempt

No. of Call

Answered

No. of

Congested Call

Success Rate

(%) Route_Congestion(%)

0:00 #DIV/0! #DIV/0!

1:00 #DIV/0! #DIV/0!

2:00 #DIV/0! #DIV/0!

3:00 #DIV/0! #DIV/0!

4:00 #DIV/0! #DIV/0!

5:00 #DIV/0! #DIV/0!

6:00 #DIV/0! #DIV/0!

7:00 #DIV/0! #DIV/0!

8:00 #DIV/0! #DIV/0!

9:00 #DIV/0! #DIV/0!

10:00 #DIV/0! #DIV/0!

11:00 #DIV/0! #DIV/0!

12:00 #DIV/0! #DIV/0!

13:00 #DIV/0! #DIV/0!

14:00 #DIV/0! #DIV/0!

15:00 #DIV/0! #DIV/0!

16:00 #DIV/0! #DIV/0!

17:00 #DIV/0! #DIV/0!

18:00 #DIV/0! #DIV/0!

19:00 #DIV/0! #DIV/0!

20:00 #DIV/0! #DIV/0!

21:00 #DIV/0! #DIV/0!

22:00 #DIV/0! #DIV/0!

23:00 #DIV/0! #DIV/0!

Table 20: Report View (10600)

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Figure 40: Report View (10601)

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10601 port data(24 Dec)

Time

No. of Call

Attempt

No. of Call

Answered

No. of

Congested Call

Success Rate

(%) Route_Congestion(%)

0:00 - - - #DIV/0! #DIV/0!

1:00 - - - #DIV/0! #DIV/0!

2:00 - - - #DIV/0! #DIV/0!

3:00 - - - #DIV/0! #DIV/0!

4:00 - - - #DIV/0! #DIV/0!

5:00 - - - #DIV/0! #DIV/0!

6:00 - - - #DIV/0! #DIV/0!

7:00 - - - #DIV/0! #DIV/0!

8:00 - - - #DIV/0! #DIV/0!

9:00 - - - #DIV/0! #DIV/0!

10:00 - - - #DIV/0! #DIV/0!

11:00 - - - #DIV/0! #DIV/0!

12:00 - - - #DIV/0! #DIV/0!

13:00 - - - #DIV/0! #DIV/0!

14:00 - - - #DIV/0! #DIV/0!

15:00 - - - #DIV/0! #DIV/0!

16:00 - - - #DIV/0! #DIV/0!

17:00 - - - #DIV/0! #DIV/0!

18:00 - - - #DIV/0! #DIV/0!

19:00 - - - #DIV/0! #DIV/0!

20:00 - - - #DIV/0! #DIV/0!

21:00 - - - #DIV/0! #DIV/0!

22:00 - - - #DIV/0! #DIV/0!

23:00 - - - #DIV/0! #DIV/0!

Table 21: Report View (10601)

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6. Conclusion

People’s lifestyles are changing with the introduction of mobile technology in Bangladesh. Once

considered a tool for the elite, the mobile phone has been transformed into an essential tool for all.

Mobile phones are now empowering people from all groups in all areas of the country. Telenor is

highly committed to the continued development of Grameenphone and to making a positive

contribution to the lives of the people of Bangladesh.

Grameenphone, being the largest mobile phone operator in Bangladesh having 14 million

subscribers is expanding their business to services other than voice. They are providing high speed

internet connection (EDGE) in mobile, consulting service like Health Line, Data and Content services

through WAP, other value Added Services like PRBT, Voice SMS etc. For this variety of services I have

to work not only related to my study material also I have to learn and take care of many other stuffs.

I worked as part of the Grameenphone’s Network Quality & Performance (NQP) team and I enjoyed

being that greatly. All in all, it was a great deal of work, though I was allowed to focus on what I

wanted and take on as much work as I wanted. I feel I was extremely lucky to have such an

encouraging and helpful supervisor, as well as such knowledgeable co-workers. They helped a great

deal, especially in learning work. I met reams of important and exciting individuals.

The job experience in and of itself was worthwhile, but I also gained a great deal through the

friendships I was able to make, especially with my co-workers. They greatly helped my

understanding of Telecommunication Terms and the basics of course. This internship was an

amazing experience, and I would truly recommend it for anyone who has an interest in improving

their knowledge about various Theoretical Aspects, or meeting a wide variety of amazing people.

The overall experience made all my work worthwhile, and I couldn’t have received better

experience, especially as an intern.

I believe that Grameenphone Ltd. has energetic Human Resources Team and will be able keep pace

with the modern telecom system by facing the forthcoming challenges. I wish every success of

GRAMEENPHONE LTD. in times to come.

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References

[1] Digital Telephony – Bellamy

[2] GP Annual Report 2007

[3] GSM System & Survey, Operations and Engineering Department, Vodafone Egypt

[4] Wireless Communication Principles and practice – Thedore S. Rappaport

[5] http://phobos/gpintra

[6] http://portal.transit.telenor.no

[7] http://www.grameenphone.com

[8] http://www.google.com

[9] http://www.huawei.com

[10] http://www.wikipedia.org

[11] Md. Saiful Islam: Superintendent Engineer, Network Quality & Performance (NQP)

[12] Md. Farhadur Reza: Deputy Superintendent Engineer, Network Quality & Performance (NQP)

[13] Samira Musabbir: System Engineer, Network Quality & Performance (NQP)

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Appendix-A

Abbreviations & their Elaborations

MSC = Mobile Switching Center ROM = Regional Operations & Maintenance

MSS = Mobile Soft Switch PRBT = Personalized Ring Back Tone

BSC = Base Switching Center MTC = Mobile Terminating Call

BSS = Base Soft Switch MOC = Mobile Originating Call

BTS = Base Transceiver Station TRU = Transmitter Receiver Unit

RBS = Radio Base Station UL = Under Laid

GPRS = Global packet Radio Service OL = Over Laid

EDGE = Enhanced Data for Global Evolution NQP = Network Quality & Performance

SDP = Subscriber Data Point

SMSC = Short Message Service Center

HLR = Home Location Register

VLR = Visitor Location Register

SLA = Service level Agreement

TD = Technical Division

QA – Quality Assurance

NOC – Network Operation Centre

NM = Network Management

TX = Transmission

RX = Receiver

SN – Service Network

CN – Core Network

TMN – Telecom Management Network

FO – Field Operation

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Appendix-B

List of Figures

Figure 1: Organizational Structure of Grameenphone Ltd. (As of June 1, 2008) ............................ 9

Figure 2: Technology Department ................................................................................................. 10

Figure 3: Network Sub-Division Organizational Structure ............................................................. 11

Figure 4: Network Quality & Performance Team Organizational Structure .................................. 12

Figure 5.1: GSM System Architecture ............................................................................................ 14

Figure 5.2: Basic GSM Network ...................................................................................................... 14

Figure 6: GSM Channel ................................................................................................................... 18

Figure 7: Call Setup ........................................................................................................................ 19

Figure 8: Call Setup Time ............................................................................................................... 24

Figure 9: Measurement point B-Internal Inter-cell HO CMD ......................................................... 26

Figure 10: Measurement point B-Internal Inter-cell HO CMD ....................................................... 29

Figure 11.1: Outgoing External Inter-cell Handover (direct retry) Procedure ............................... 36

Figure 11.2: Outgoing External Inter-cell Handover (direct retry) Procedure ............................... 37

Figure 12: External SDCCH handover procedure ........................................................................... 40

Figure 13: Measurement point C – Successful SDCCH Seizures .................................................... 44

Figure 14.1: Number of failed Downlink GPRS TBF establishments due to no Channels .............. 47

Figure 14.2: Downlink GPRS TBF establishment attempt on the CCCH ......................................... 48

Figure 15: Paging Flow. .................................................................................................................. 49

Figure 16: Pre Swap Huawei Database .......................................................................................... 62

Figure 17: Design view for Radio-SDCCH-TCH Drop Rate .............................................................. 63

Figure 18: Design view for GPRS-PDCH Allocation......................................................................... 64

Figure 19: Design view for Radio-Inter BSC Handover SR .............................................................. 65

Figure 20: Design view for Radio-Intra BSC Handover SR .............................................................. 66

Figure 21: Benchmark Queries ....................................................................................................... 68

Figure 22: Weekdays Query View .................................................................................................. 69

Figure 23: Weekends Query View .................................................................................................. 70

Figure 24: Cell Wise Congestion..................................................................................................... 71

Figure 25: Cell Max Traffic ............................................................................................................. 72

Figure 26: Congestion for Weekdays ............................................................................................. 73

Figure 27: Congestion for Weekends ............................................................................................. 74

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Figure 28: Health Service ............................................................................................................... 80

Figure 29: Health Service (Selecting Date) ..................................................................................... 81

Figure 30: Health Service (Filtering Data) ...................................................................................... 82

Figure 31: Health Service (Desired Data) ....................................................................................... 83

Figure 32: GP Office Premise (Microsoft Excel View - Indoor) ...................................................... 85

Figure 33: GP Office Premise (Microsoft Excel View - Outdoor) ................................................... 86

Figure 34: GP Office Premise (Microsoft Excel View - Macro) ....................................................... 87

Figure 35: Port 10600 Business Objects View ................................................................................ 88

Figure 36: Port 10600 (Selecting Date) .......................................................................................... 89

Figure 37.1: Port Database (Linking the tables of 10600 and 10601) ............................................ 90

Figure 37.2: Port Database (Linking the tables of 10600 and 10601) ............................................ 91

Figure 37.3: Port Database (Linking the tables of 10600 and 10601) ............................................ 92

Figure 37.4: Port Database (Linking the tables of 10600 and 10601) ............................................ 93

Figure 37.5: Port Database (Linking the tables of 10600 and 10601) (Text) ................................. 94

Figure 37.6: Port Database (Linking the tables of 10600 and 10601) (Finish) ............................... 95

Figure 37.7: Port Database (Linking the tables of 10600 and 10601) (Done) ................................ 96

Figure 38: Port Database (Query output of 10600 and 10601) ..................................................... 97

Figure 39: Report View (10600) ..................................................................................................... 99

Figure 40: Report View (10601) ................................................................................................... 100

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Appendix-C

List of Tables

Table 1: Handover Success Rate, Intra BSC (Ericsson & Huawei) .................................................. 25

Table 2: Handover Success Rate, Inter BSC/MSC (Ericsson & Huawei) ......................................... 27

Table 3: Minutes Per Drop (Ericsson & Huawei) ............................................................................ 30

Table 4: Random Access Success Rate % (Ericsson & Huawei) ...................................................... 32

Table 5: TCH Congestion Rate % (Ericsson & Huawei) ................................................................... 34

Table 6: SDCCH Congestion Rate % (Ericsson & Huawei) .............................................................. 36

Table 7: SDCCH drop due to quality (Ericsson & Huawei) ............................................................. 41

Table 8: SDCCH Drop Rate (Ericsson & Huawei ............................................................................. 48

Table 9: PDCH Allocation Success Rate % (Ericsson & Huawei) ..................................................... 45

Table 10: TBF Establishment Success Rate (Ericsson & Huawei) ................................................... 46

Table 11: Threshold Measurement Analysis .................................................................................. 53

Table 12: Cluster Level Traffic Statistics ......................................................................................... 54

Table 13: Cell Level Traffic Statistics .............................................................................................. 54

Table 14: GPRS-PDCH Allocation .................................................................................................... 67

Table 15: Radio-Inter BSC Handover SR ......................................................................................... 67

Table 16: Radio-Intra BSC Handover SR ......................................................................................... 67

Table 17: Cell wise MPD KPI Benchmarking Value......................................................................... 75

Table 18: Clusterl wise MPD KPI Benchmarking Value .................................................................. 75

Table 19: Health Line Call Report ................................................................................................... 84

Table 20: Report View (10600) ...................................................................................................... 98

Table 21: Report View (10601) .................................................................................................... 101