IS FEB SU 20 E 12 31

http://www.huawei.com/en/about-huawei/publications/huawei-service/index.htm

Collaboration for Business Excellence

Truly managing customer experience has begun 6 steps to Operational Excellence Integration for the evolving network ICT certifications -- Align employees career development life cycle

Cover Story: Telefonica Latin America A step to increase efficiency operations by Managed Services

Huawei Professional Services attended Managed Services World Congress 2011 in Berlin, Germany

Huawei Awarded with Global Growth and Innovation in Telecom Managed Services Award by Frost & Sullivan

Huawei SmartCare Awarded with the Excellence in Customer Perception of Service Quality Award by Frost & Sullivan

To Readers

Collaboration for Business Excellence

The boom in development of information technology has challenged and reshaped the traditional network rollout and O&M systems. It is now transforming from network KPI model to a full-network, full-service operation system, focused on service applications and customer experience. Huawei is dedicated to collaborating with customer in four areas; smooth modernization, satisfied end-user experience, operational excellence and revenue enhancement. We are devoted to providing efficient and innovative service solutions and new business models, helping customer for business excellence through E2E operational optimization and innovation. Intelligent Evolution Along with the complexity of network technologies, large number of interface protocols, and business transformation to IT & CT Convergence, the traditional network deployment model is evolving to prime integration which can support cross-network services, multiple modes, multiple vendors, and multiple services. This is also the only way in which the network will evolve with the trends of ConnectedPossibilities. Through our consulting , design, migration, and integration capabilities, Huawei provides efficient, accurate, and safe end-to-end integration services, thus helping customers maximize the value chain integration. Satisfied Experience Truly managing customer experience has begun. In the mobile broadband era, HUAWEI SmartCare service solutions can truly manage the customer experience by associating the end-user QoE modeling and aggregated per service per user (PSPU) service quality management with multi-vendor network optimization to deliver superior experience and connectivity. Operation Consolidation/Operation Innovation With the trends of Connected Possibilities, Huawei provides end-to-end managed services. As a long-term strategy, Huawei will continuously invest in developing our global managed services business. Huawei managed services can effectively improves O&M efficiency by consolidating global resources and delivery platforms and making innovations in O&M. It also enhances the network quality, enables visible O&M, and helps customers reduce their costs by 20%. Revenue Enhancement Huawei provides end-to-end Managed VAS & Managed BSS solutions for revenue enhancement. In these solutions, standard managed services processes are developed based on the understanding of products and customer management processes, in order to reduce the Time-To-Market, improve user experience, and realize stable revenue growth.

Sponsor: Global Technical Service Department of Huawei Technologies Co., Ltd Consultant: LiangHua, Leroy G. Blimegger Jr, Dong Gang, Ma Haixu, Victor Li, Han Xiao, Raymond Luan, Fu Shiguang, Chief Editor: Frank Yao Executive Chief Editor: Yang Dong, Graham Willis Editorial Members: Cai Wei, Yaser AL Khateeb, Tony Chen E-mail: Huawei_service@huawei.com Tel: +86 755 28787912 Fax: +86 755 28788835 Address: B1, Huawei Base, Bantian, Longgang, Shenzhen, China 518129 Publication registration No.: Yue B No. 1163
The information contained in this document is fore reference purpose only, and is subject to change or withdrawal according to specific customer requirement and conditions. Copyright Huawei Technologies Co., Ltd. 2012. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means without prior written consent of Huawei Technologies Co., Ltd. NO WARRANTY The contents of this document are for information purpose only, and provided as if. Except as required by applicable laws, no warranties of any kind, either express or implied, including but not limited to, the implied warranties of merchantability and fitness of this document. To the maximum extent permitted by applicable law, in no case shall Huawei Technologies Co., Ltd. Be liable for any special, incidental, indirect, or consequential damaged, or lost profits, business, revenue, data, goodwill or anticipated savings arising out of or in connection with any use if this document. For electronic version and subscription, please visit www.huawei.com

CONTENTS

Collaboration for Business Excellence

FEB 2012 ISSUE 31

Perspective
P02 Truly managing customer experience has begun P04 6 steps to Operational Excellence P06 Integration for the evolving network

Solution
P08 E2E Managed Services for Better Business Value P12 Focusing on integration to build green data center in the cloud-computing era P14 ICT certifications -- Align employees career development life cycle

Success Story
P16 Telefonica Latin America
A step to increase efficiency operations by Managed Services

P20 VIVA Kuwait

Operational Excellence through MSUP

P24 China Mobile (Guangdong)

Learning by innovation

P28 China Mobile (Guiyang)

Building top-quality GSM network and improving user perception

P32 Telenor Norway

The fastest ever and top quality GSM/UMTS network migration in Europe

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Perspective

Truly managing customer experience has begun

By Trevor Cheung Director of HUAWEI SmartCare service solutions marketing

Todays challenge for building a profitable mobile broadband business is to increase capacity and improve end-user satisfaction. Increasing capacity is straightforward -we all know how to play that game. But improving end-user satisfaction requires a

shift in thinking. Today, most operators use Service Quality Management (SQM) to measure customer satisfaction. But the Telecommunications Management Forum (TMF) is redefining

SQM. SQM is great for monitoring the network from an operator point-of-view, but comes up short against the challenge of assuring end-user satisfaction. TMF is evolving SQM to Managed Customer Experience (MCE). This is more than a name

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change. This is a fundamentally different approach to managing customer satisfaction -- a user centric approach.

What is a User Centric Approach?

A user-centric approach is a disciplined measurement solution for building profitable and stable customer relationships -- at an individual level. Todays SQM is quite effective for assessing aggregated customer data. But it is not able to maximize customer satisfaction for individual users. The new approach is like practicing medicine by looking at the health of individual cells. The benefit to operators is obvious. The benefit to users is that the network works as expected, every time. information for proactive and predictive measures. Additionally, the data can be used to produce a Customer Experience Indicator (CEI) score. This is a patented measure of customer satisfaction using an algorithm of PSPU data and survey results. support group is not only capable of performing the required testing but also skilled in accurately interpreting the results and recommending the optimum solution. The entire exercise of gathering data and conducting surveys is worthless unless the results can be properly evaluated, correlated, and analyzed to produce meaningful results. These results must be accurate and reliable since they form the cornerstone for the entire exercise and there is no room for error. Once the results have been analyzed and the service impacting issues have been identified an action plan can be implemented. The success of any project relies heavily on the partner having a highly trained and knowledgeable field support group. Willingness to commit to a true partnership as this process can only be successful with a collaborated effort with mutually beneficial goals and results. A user centric solution is a long term detailed process requiring a joint commitment from both parties to ensure success. The partner must be capable of demonstrating a strong, long term, corporate and finance commitment. As a result, the user centric approach is uniquely positioned to link the KPI monitoring with Per Service Per User KQI assessment to enable User Centric Context Modeling and result in the collaboration for business excellence.

How does a User Centric Approach Work?

To an operator, aggregated network service levels may seem okay. But while overall network reliability is fine, an end-user may have dropped calls due to a device problem, a service area issue, etc., For me, its just not working. My web browsing on my iPad at my home works, but email on my Droid does not. Pinpointing problems will rapidly improve network performance and of course solving customer satisfaction issues and in most cases before they happen. Previously, operators used traditional, subjective enduser satisfaction measures. Todays user centric approaches enable operators to use additional objective indicators to assess satisfaction by correlating the true association between end-user context QoE modeling, PSPU service quality management and multi-technology, multi-vendor network performance optimization to deliver (a) precise Customer Experience Indicator (CEI) calculation (b) Aggregated Per Service Per User-oriented Quality Management and (c) Targeted Business Value Analysis which shall ensure superior customer experience. Bits and pieces of data are useful only if they create value for the customer or shareholders. Providing PSPU data to a data miner not only produces quick network fixes, but more importantly, it can provide

What are the Key Considerations for Selecting a User Centric Solution?
A user centric solution requires a significant investment of operator time and money. Choosing the right partner is of paramount importance. A great partner can: Provide a total product portfolio that covers the entire requirement for multivendor, multi-technology networks. To manage complex multi-layered services there is a need to adapt to growing and changing network requirements for managing Next Generation Networks in combination with legacy systems. In many cases to determine the root cause there may be a need to correlate the aggregated indications from multiple sources i.e. applications, devices, to view the total interactive process flow for a particular session. The collection and interpretation of these indicators require the understanding of all components in todays multi vendor/technology environment. A highly trained and experienced field

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Perspective

6 steps to Operational Excellence

By Jay R Blanc Selva Operational Challenges
Networks form the backbone of operator infrastructure consisting of various elements and nodes which can be multi-technology and supplied from different vendors. This has resulted in increased complexity and higher costs when it comes to network operations. Meanwhile, mobile operators are in the midst of launching a range of new services including ICT and cloud, offering significant growth opportunities. But with the demands of these services, operators are facing increased operational challenges as they need to offer high network quality and availability together with better customer experience. As operators aspire to improve their operations they need to have the right tools, processes and people in place to manage the complex and dynamic environment. They need to find ways to reduce waste, increase efficiency, ensure alignment between the OSS platform and processes, develop a common language between IT and network and increase their operational maturity level to cater for the next generation convergent services.

Process KPI architecture

SLA
Survey & Analyze

OLA

Correct & Recover Resource Trouble

Close Resource Tbl Report

Create Trouble Report

Track & Manage Resource Trouble

Localize Resource Trouble

eTOM ITIL

OPS

Process KPI
Efficiency Quality

CMDB

Time

to Fault Restoration, % Successful Network Activation, % CR Caused Fault, Mean Time to Alarm Response etc. Whilst the SLA defines key targets at a high level, the Process KPI goes into a much deeper granularity and shows the impact on time, quality and effectiveness which give the operators a top down analysis on the overall operational performance. Complementing the Process KPIs is an expert team in operations who can diagnose operational problems and come up with an improvement program. For a continuous improvement program this expert team can Monitor, Analyze and Improve (MAI) and through benchmarking is able to work towards higher operational efficiency.

to have a methodological approach by implementing the lifecycle management through the 6 steps shown in the diagram. 1. Process Optimization Create a process framework based on industry standards and best practices such as TM Forum, ITIL and QMS. Unifying these methodologies ensure a common language between IT and network and so reduce
2.

Solution
Addressing this challenge may vary from one operator to the next, but what all approaches have in common is the realization that optimized processes with an expert team to execute and manage it is of paramount importance. Having the right tools, processes and people in place is the first step towards removing waste and increasing efficiency. Operators are increasingly utilizing the Process KPIs which cover all areas of network operation. It measures key indicators for operational efficiency such as Mean Time

s ces n Pro tio 1. imiza t Op

t

Pr De oces fin s K itio PI n

6. Improvemen

3. OSS Alignm ent

The 6 Steps
hm a

Global MAI team

4. Mo nit ori
Be nc rki

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5.

Today operators are prioritizing operational efficiency and Huawei believes that the critical success factor to achieving this is

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Jay R Blanc Selva has been working in the telecom industry for over 15 years and is currently the Operational Excellence & TQM director of Huawei Global Technical Service(GTS). In this capacity, Jay is responsible for design and development of business transformation and operational excellence.

complexity, duplication and will ensure easier integration across all organization. 2. Process KPI Definition With Operational Level Agreements (OLAs) it becomes possible to develop Process KPIs which are specifically aligned to the objectives of the wider business strategy and the appropriate maturity level of the operations. In particular, they allow a certain amount of intelligent triage to be carried out when deciding what should be prioritized cost savings, service quality or efficiency. 3. OSS Alignment Here, the optimized processes are embedded into the OSS workflow in order to integrate the Process KPIs into the wider platform and define the management dashboards to be used for the monitoring of operations. By comparing process flows with the IT flows, it becomes possible to detect errors that are impacting performance and move more smoothly towards a fully automated, flow-through environment. 4. Monitoring Measurement of the process KPIs is done via the near real time dashboard to identify problems proactively. An expert team can perform monitoring on a monthly basis for continuous improvement. 5. Benchmarking

Based on comparable maturity levels, scale, geographical location and other principles, benchmarking with other internal operations or with other companies through an organization like the TM Forum is a vital discipline that can help ensure that your performance equals or even exceeds your contemporaries. 6. Improvement Through monitoring and benchmarking, solutions can be quickly implemented to overcome operational bottlenecks. Establish and ensure adherence to continuous improvement plan through the expert team and senior executive oversight. These 6 steps were recently applied to the operations of a global operator. The OSS platform was enhanced and integrated with 7 major customized O&M processes across various functions such as network surveillance, fault management, performance management, change management etc. Continuous measurements of Process KPIs showed the following remarkable improvements in operational efficiency and effectiveness: FLE First Time resolution rate improved by 40%; Back Office Escalation rate reduced by 80%; Average Fault MTTR reduced by more than 50%; MTTR for customer complaints resolution reduced by at least 60% with >60% complaints resolved on the same day; 100% Change Requests logged and approved through on-line CR Management system; unwanted network accidents

during change implementation has reduced to zero level. The improvements made confirm the significant achievements that are possible when standardized processes and the OSS are in alignment. To ensure that these major gains are maintained after completion of the project, a Continual Improvement Program (CIP) was initiated with the NOC team continually monitoring, analyzing and identifying improvement areas.

Benefits
This innovative efficiency management allows operators to measure and quantify operational efficiency and analyze problems across the dimensions of time, quality and effectiveness. Furthermore the solution has the capability to measure, benchmark, standardize, compare and analyze across the organizations infrastructure and processes to achieve transparency for informed decision making and management. Formalizing and adherence to the 6 steps will improve operational processes and streamline network operations which allow continuous improvements, bringing the following benefits: Reducing complexity by aligning processes and tools will reduce cost and improve quality; Improved customer satisfaction through improved quality and the use of best practice; Common language across the organization allows clear and transparent communications; Support a converged service strategy with new service innovations.

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Perspective

Integration for the evolving network

By Keith Taylor, Principal Consultant, Network Integration Services Dept., Huawei New Business Models
This business has changed beyond all recognition in the last few years. When the 3G licenses were first issued the industry was looking for a killer-app. Thin overlay networks were built using existing sites. However, it wasnt an application that took us all by surprise, but instead a new kind of device, the smartphone. Like a slow motion car crash, the Telcos watched as customers bypassed their portals and went direct to the content providers taking all that value with them. What is more operators are being forced to dimension their networks to cater for a tidal wave of data demand. So they are caught in a trap; on one side there is the ever present need to retain customer loyalty by preserving positive customer experience, on the other there is a disconnection between revenue models and the amount of data consumed. can get on with better serving customers. At Huawei, weve been grappling with the hard task of understanding how to integrate and evolve networks along several dimensions. Its easy to be seduced by the utopian view of an LTE network being served by an evolved packet core (EPC) where all devices are LTE enabled. But the reality is much tougher. Were working across multiple layers, with multiple vendors equipment. What is more the underlying telecoms operations support system (OSS) is being integrated as one component of a suite of tools that will support new services and a new relationship with the customer. This change forces us to look across the platforms and into the processes, delivering ever greater network intelligence.

The evolving Telco

Changes in the demand for data are disrupting Telcos business models. Linking the network build and operation to revenue streams is not trivial. What needs to be done is to find new ways of competing in the market and delivering value by changing the operating and business model. Some are now calling this Telco 2.0. Progressively it looks like large parts of the operators business are being delivered into the hands of the vendors to manage, so that Telcos

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Integration

We have developed a set of tools and services to help. Network evolution is concerned with developing the network to cater for a data dominated world, whilst preserving investments in legacy voice infrastructure. We need to balance investments in spectral resources, knowing exactly how much must be retained for 2G voice, whilst maximising that available to more spectrally efficient technologies.

end-to-end view throughout migration and evolution activities. One of the greatest challenges in many networks is collecting and validating data. We help in not only this task, but also recreating information where it is absent.

n Co

De sig

tin sul g
Scenarios

Migration
Within our evolution service we offer a scenario based approach to model service ensuring that business benefits are delivered. This helps operators understand what factors are the most sensitive to change and what the critical steps are during the evolution or migration. Once these issues are fully appreciated and agreed there is a basis for action.

Re-farming and network consolidation

We have developed a set of services and intellectual capital orientated around refarming. The challenge is to preserve network quality both during and after a refarming exercise. This takes experience and first rate tools. Our experience has been hard won. The greatest challenge has been achieving this whilst conducting another exercise such as swapping equipment or consolidating networks. This complicates the task hugely and the risks cannot be underestimated. What we have achieved is to retain a mature network performance whilst changing the structure and resources in the network.

A Consultative Approach
The consequence of these changes is a constant dialogue between operators and vendors. At the heart of this is a deep understanding of the underlying technology, its economics and delivery. Value is created by understanding the interplay between the operators need to deliver results and the demands of its customers. The questions this poses can seem almost endless; how do we compete in this market? When should we introduce LTE? How much and how fast? How much spectrum should we re-farm? When do we move to all-IP? How do we integrate a new OSS? When will 2G decline? Every day we are delivering integration services globally that are the product of such thinking which has enabled us to build an almost unique set of capabilities in this field.

All-IP
An all IP network represents an attractive proposition for operators as data becomes king. However evolving the network is not so simple. Unless care is taken, technical risks; routing errors and traffic bottle-necks or commercial risks; escalating costs and loss of business benefits can sabotage well laid plans. One innovation that we have developed is a shared point code migration. This allows a single PC to be used for a swap which speeds up migration and makes it simpler and reliable.

Design
Whilst evolving networks, we have learnt that a simple focus on one part of the network is insufficient to deliver competitive performance and so, instead, we take an

Parameter mapping
Of course, much of our work is refreshing networks with our world-class single-RAN. It is universally true, that good equipment configured poorly, performs poorly. So we have taken the time to understand how best to translate parameters from one vendors equipment to another. This experience has allowed us to extend our mapping capability across the network, from air-interface to access network to core network. We are taking a leading role, building capabilities that respond to real world problems encountered in evolving networks. Through this work we are developing a set of tools and delivering desired business outcomes whilst preserving and enhancing end-users experience.

Network Evolution

A
Legacy networks

New network

Design B

Migrate

Optimize

KPI A KPI B Performance

Very tight timescales

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Solution

E2E Managed Services for Better Business Value

By Richard Huang & Giles Vincent

Managed services is entering the mainstream

Managed services (MS) has seen remarkable growth in the telecom sector over the last few years. The key market drivers for its adoption vary by region, but OPEX reduction, network complexity, customer satisfaction, and time-to-market are often involved. In mature markets such as Europe, where mobile penetration exceeds 100%, operators need to reduce costs to improve their bottom line. With economic and budgetary crises complicating the matter, outsourcing of peripheral functions has become imperative. In emerging markets such as India, time-tomarket (TTM) is a key factor, as operators lack the resources needed for timely rollout in these high-growth territories. However, all operators are challenged by telecom-IT convergence (which has the potential to greatly impact future growth areas such as ICT and cloud service) as subscribers now demand a consistent experience regardless of the terminal involved.

This requires industry-wide evolution that encompasses the cloud, pipe, and device. Furthermore, subscriber acquisition & retention costs are increasing while revenues are declining, as more and more service providers are competing and vying for the end users attention. To address these challenges, operators are increasingly turning to managed services.

evolved our focus from traditional network MS to ICT MS, which equates to valuechain evolution rather than mere technology evolution, culminating in clear improvements in revenue and margin, customer experience, and operational efficiency for operators. Huawei has invested in and continues to invest in organizations, business platforms, and tools related to MS. Out of its 22,000 professional services staff members, over 6,000 work in managed services. MS represents the turning over of a key element of any operators future growth to a third party, meaning that trust counts under these circumstances as much as skill; but Huawei partnerships are open and transparent. Operators will retain full network visibility through Huaweis tailored customer interface, while also maintaining control over their own business and network strategy; through these portals, operators can view their network from end to end. Huaweis primary MS offerings fall under EOT (establish, operate & transfer), outsourcing, and hosting (Fig. 1). EOT ensures rapid TTM,

Growth, innovation & partnership

Huawei fully comprehends the challenges that operators face. We aim to function as a transformation enabler that helps them cope with the dynamics of the industrys valuechain evolution, which means that Huawei has also had to transform from a traditional to a next-gen MS provider. This has involved Huawei shifting its focus from mere network metrics (KPIs) to the end-user experience (KQIs); no easy task considering our hardcore engineering background. We have

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As a next-generation managed services provider, Huaweis end-to-end managed services promises operators gains in both revenue & margin, as well as enhanced operational efficiency and improved end-user experience.

particularly for green fielders, while network outsourcing reduces OPEX and simplifies internal processes along with O&M. Hosting simplifies the business model, allowing operators to test and launch new services in a very short time at minimal risk. Huawei has pioneered a wealth of innovations to support its customers. Our TM Forum-certified MS Unified Platform (MSUP) is based on the eTOM and ITIL standards for ICT convergence management. Huawei has also been a significant contributor to the TM Forum and is currently participating in their innovation program, known as Catalyst, where Huawei, together with other service providers, vendors, and partners, have launched a project to study suitable eTOM and ITIL implementation methods for service assurance, which will prove vital as it enables a comprehensive view of the network, application, and business layers. Huaweis state-of-the-art OSS tool (E-iNOC), which is integrated with the MSUP framework, has both service quality and multi-vendor management capabilities, which are some of the key reasons why operators are increasingly partnering with Huawei, as is the fact that the employees that transfer to Huawei will have a great opportunity

to advance themselves at a fast-growing global Fortune 500 company. As of the end of 2011, Huawei has signed over 250 MS contracts in over 60 countries, accounting for over a quarter of a billion subscribers; this helped prompt Frost & Sullivan to bestow upon Huawei its Global Growth and Innovation in Telecom Managed Services award in November of that year.

tools and processes needed to keep the network running. Each GNOC includes E-iNOC, which further leverages synergies with GTAC, GNAC and GSRC to resolve network issues faster and provide endto-end services such as performance benchmarking, optimization, design, and customer support, resulting in improved overall value for customers. Field management innovation To optimize field operations, E-iNOC features an Internet-enabled field workforce management system that schedules resource allocation optimally, while automating mapbased dispatching, wireless communications, and mobile computing. The advanced intelligent scheduling application utilizes a patented heuristic-based optimization algorithm that enables the scheduling of a full spectrum of work, ranging from routine customer service and installation calls to more complex activities such as network planning, engineering, design, and construction associated with projects of any duration required, resulting in significantly improved field operational efficiency. Network interruptions are reduced, both in number and duration, through improved maintenance (preventative & corrective). Thanks to Huawei MS, a certain global operator based in Europe

Better business value

Huawei offers a full E2E managed services suite, enabling the following benefits for the operator. Operational excellence Huawei leverages its standardized Managed Services Unified Platform (MSUP), which covers processes, tools, and overall organization, as an enabler of operational transformation. E-iNOC, which falls under this platform, features a variety of TM Forumcertified processes that play an important role in the platforms support of service delivery, while enhancing operational efficiency. GNOC for synergy & efficiency Huawei GNOCs facilitate customer operations by scaling down the resources,

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Solution
now enjoys a nearly 30% improvement in field efficiency at 20% less manpower, while trouble ticket-handling capabilities are also improved by roughly 20%, helping lead to a significant reduction in OPEX. NOC efficiency management Operators today are under enormous pressure to tighten their belts through increased efficiency, reduced waste, ensured alignment between the operational support platform & processes, IT & network compatibility, and operational maturation that can enhance the delivery of convergent next-gen services. Huawei has an innovative set of process KPIs and employs an expert MS team to manage and execute them. Huaweis MSUP-based Process KPI system covers the full range of NOC activities, where said KPIs represent key elements of operational efficiency such as Mean Time to Trouble Ticket Response (MTTR), Mean Time to Alarm Response, and Front Office/Back Office efficiency. By utilizing the E-iNOC dashboard, which shows real-time SLA, OLA, and process KPIs, this system gives a top-down analysis of overall performance, meaning that the NOC operations team can utilize Huawei archives to determine problems and streamline processes. Huawei has gone a step further by setting up a global team to create a culture of continuous improvement. The teams sole job is monitoring, analysis, and improvement (MAI), based on Huaweis vast MS experience, to ensure operational excellence. With Huawei, operators can measure and quantify operational efficiency and analyze problems in terms of time, quality, and effectiveness. Furthermore, the MAI team can measure, benchmark, standardize, compare and analyze an organizations infrastructure and processes for continuous improvement. After implementation with a Middle Eastern operator, the First Time Fault Resolution rate improved by over 40%, while customer complaint MTTR declined by nearly 60%. Revenue enhancement To help operators exploit growth opportunities and improve their bottom line, Huawei has developed a number of revenue enhancement solutions. Revenue assurance Loss of revenue due to billing & charging complexity, inaccurate data input, invalid correction & discount control, ineffective payment collection, and bad debt management remain a major challenge for operators The primary causes of revenue leakage include network configuration changes, tariff configurations, and poor system integration during the CDR processing cycle. Huawei, through its understanding of the revenue cycle, can help operators reduce the potential impact and risk of revenue leakage through its revenue assurance processes, tools, and expertise. Our methodology is based on statistical sampling derived from its global experiences in detecting revenue losses, enabling close monitoring of revenue performance in key areas such as ARPU, subscriber growth, fraud, and revenue loss.

EOT EOM

Outsourcing

Hosting

Network
Managed VAS
Go-to-market Strategy Business Process Design Content Management Service Integration Product Design CP/SP Management Service Assurance

IT
Managed BSS Business Process Operation
Product & Marketing Management Resources Management Customer Management Billing & Revenue Management

SQM
Service Quality Improvement Service Quality Management

Application Management
Application Maintenance Application Enhancement

Managed Network
NOC Operation Field Maintenance Spare Parts Management Managed Site Energy Network Performance Management All-IP Network Management

Infrastructure Management
Server/Storage Management OS/DB Management Disaster Recovery

Deployment & Modernization

Consulting Planning & Design Rollout & Swap Integration

Managed Services Unified Platform (MSUP) GTAC/ GNAC GNOC MS Center of Excellence Hosting Center

Figure 1 Huawei E2E Managed Services Offerings

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Huawei personnel will conduct management interviews and analyze findings across various control points to identify and isolate root causes, after which proven remedies are implemented. Huawei was able to improve the billing accuracy for a certain African operator from approximately 70% to 90%, leading to fewer customer complaints. Revenue generation Huawei is the only leading telecom equipment vendor to address both the enterprise segment and devices, making it uniquely suited to address the revenue enhancement needs of its customers. Huawei can comprehensively enhance the subscriber experience by assuring system availability and designing profitable applications suitable for any market. Huaweis MS team works closely with the operators marketing team to understand customer behavior through analysis of usage patterns and market conditions. We will then create a suitable ecosystem by bringing in SPs and CPs, through our inTouch partnership program, and jointly designing the appropriate pricing/marketing strategy, as Huaweis SDP creates a platform for the CPs/SPs to reach the market base quickly and easily. With our large network of partners and cloud infrastructure, Huawei can offer sustainable growth opportunities to its customers. For a certain global operator that was struggling with service TTM and network integration complexities, Huawei deployed a multi-regional, layered SDP architecture that connected thirteen countries, thus creating a standard managed platform for service launch. Huawei provided an E2E MS solution where the scope of work encompassed service planning, marketing operations support, partner management, application customization, and SDP platform O&M. Huaweis MS team also helped the operator aggregate over 300 CP/SP partners. The results were quite noticeable, as the customers service TTM dropped from about 6 months to 5-6 weeks, while VAS penetration increased significantly. In addition, Huawei offers an innovative and flexible business model to meet the needs of a variety of scenarios. Hosting services reduce the need for capital investment by

customers, allowing them to float outsidethe-box ideas at minimal risk and CAPEX. Using Huaweis hosted SDP, a South Asian operator increased its ARPU by around 25%, while shortening its TTM from seven weeks to less than five days. Customer satisfaction The subscriber is an operators most important asset, as even the most efficient network in the world will do nothing to reduce churn. Over the last two years, Huawei has been looking at ways to improve the end-user experience. This has involved a holistic approach, where alarms and performance thresholds are monitored at the network level, while the service level has encompassed dropped call rates and web browsing delays. This comprehensiveness allows Huawei to identify areas requiring capacity or coverage expansion; troubleshoot latent issues before customers complain; address user complaints with network performance reports; and optimize the overall network and operational processes. For operators who want to take the end-user experience to the next level, which includes

the complete end-to-end system covering devices, network, services infrastructure etc, Huawei has invested over USD35 million to develop a range of solutions under the brand name of HUAWEI SmartCare. This service functions as a supplement to MS, and is a tailored solution identified and agreed upon with each operator after in-depth analysis and discussion. It might involve extensive customer surveys, where Huawei ascertains service applications and how they are used, after which said surveys are analyzed using proprietary Huawei algorithms. Huawei has already carried this out in various Asian markets, reducing the number of customers complaining about bad experiences for a certain operator in the region by roughly 28%. Through this service, operators are taking the first steps in transforming their O&M processes from KPI to QoE orientation. Through our business platforms, processes and tools, Huawei has developed a range of managed services delivery capabilities which refine network process for the operator and enhance service quality for the end user. Huawei will continue to invest in all aspects of MS in order to deliver the highest business value to our customers.

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Focusing on integration to build green data center in the cloud-computing era

By Liu Zhonglin, Fu Tao, Ding Chunming Complex Data Center Building and O&M
High-speed Internet, Web 2.0, and information explosion have facilitated the beginning of the cloud-computing era. As all kinds of cloud devices and cloud services emerge, the cloud-computing data center has become the foundation for promoting ICT convergence and deploying cloud services. Market transformations are creating demands to build cloud-computing data centers. It is becoming increasingly difficult for the traditional DC infrastructure to meet the elastic demands brought about by cloud computing and virtualization technology, as they (traditional DC) cannot address the capacity expansion pressures caused by rapid business development to enterprises and governments. In cloud-computing data centers, the coexistence of equipment of different vendors is inevitable. How can we ensure that the software systems of different vendors can be integrated into one operable cloud-computing platform? How to ensure the reliability and quick deployment of crosshardware equipment of the cloud platform under heterogeneous systems? How to ensure the data security and automatic service assurance under the multi-tenancy mode? The multi-service & cross-product integration environment has increased the complexity of data center operations. How to make data centers more flexible and economic? How to reduce the power consumption and OPEX of data centers? How to deploy quick implementation to put green, reliable, high-efficiency data centers into operation and generate benefits? These issues have become critical questions faced by operators in the development of data centers.

security, flexibility, and scalability. Flexible: Dynamically adapting to cloud computing and virtualization The flexible DC solution can implement intelligent facilities management, environment adaptive cooling, and coldenergy dynamic adjustment, easily realize dynamic collaboration between the infrastructure and these IT systems, and quickly respond to the dynamic adjustment of IT resources by cloud computing and virtualization. Compared with a traditional DC, the green cloud DC dramatically improves energy efficiency, effectively cuts operating cost, and reduces carbon emissions. Mixed: Striking an optimal balance between availability and TCO Not only does the mixed DC deployment solution support the mix of different power densities to address high-density deployment and hotspot drift, it also supports mix of different tiers. Determining availability

Advanced Design Philosophy Is the Foundation Designing Flexible, Mixed, and Modular Green Data Center
To help customers transform from traditional DCs to cloud data centers, Huawei conducted in-depth research in new information technologies like cloud computing, cloud storage, and virtualization. Drawing upon practical experience from dozens of cloud data centers around the world, Huawei developed a DC solution featuring a flexible, mixed, and modular design philosophy. The solution is used to build green DCs that adapt to cloud computing for customers, to strike an optimal balance between the total cost of ownership (TCO) and the DC's availability,

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requirements according to business types, the solution avoids excessive investment, thereby striking an optimal balance between availability and TCO. Modular: On-demand deployment, efficient expansion Allowing for on-demand deployment and efficient expansion, Huawei DC solution can flexibly meet fast-growing demands, and effectively improve the utilization rate of equipment and returns on investment (ROI) through phased investment.

saving data center with a PUE rating of less than 1.3, which can dramatically reduce OPEX, increase customer revenue, and give customers extra competitive edges.

servers with the cloud platform. With in-depth survey and analysis beforehand, Huawei is able to sufficiently understand the types of application software and operating system, data volume, system topology, status of network, server, and storage systems, and acceptable service outage duration, and design the data migration solution accordingly. The content of the data migration solution includes the designs of data migration network, application migration solution, emergent rollback plan, and data migration tool deployment plan. By developing detailed service migration plan (including migration tool mastery time, data uploading time, and final synchronization time), Huawei can assist customers in migrating services as planned and ensure that the services can be switched over to the cloud-computing platform within the shortest period of time.

E2E Security Integration Is the Key Gaining User Trust and Strengthening Brand
As we enter the cloud-computing era, some well-known data centers have been caught up with security accidents. The security issue has become one of the customers major concerns. Huawei's data center security integration service provides customers with customized security solutions that are specially designed according to the features of the cloud-computing data center. The service covers the E2E lifecycle of the data center including planning & consultation, system construction & integration, and operation & maintenance. In the planning & consultation phase, Huawei analyzes the customer's security requirements from the perspectives of strategy & architecture, risk analysis & finding, operation compliance, and formulates development plans of the security system that mitigates cloud-computing security risks. In the system construction & integration phase, Huawei helps the customer build an optimized security defense system at the physical infrastructure, IT infrastructure, and application & data layers, and ensures the security of applications and data of the information system in the generation, transmission, utilization, and storage processes. In the operation & maintenance phase, Huawei provides the security monitoring and analysis, security compliance monitoring and report, and security response and audit services, which can sufficiently ensure the long-term secured operation of data centers.

Full-Life-Cycle Integration Implementation Is the Core Building Fast and High-Quality Data Center
Huawei's DC integration service provides comprehensive integration solution covering physical infrastructure, network platform, and business application. The solution provides E2E professional services for data centers such as planning, design, construction implementation, project management, and data migration at different levels, as well as customized turnkey engineering services. Huawei is in possession of industrial experts who have been working in the domain for over 20 years and a total of over 20,000 professional service engineers in the cloudcomputing domain, and has partnered with over 30 mainstream data center hardware suppliers across the globe. With the best practices generated by the 16 cloud-computing centers, experience and knowledge summarized from over 210 data center projects, and the localized delivery organizations across the globe, Huawei is able to offer customers with high-quality data center integration services. As per experience data, with Huawei's data center integration service, customers can significantly reduce the data center construction period. On average, the construction period is reduced by 20%-30% while the service provisioning efficiency of data centers increased by 65% and related investment reduced by 30%. In some areas, Huawei is able to design super energy-

ITIL-based High-efficiency O&M Management Is the Foundation of Sustainable Profit-Winning Maintaining High User Satisfaction
Huawei's DC operation management integration service uses professional planning & design and implementation to effectively reduce faulty rate, advanced architecture and design to make future expansion easier, and advanced monitoring system and automated management tools to locate faults quickly. With these measures, Huawei's DC operation management integration service is able to reduce MTTR, provide customers with the latest ITIL-based operation management service and realize high-efficiency and standardized operation. By establishing centralized event management platform, knowledge sharing platform, and change control platform, Huawei can effectively improve the accident and problem handling efficiency, reduce risks, improve service quality and user satisfaction, and ensure the sustainable profitability of customers. Huawei's DC integration service solution is leading the ICT industry in terms of planning consultation, design, integration implementation, and O&M management. The solution focuses on customizing green cloud-computing data centers with lowest cost and highest efficiency for customers.

Smooth Application Data Migration Ensures the Leap Transforming from Traditional Platforms to Cloud Platforms
Application data migration refers to the operations of migrating existing application systems from the traditional physical PC servers to the cloud platform. Application data migration aims to replace all traditional

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Solution

ICT certifications -- Align employees career development life cycle

By Liu Ping Sun
Coupling with the ceaseless development of telecommunication technology, there is a growing convergence between IT and CT. The boundaries among operators, enterprises and consumer markets are fading. The use of the leading innovative technologies, including cloud computing, internet and mobile broadband, will bring about substantial advanced opportunities to ICT products. Competent human resources are critical for the expansion of an organization. Simultaneously, the evolution of technology means higher quality requirements on the related professionals. For ICT practitioners, they are benchmarked by the concept of Integrated Knowledge with Cross-disciplinary Skills. Based on our years of experience in nurturing ICT talents and profound understanding on the growth of this industry, Huawei introduces an innovative proposal to cultivate quality all-rounded ICT talents. Pacing with the career development process, the proposal starts the training from educational institutions. For practitioners who have already engaged in the industry, the motivation to continuing develop themselves professionally is reinforced by a series of progressive career technology certifications which shall help to nourish and sustain ICT talents for affirming quality of services. to fill. Concurrently, the growth of ICT technology implies the explicit demand for ICT practitioners who are equipped with integrated knowledge and skills to meet the challenges of new products and service requirements. Huaweis comprehensive technology certification system is the unique system in the industry that blends IP, CT and IT competencies in a seamless way. Based on the solid foundation in developing technological knowledge and skills and in matching with the industrys characteristics, Huaweis certification system embraces the markets of operator, energy, government, finance, and corporations, etc. It has two key directions: 1) A holistic career certification system: It focuses on the professional technology of IP, IT and CT industries. Drawing on results from investigations and intensive analysis of role related tasks, a quality assurance model called Competence Element Library is established as the foundation of the certification system. The three levels of certification, Associate, Professional and Expert, provide a clear picture for enterprises to anchor the career development path for their employees. In return, the enterprises will benefit from the enhanced pool of human resource. The first batch of certifications to be offered is: IP (Routing and Switching), LTE, Transmission, and Cloud Computing Certifications. It will be succeeded by the introduction of WLAN, Security, Server and Storage Certifications in the coming years. 2) Specialized Certifications for Huaweis partners: These certifications are offered to employees of Huaweis partners who would prefer to acquire specialized marketing and technical knowledge and skills of Huaweis technologies on IP, Transmission Network, LTE and Cloud Computing, etc.

Solutions for Career Developmental Life Cycle of ICT Talents

Huawei certification is not only the unique certification system that embraces a wide spectrum of technological domains, but also provides compatible solutions to confront the ICT talent career development life cycle. 1) Career Certification: Its three-level certification model is tailormade to satisfy divergent needs from new employees to technical experts. A. Associate Level Certification: It is an entry level certification which is preliminarily intended for new employees or junior engineers to enhance the basic knowledge and skill required for the position. B. Professional Level Certification: It is an intermediate level certification which is designed for senior engineers to enhance the professional knowledge and specialized skills on different technology domains. C. Expert Level Certification: It is an advanced level certification and mainly intended for the technical experts to enhance the capability on complex

The Integral ICT Competence Certifications

The existing technical certifications in the market are for IT or IP practitioners. There is an obvious gap for CT certifications

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technology and solution design. 2) Employment Education: Huawei believes that ICT talents could better be cultivated through advancing the training to educational institutions. With strong cooperation between school and industry, students employability will be promoted and talents for the industries can be evolved. A. Authorized Network Academy: Cooperation with educational institutions to develop ICT talents through Teaching Laboratory Solution, University Curriculum Authorization Solution, Train-The-Trainer Solution and Student Certification Solution. These cooperation opportunities allow institutions obtaining the frontier ICT technology courses with laboratory environment for advancing students knowledge and skills in practice. As a result, the ICT industry will have a pool of qualified talents. B. Targeted Pre-career Solution: This is an innovative cooperation model for operators to develop their new employees. It advances the on-the-job training of students to the final year of university studies. According to the demands of operators and professional requirements, Huawei selects the capable students from qualified institutions for the employing units. Subsequent to the screening, a six-month customized training programme will be offered to the chosen candidates. Upon completion of the training programme and passing the written and oral examinations, those successful candidates can be recommended for employment in the corresponding units. This solution targets to reducing costs in recruiting and training new employees. It will be a key direction for new staff training of ICT industry in a predictable future.

to upgrade the capability of the post-related skills.To its dismay, the newly employed fresh graduates have problems of lacking of required knowledge and skills of the employed industry. The HR Department faces a real challenge to establish innovative mechanism to nurture competent human resource for overcoming the competing markets and evolution of enterprises in the era of rapid development of ICT industry. To address the issue, the operator selected 40 candidates from school to undergo Huaweis tailor-made training courses which are developed after investigation into the existing tasks requirements of the posts.

The posts include Internet, Core Network, Transmission and IP, etc. After receiving six-month of lectures on knowledge and practical training, the trainees have proven mastery on technology knowledge and skills, and most important, they have the proper attitude at work. Through adopting the Solution, the operator could establish the competency of new staff within a short period of time and support the demands of its departments. The success of the Solution has demonstrated the effectiveness and efficiency of this innovative mechanism for staff training and development.

Vertical Industry
Op era tor Fin anc e Ene rgy ve Go rnm ent ns Tra po rta tio n Edu cat ion Ent erp rise

Career Certification

IP

Routing & Switching WLAN LTE Expert

t alis eci ation : Sp ific hing t n tc Cer Swi lutio

& So ting ialist les Rou Spec er-sa ft es Sal ialist A pec list S ia es Sal c Spe ssion: n i ig es nsm es l Tra ialist D er-sa ft c Spe ialist A pec list S ia c Spe

CT

Transmission Security Cloud Computing

Professional

IT

Server Storage

Associate

Competence Element Library

ICT Practitioner
Career Development Life Cycle

Huawei Certification Portfolio

CT
Technical Expert Enhance the capability on complex technology and solution design Career Certification

IT

IP

Expert Level Certification

Senior Engineer

Enhance the professional knowledge and specialized skill

Professional Level Certification

Case for Reference:

One of the operators in China has a huge demand for human resource in network optimization and maintenance, data and internet technologies. In view of the fact that it takes extended time to cultivate suitable talents for meeting post requirements from the traditional manpower development cycle, the Human Resource Department faces urgent need

New employee / Junior Engineer

Enhance the basic knowledge and skill

Associate Level Certification

Industry University

Employment Education

Huawei Authorized Network Academy

Student

Attain the career certification, increase the employability

Huawei Targeted Pre-career Solution

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Success Story

Telefonica Latin America

A step to increase efficiency operations by Managed Services
By Wu Baotong

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In March 2010, Telefonica Group unveiled its three-year "Bravo!" strategy program. Telefonica will put all its strengths in the deployment of Bravo initiative including the 14 Latin America countries where Telefonica has operations. One of the focal points of the strategy in the service domain is to get efficiencies for the network maintenance, that is the managed services.

Launching Managed Service in Full Scale

As one of the world's top five operators, Telefonica Group is present in 25 countries, with a total of more than 295 million accesses worldwide . In 2010, it reported operating revenue of 60.7 billion. In Latin America alone, Telefonica has 14 mobile subsidiaries. In recent years, with the rapid network development, the network maintenance of subsidiaries of Telefonica Latin America, especially the network field maintenance, has become more complex because of the rising maintenance costs and the large number of maintenance staff. In March 2010, Telefonica Group unveiled its three-year "Bravo!" strategy. "Bravo" is a Spanish word meaning brave. One of the focal points of the strategy in the service domain is to get efficiencies for the network

maintenance, that is the managed services. In mid-2010, Telefonica Latin America launched a bid for a series of service outsourcing projects, including site construction, network optimization, field maintenance, spare parts management, and NOC (in same countries). Among which, field maintenance was the top priority. Due to the importance of the project, major equipment vendors have proactively taken part in the bidding. Also, some qualified local vendors also reply to the bid for some specific countries.

Selecting a Strategic Partner

As so many vendors take part in the bidding, Telefonica Latin America needed to figure out which one could truly help it reduce OPEX, which one could help it achieve sustainable development and focus on its core business, and which one would make a

Highlights
Market Demand The sustainable development of the network was hindered by rising maintenance costs and the large number of maintenance staff. OPEX is hard to control. Network operation stability is more difficult to guarantee and could affect large-scale network construction. Huawei Actions Multi-vendor managed service provided on the shared platform Committed to long-term cooperation Gained efficiency via scale effect Customer Benefits Gained efficiencies Getting a long-term, stable, and trustworthy partner Focusing on core business, and improving customer satisfaction

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Success Story

About Telefonica
Telefnica is one of the largest telecommunications companies in the world in terms of market capitalisation. Its activities are centered mainly on the fixed and mobile telephony businesses with broadband as the key tool for the development of both. The company has a significant presence in 25 countries and a customer base that amounts 295 million accesses around the world. Telefonica has a strong presence in Spain, rest of Europe and Latin America, where the company focuses an important part of its growth strategy. Telefnica is a 100% listed company, with more than 1.5 million direct shareholders. Its share capital currently comprises 4.563.996.485 ordinary shares traded on the Spanish Stock Market (Madrid, Barcelona, Bilbao and Valencia) and on those in London, Tokyo, New York, Lima and Buenos Aires. Website: www.telefonica.com

stable, reliable long-term strategic partner. After carefully evaluating the managed service solutions submitted by the vendors, Telefonica Latin America found Huawei's solution competitive and able to bring value

to the company. The details are as follows: Shared service platform: Huawei is one of the key equipment suppliers of Telefonica Latin America. In Telefonica Latin America's subsidiaries, Huawei ranked the second in

terms of the share of wireless equipment. Huawei's wireless equipment is now being sold in Mexico, Brazil, Argentina, Chile, Venezuela, Colombia, Centro America and Peru. In these countries and regions, Huawei has an optimized delivery and network

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maintenance platform prepared specifically for the accounts of Telefonica Latin America. The resources in the platform can be shared among all the countries in Latin America. With the utilization of this platform, Huawei is able to set up field maintenance teams with minimum O&M costs and maximum efficiency. Scale effect: Huawei proposed the full use of the effect of scale economy to reduce the OPEX as MS projects are to be delivered in more than 10 countries. As Telefonica established partnership with Huawei, the company can use Huawei's shared service platform to share experience, resources, and tools. In this way, the company will be able for a scale effect easily and further reduce the OPEX. Multi-vendor service model: Telefonica Latin America's network was based on complex equipment, with a large quantity of outsourcing equipment. Therefore, to reduce maintenance cost, the service provider must have multi-vendor service capability. After years of observation, Telefonica found

that Huawei had sufficient experience in providing multi-vendor maintenance service on main equipment, towers, diesel engines, and air-conditioners, covering all equipment on Telefonica Latin America's networks. Long-term partnership: Considering the importance and irreplaceability of network maintenance, Telefonica found it necessary to establish a long-term partnership with the MS service provider. To avoid extra investment caused by frequent changes of MS service providers, Telefonica signed a 5-year MS contract with Huawei. Telefonica found that Huawei's solution fully meets its requirements for Latin America. Therefore, Telefonica handed over the field maintenance of its multi-vendor wireless networks in all or some areas of Argentina, Venezuela, Peru, Ecuador, Centro America and Colombia to Huawei. The networks took up 50% of the project share. Apart from the field maintenance service, in Venezuela and Ecuador, Telefonica subcontracted national NOCs to Huawei together with the project.

In the second half of 2010, Telefonica Latin America's MS project had been deployed quickly. By far, most countries have passed the transition phase and entered the stable phase.

A step toward efficiency

Telefonica now has established a long-term, stable, and trustworthy strategic partnership with Huawei. The successful completion of the project, helped Telefonica gain efficiency and successfully complete the first phase of its "Bravo!" service strategy. The outsourcing of network O&M allows Telefonica to focus on its core business, roll out new services more quickly, improve customer perception, and increase revenue, thereby boosting its market competitiveness. In the next years, with the implementation of a host of service outsourcing projects, Telefonica will become an even more dynamic and competitive force in the Latin American telecom market.

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Success Story

VIVA Kuwait
By Mahmudul Alam

Operational Excellence through MSUP

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Customer Challenge
In 2008 VIVA was the newest entrant in the mobile market of the oil rich gulf country Kuwait. With two entrenched operators in the market for more than a decade, Kuwait had a very high mobile phone penetration rate. Vivas initial plan was to launch an IP based 2G and 3G network in the shortest time possible and selected Huawei as its partner to plan, design, operate and maintain the network. This complex network was completed in a record 9 months resulting in VIVA gaining a major market share in a space of 3 months. After the initial success in this highly competitive market, VIVAs strategy was to offer an innovative range of advanced products and services to further boost its customer base. However underpinning these services, VIVA wanted to offer the best customer care and network quality through enhanced and superior O&M services. This was to be the cornerstone of differentiating VIVA from the competition in order to win and retain new subscribers and to avoid churn. VIVA once again turned to Huawei to address these challenges.

Solution
The Huawei Managed Services team worked closely with VIVA to come up with a two prong approach enhance the existing OSS platform and develop a customized Operation & Maintenance process. This, if successfully implemented would offer VIVA the following benefits: a. Best customer care to improve end user satisfaction b. Highest services quality to ensure excellent subscriber experience By working in close partnership, VIVA and Huawei were able to leverage on their strengths. VIVA had a great network with wide coverage and reliability. Huawei had developed a Managed Services Unified Platform (MSUP) which encompasses three areas - people, process and tools. Huaweis tool was based on its next generation OSS platform to deliver operational excellence, improve network quality, lower total cost of ownership and increase customer satisfaction. The process it uses is based on eTOM, ITIL and TL 9000 which Huawei has developed under the MSUP umbrella and will be customized for VIVAs unique needs; the first of its kind in the world.

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Success Story

About VIVA
VIVA is the newest, most advanced mobile telecommunications service provider in Kuwait. VIVA has rapidly established itself in the market through customer and employee-centric approach. With the objective of providing shareholders value, and return on investment, VIVA is focusing on corporate governance activities in the following key areas: Strategic Guidance, Active Monitoring, Strategic Management, Active Auditing and Organization and Human Resources to meet business requirements. VIVA offers superior Internet speed due to the implementation of the most advanced 3G and High Speed Downlink Packet Access (HSDPA) network in Kuwait resulting in high network performance. The company continues to take a considerable share of the market by offering an innovative range of advanced products and services, a state of the art network, and access to a worldclass service.

The foundation of Huaweis solution was predicated on 3 factors: 1. People to implement the project, the Huawei team had seasoned experts in Managed Services process and OSS with dedicated support from headquarters. 2. Process MSUP was certified as TM Forum Conformance and currently recognized by major operators as the best-in-class for Managed Services 3. Tools Huaweis OSS platform is the

indispensable tool for the delivery of Managed Services with end-to-end capabilities

and the corresponding SOPs. Process Implementation The major milestone tasks included Detailed gap analysis. Design customized Level-4 processes based on the identified gap. Utilizing Huaweis tools the process flow and process documents were developed. Agreeing each customized process with

Implementation
In order to develop customized level 4 process for the MS operations and enhance the OSS platform, Huawei had to implement seven major O&M processes based on MSUP

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the MS team. Identify required SOPs related with the customized process and provide guidelines to develop the SOPs by the MS team. Process KPIs related with each process. These KPIs are to be measured and monitored at regular intervals to see the improvements achieved in the MS Operations after the process implementation. Preparing a detailed OSS functional requirements list from process implementation needs perspective. This list is an important base for customized OSS implementation. OSS Implementation The OSS platform was enhanced by implementing the selected Huawei OSS tools with functional customization of the products in order to meet the requirements of the process team. With the support from Huaweis OSS R&D, the functional requirements were addressed during the implementation phase and level 4 processes were customized in the following OSS functions: Network surveillance Fault management Performance Management Change Management Help Desk Problem Management

system; unwanted network accidents during change implementation has reduced to zero level. The improvements made confirm the significant achievements that are possible when standardized processes and the OSS are in alignment. To ensure that these major gains are maintained after completion of the project, Huawei set up a Continual Improvement Program. The global expert team at headquarters will work closely with the local MS team by continually monitoring, analyzing and identify any improvement areas.

complaints 3. Quicker recovery of network performance degradations 4. Complete visibility and control of network changes 5. Management in a proactive manner These benefits have had a major impact and helped Viva focus on their customers needs resulting in increase retention and revenues through happy and satisfied customers, thus fulfilling their vision to offer enrich communications and entertainment. MSUP is Huaweis platform for Managed Services and the processes are proven to effectively manage an operators network and drive operational excellence with improved service levels and customer experience. This standard platform gives Huawei the flexibility to offer a customized solution for each operators unique needs, thus allowing our customers to launch new and innovative services.

Customer Benefits
The immediate benefit that Viva experienced included: 1. Improved network quality through faster fault resolution 2. Increased customer satisfaction through first time and faster resolution of end user

Network Improvements
Continuous measurements of process KPIs show that some remarkable improvements have been achieved in operational efficiency and effectiveness: FLE First Time resolution rate improved by 40%. Back Office Escalation rate reduced by 80%. Average Fault MTTR reduced by more than 50%. MTTR for Network Performance Degradation problems reduced by more than 90%. MTTR for customer complaints resolution reduced by at least 60% with >60% complaints resolved on the same day. 100% Change Requests logged and approved through on-line CR Management

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Success Story

China Mobile (Guangdong)

Learning by innovation
By Fan Quanwen

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With social and economic development, the number of subscribers of Guangdong Mobile has reached 1/6 of the country's total. The company's GSM mobile network has been improving, to effectively meet customers' voice and data traffic needs, and has become Guangdong Mobile's prized network and main source of revenue. Meanwhile, the complexity of networks, the intense competition in the telecom market, and the subscribers demands for better services have also raised tremendous challenges to the optimization of the GSM network, the development of the workforce, and the improvement of their skills.

Working together, Guangdong Mobile and Huawei have engaged in in-depth cooperation in knowledge management and competency building. The knowledge system for the optimization and planning of the GSM network including the curriculum, & the learning paths of different positions are all sorted out in accordance to the relevant technical activities & tasks. By doing so, the knowledge and skills required for different positions are clear to provide guidance for the employees to quickly improve their skills, thereby effectively supporting the realization of the objectives on GSM network optimization.

have also changed, and different needs for people's capabilities and knowledge ensue. A complete knowledge system for GSM network optimization can clearly point out the skills required for people in different positions as well as the courses they should take, to help the employees quickly meet the requirements of the new positions. Clear classification of tasks and the corresponding requirements of skills are needed to guide outsourcing work. Based on relevant requirements, some tasks can be outsourced. However, clear references are needed as to which part of GSM network optimization can be outsourced and what criteria should be applied to the capabilities of the outsourcing parties. The related curriculum should be formulated based on business development. The learning paths of the technical persons should be specified. Only with clear business needs and training requirements, can the training service provider provide the corresponding training courses to people involved in GSM network optimization. A well-defined curriculum and a clear learning

Challenges in training the talents for network optimization

With the rapid growth of Guangdong Mobile's networks and customers, the company's team in charge of GSM network optimization faces new challenges in technical activities/tasks as well as talent training. A unified knowledge system plan is needed. With the continuous development of services, the organizational structure has been adjusted, and position setup has also been adjusted accordingly. As a result, the tasks or works taken by each person

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Success Story
map can help the technical persons improve their skills continuously and effectively. what skills and knowledge are required to carry out related tasks, and then forms a skills model and a knowledge system. On this basis, required knowledge is put together to form courses, to become a curriculum, and to work out a clear learning map, thereby guiding people's learning and driving their capability and competency improvement. These can provide clear roadmaps for people's future learning. According to this solution, relevant technical training will be also carried out in practice, to lay the foundation for the certification of people's skills. Make analysis focusing on the business, and sort out the business-related technical activities For the business of GSM network planning and optimization, Huawei experts carried out in-depth interactions with the leaders, managers, and key employees of Guangdong Mobile's networking department, the provincial network optimization center, as well as the three branch companies of Dongguan, Jieyang, and Huizhou, through in-depth interviews, questionnaires, and workshops. They analyzed their responsibilities, business activities, and KPIs from three aspects business flow, different stages of the network, and industry practices. They also formulated a list of business activities (including the activities carried out by the operator or other companies in practice and required for GSM network optimization) from the perspective of the E2E process, to form 72 technical activities and 114 tasks in three categories wireless network planning, wireless network construction/ adjustment, and wireless network optimization. Identify the technical capabilities and knowledge required to carry out the related technical activities, to build up the technical skills model and knowledge system Based on the results of breaking down the activities earlier, Huawei's training experts and network optimization experts worked together with Guangdong Mobile's experts to identify the technical skills required for accomplishing different works. They explained and classified these technical skills, and then generalized the skills to get the technical skills model containing different dimensions and different levels as well as the criteria for the elements of the technical skills. Moreover, based on different skills, they worked out the knowledge for mastering these skills, and formed the knowledge system required for network optimization. The two parties identified a total of 118 technical skills in five categories network planning, network testing, network analysis, network optimization, and complaint processing as well as a total of 217 items of knowledge in three categories specialized basic knowledge, specialized task-specific knowledge, and specialized management knowledge. Effectively organize knowledge to design the curricula matching business development and the learning map meeting the requirements of different positions Based on the results of sorting out the knowledge system, experts from Huawei and Guangdong Mobile held a number of workshops to discuss and work out the

Huawei's solution for building a knowledge system

With the preceding issues in mind, Guangdong Mobile hopes to improve the comprehensiveness, completeness, and standardization of its knowledge system regarding networking technologies by building a knowledge system. For this purpose, Huawei plans to put together the existing results of Guangdong Mobile's customer network technologies department through the analysis of its customer business development, organizational structure, responsibilities of different positions, and personal competency building, in combination with Huawei's long-term practices and experiences in GSM network optimization. Huawei's approach is to break the boundaries between different positions, to make analysis centered on work, to sort out the required activities in GSM network optimization as well as the tasks included in each activity, and to form a list of tasks. Meanwhile, the solution aims to find out

Analysis of business flow Analysis of business flow Industry practice sharing

Development of learning map Learning path Job matching

Breakdown of activities/tasks List of technical activities List of technical tasks

Service solution for building a knowledge system

Curricula design Curricula structure Curricula combination

Building up of a skills model Skills model Standards for skill elements

Building up of a knowledge system Map of knowledge points Classification of knowledge

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framework of the technical curricula and to put each other's inputs together. They finally formulated 103 courses in six categories on this basis, including 72 specialized technical courses and 31 specialized management courses. They also designed the learning map based on the five kinds of common positions about GSM network optimization, to present the learning path for the personnel.

2. Clear classification of business activities, to be used as the basis for future outsourcing planning and evaluation. 3. The skills model and learning map, to be used as the guide for employees' career development, certification, and capacity building. 4. The complete knowledge system, to support the setting of organizational performance goals, the grounds for performance evaluation, and business planning. The application of the knowledge system for GSM network optimization is very broad: 1. Grounds for job responsibility optimization and organizational adjustment: Clear breakdown and classification of activities/ tasks, detail-oriented skills model and knowledge, to support the setting of organizational performance goals, to serve as the basis for performance evaluation,

Project's results, customer's benefits, and future application

In this project, Guangdong Mobile received the following achievements: 1. The skills model and the knowledge system, to be used as the reference standards for future job responsibility optimization and organizational adjustment.

and to be used as the reference for service quality monitoring. 2. Reference for outsourcing planning: The complete list of business activities/tasks, to provide reference for outsourcing planning. 3. Guide to specialized evaluation and certification as well as competency building: Describe the standards for skills and key points of knowledge in detail. Specify what capability and knowledge are required for business activities. Identify skills gap and carry out specific learning for competency improvement through the evaluation of technical skills for GSM network optimization. 4. Diversified measures for delivering training contents: For example, send the knowledge points to the mobile phones of related people through m-learning, to effectively utilize the fragmented time for learning.

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Success Story

China Mobile (Guiyang)

By Zou Yizhi, Qu Chengfu, Shi Jianqiang

Building top-quality GSM network and improving user perception

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By optimizing the GSM network, Guiyang Mobile (a branch of China Mobile) improved the network quality, balances network load, realized E2E optimization, realized fast subscriber growth and user perception improvement, and successfully built a network based on customer perception.

Continuous Urban Development Brings Opportunities for Network Quality Improvement

With the implementation of Western China Development, the city of Guiyang sees a rapid development in economy, culture, science & education, transportation, and telecommunications fields. As the spearhead of communication in Guizhou province, Guiyang Mobile has also continuously accelerated the construction of mobile telecommunications networks and is committed to improving services and boosting corporate image. Guiyang city is located at Karst hilly areas featuring complex landforms and the relative altitude difference in city areas reaches 100 meters. Due to the concentration of users in down town areas, densely distributed sites, large number of narrow alleys, multi-layer in-building service (IBS) distributions, and dense residential areas in urban areas, users raise increasingly higher requirements for coverage. In addition, the single coverage type cannot satisfy the complex and changing urban

environment. Tariff policy adjustment drives the rapid development of diversified services, causing a sharp increase in traffic volume in some areas. In this way, network bearer capacity is facing great challenges and network structure in some areas needs to be optimized. The requirements for network quality, capacity, and coverage are increasingly higher. Therefore, forging a top-quality GSM network is top priority for Guiyang Mobile.

Network Optimization Based on User Perception Improvement

To quickly improve the current network status in Guiyang, Guiyang Mobile, together with the SmartCare solution of Huawei, proposed a principle of "Determining Network Landscape, Eliminating Network Quality Problems, and Improving User Perception" to comprehensively improve network quality after in-depth analysis of networking, traffic, and geographical conditions. In addition, Guiyang Mobile adopted the following methods to realize coordinated multi-product optimization,

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Success Story
entering the phase of fully improving network quality. 1. Integrating GSM 900 Networks with DCS1800 Networks In view of the development requirements of dual-band networks, Guiyang Mobile located the problem points through a large number of routine tests, complaint handling, traffic maps, and coverage prediction. In this way, Guiyang Mobile sets up sites in areas where coverage is required, improving coverage depth. To share the traffic load on GSM900 networks, Guiyang Mobile accelerated the construction of DCS1800 networks to achieve continuous coverage, laying a foundation for reducing the number of sites with higher configuration requirements and alleviating frequency interference. In addition, Guiyang Mobile flexibly deployed sites on streets or used remote radio units (RRUs) to achieve coverage in multiple scenarios instead of the original coverage by one macro site. General packet radio service (GPRS) and Enhanced Data rates for GSM Evolution (EDGE) channels were enabled on GSM900/DCS1800 MHz bands. In this way, mobile stations (MSs) can initiate data services at any frequency band, therefore balancing the network load, reducing the number of handovers between GSM900 and DCS1800 MHz bands, and improving user perception. With the continuous exploration of the stereoscopic network, by the end of July 2011, the proportion of DCS1800 MHz carrier frequencies increased from 33.4% in the same period in 2010 to 40.95%, and key performance indicators (KPIs) such as traffic proportion, coverage of backbone roads, and speech quality were fully improved. 2. Integrating the IBS Network with the Stereoscopic Network The increasing special locations in urban areas, such as high buildings and underground parking garages have become a huge problem for outdoor coverage. Facing the problems of increased complaints about indoor connectivity on the live network and an increasing number of complaints about poor coverage in small areas, Guiyang Mobile and Huawei project team actively investigated the areas where the problems occur frequently and adopted the stereoscopic coverage to resolve the problems according to actual local conditions. For VIP sites and highgrade office buildings, Huawei IBS solution was adopted to properly allocate sufficient radio resources, therefore achieving optimum coverage effects and improving VIP customer satisfaction. For areas where the capacity of outdoor sites failed to satisfy the heavy traffic, such as stations, shopping malls, and schools, IBS sites were set up to absorb as many traffic as possible. By doing

IBS1800M

Tridimensional IBS
Tridimensional coverage (over 15F) Larger capacity Higher speed

Plane1: 900M

Continuous coverage of double plane

Continuous coverage Larger capacity Higher speed

Cover older uptown and dense street by Street site

Plane2: 1800M

900M sites in the two metropolitan areas are of high density. The frequencies have high reuse rate and high frequency interferences, which brings tremendous challenges to the effective utilization of existing wireless network resources. To reduce the inter-frequency interferences, balance traffic load, and optimize network coverage, it is required to optimize the structure of the existing network. By building a dual-plane and tridimensional IBS system, we can make full use of the 1800M resources and resolve the problems facing the existing network once and for all by optimizing the two networks.

(Idea of the stereoscopic network integrating GSM900 with DCS1800)

80.00% 60.00% 40.00% 20.00% 0.00% 1800M Carrier Accounting 2010.6 33.48% 40.95%

66.52%

59.05%

80.00% 60.00% 40.00% 20.00% 28.81% 43.70%

71.19% 56.30%

900M Carrier Accounting 2011.6

0.00%

1800M Voice Traffic Accounting 900M Voice Traffic Accounting 2010.6 2011.6

By the end of July 2011, the project team successfully implemented the phase-1 & phase-2 frequency E network retirement project. By then, 128 1800M macro sites totaling 1752 carrier frequencies and 42 1800M IBS sites totaling 158 carrier frequencies have been added to the network. The proportion of 1800M sites was increased from 33.48% to 40.95% on a year-on-year basis.

Continuously balance the load on 900M/1800M sites in the two metropolitan areas and customize the scenario switchover and parameter re-selection solution according to the actual situation in Guiyang to ensure that the 1800M sites can effectively share the traffic. The proportion of traffic absorbed by 1800M sites was increased from 28.81% to 43.70 on a year-on-year basis.

80.00% 60.00% 40.00% 20.00% 0.00% 1800M Coverage Accounting (Main Road) 2010.6 27.00% 54.70%

73.00% 45.30%

99.00% 98.00% 97.00% 96.00% 95.00% 94.00% 95.69%

98.21%

900M Coverage Accounting (Main Road) 2011.6

Voice Quality 2010.6 2011.6

Continuously improve the network coverage on roads. Because 1800M frequency has abundant resources and high voice service quality, 1800M resources are generally used for improving the drive test result. The coverage of 1800M network was increased from 27% to 54.70% on a year-on-year basis.

With the increase of 1800M sites, number of sites with high traffics is reduced, as well as the frequency interference. As a result, the voice service quality increased from 95.69% to 98.21% on a year-on-year basis.

(After the idea of the stereoscopic network is implemented, KPIs such as traffic proportion, coverage of backbone roads, and speech quality are fully improved.)

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this, outdoor sites load was reduced, and the impacts of traffic peaks on the entire network were alleviated, ensuring the voice quality of outdoor sites. After the IBS project (Phase III) was implemented, KPIs such as network radio access, handover success rate, TCH call drop rate, HQI, and interference band were improved to varying degrees. Wherein, the improvement of HQI and interference band, 1% and 5% respectively, was the most evident. 3. Integrating the 2G Network with the 3G Network If the 3G network shares the same

IBS system with the 2G network, the bandwidth of the existing 2G IBS system needs to be transformed; otherwise, the 3G indoor coverage network needs to be designed again. Therefore, compatibility, interference, service bearer and sharing, and capacity need to be fully considered during the design of the 2G IBS system. In addition, the Wireless Local Area Network (WLAN) and WiFi terminals are used in hotspot areas. For areas where point-to-point (P2P) traffic takes a higher proportion, the WLAN is deployed preferentially. For areas on the 3G network where absorption of data services is insufficient, coverage is enhanced and price leverage is used to drive the development of data services.

A New Milestone for Guiyang Mobile

With the implementation of a series of optimization schemes to improve connectivity and ultimately gain better user perception, the number of exceptions on the live network decreases significantly from 217 in January 2011 to 80 in July 2011. In June 2011, the number of static users exceeded 20,000,000, which is another milestone for Guiyang Mobile after the number of static users exceeded 10,000,000 in 2008. In addition, network quality of Guiyang Mobile ranks higher among peers nationwide and the user penetration rate in Guizhou province exceeds 75%. In the preventive maintenance inspection of China Mobile held in December 2010, Guiyang Mobile surpasses other competitors.

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Success Story

Telenor Norway
By Luo Zuoguo

The fastest ever and top quality GSM/UMTS network migration in Europe

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On October 6th at around 3 pm, the LAST site was swapped!

Site no 6379 was Hoevikfjellet in Aure, Mre og Romsdal

This is the biggest upgrade of the mobile network in Norway we have ever carried out. It will create a solid and flexible base for further developing the services offered by the Telenor mobile network and the quality of those services. Our aim is to provide customers with better, more innovative services across the country. This means better in terms of capacity, speed and stability. Ragnar Krhus, former CEO of Telenor Norway, November 2009.

On 6th of Oct. 2011, 15:00 local time, the last site in Telenor Norway BRAIN RAN project went on air, which indicates that Telenor Norway BRAIN RAN project swap has been successfully delivered seven weeks ahead of master plan, thus enabling Telenor to provide better network quality and the latest services to all mobile users in the home market, Norway. This is the largest scale network infrastructure upgrade in Telenor Norway history and it is also the fastest ever mobile network implementation in Europe: 856 co-located physical GSM&UMTS sites were swapped in high volume month, 60 sites per day and averagely 600 sites per month in volume phase which lasted 10 months. Telenor and Huawei have jointly made a new record and benchmark for the industry. People are gathering in the swap centre room in Fornebu, Telenor headquarters, to

witness the historical moment. Excitingly, while suddenly, the room turns to silence and tears was coming out from peoples eyes Looking back over the past two years, some episodes are unforgettable. There have been difficulties, struggles and even tears, while most are for the joy of success and the great feeling of achieving milestones one after another.

Opportunities only to those who are prepared

In the telecommunication industry, there has been a saying that the vendor, who owns the Nordic, owns the world. Nordic market is considered as one of the top high-end markets in the world and it is also the place where the worlds top telecommunication vendors originated from. It is the home market for them. Nordic had been one

Last site swap finish celebration in swap room

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Success Story

Telenor, one of the major telecommunication operators in the world, owns the largest market share in its home market Norway, decided to choose Huawei, the leading telecom service provider in the world while a newcomer in Nordic, to be the best partner of the entire mobile network upgrade including GSM, UMTS and LTE in Norway. That was where the story started from

of the few markets that Huawei wireless solutions had not dominated prior to 2009. In October, 2009, history has been changed. In order to keep providing the best services to mobile users and reduce both CAPEX and OPEX, Telenor decided to replace all existing radio access network provided by

existing two vendors in Norway. Existing network vendors were determined to win the contract in order to reinforce their domination in mobile network industry, while newcomers were eager to break through the market starting from here. With leading Single-RAN product solutions, excellent service delivery capabilities and

strong willingness, Huawei was finally selected to be the preferred vendor for the upcoming six years of mobile network upgrade equipment and service provider. This is the biggest overhaul of the Norwegian mobile network we've ever made, and creates a solid foundation for further development of services and quality

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of service in Telenor's mobile network. The main goal is to give our customers better and more innovative services across the country. With better, we mean capacity, speed and stability, says Ragnar Krhus, former head of Telenor Norway. The selection of suppliers has been made after an extensive tender process of negotiations. Vendors have been assessed for technical requirements and specifications, future plans, commercial terms and conditions that may ensure a stable, effective and predictable cooperation. It was a close competition between vendors, but ultimately it was Huawei who emerged as the winner outright. Technical quality, credibility in relation to the extensive replacement of equipment, as well as commercial conditions combined were crucial. adds Krhus. This was the first mobile network SWAP contract Huawei won in Nordic from top operators in its home market in Europe. Huawei, with its proven Single-RAN solution and service delivery capability in other markets all over world, has the opportunity to better fuel Telenors success. Meanwhile, it was even more challenging for Telenor, as Norway is most important market which is not only where the headquarters is located but also where the most revenue and profit contributes for Telenor group. No failure but only success, for both Telenor and Huawei.

However, local resources which were the main power that the project had to rely on, were extremely limited in Norway. The population of Norway is around 5 million and telecom graduates from NTNU, one of the biggest universities in engineering and technologies, are around 30 per year. While, to deliver this project, more than 600 people were needed from Telenor, Huawei and local swap subcontractors. To solve resource bottleneck and establish delivery capacity quickly, Telenor, Huawei and all subcontractors in BRAIN RAN project started to explore talents, not only in Scandinavian language speaking countries (Norway, Sweden and Denmark), but also other countries all over the world. The project finally became an international club which had people from more than 25 nationalities working together. Harsh geographical and weather conditions Norway locates between 58N and 71N, with five months of snow year round, and some areas might have -40C cold weather for months. Norway is a tourist paradise with mountains all over the country and most beautiful fjords in the world, while, it is not good at all for swap, especially in the long snowing

winter. Moreover, the weather in Norway changes so rapidly that outdoor activities become more difficult. There are more than 2500 sites where helicopters are needed to transport equipment and engineers to the spot to do survey, installation and swap. Sometimes helicopters had to wait for hours just for the weather to become fine to be able to fly. Even when arriving at a spot, you might not be able to find the site as there was heavy snow all around you. Effective Solutions, Striving for Perfection Those difficulties were challenging for swap but they could not stop the swap. Both Telenor and Huawei realized that to make the swap activities as a product line was the only way to make the swap smooth and successful. As a product line, we should have centralized support, control and clear processes to guarantee the swap runs on track and in an efficient manner. Meanwhile, highly disciplined swap teams and efficient post swap performance optimization is key to drive the fast swap with high quality, says David Tang, BAIN RAN project director of Huawei. It was a common understanding for Telenor and swap subcontractors as well. Therefore, the project team started to work from those main aspects.

Mission Impossible? Believe you can and you are halfway there!
Challengesfar more than expected It was not easy to win this contract for Huawei and even deliver a better quality network. BRAIN RAN project was established and given the responsibility of swapping the complete radio access network of Telenor Norway, which contains 6379 GSM and UMTS co-located physical sites and 9000 GSM and UMTS logical Nodes. Huawei had vast swap experiences, while challenges in Norway were far more than that expected. Limited local resource: In order to deliver this project, Huawei allocated experienced expertise to Norway from all over the world.

Heavy snow to the site

Snow coated sites

Helicopter transportation

Offshore Oil platform sites swap

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Success Story
contains work from survey, design, transportation, swap execution, to optimization and documentation archiving, which need cooperation across all teams involved. Huawei, together with Telenor and swap subcontractors, developed project level E2E process which integrated key actions, milestones and Lead time of Telenor, Huawei and subcontractors, and clarify the responsibility of each party in project delivery. SOP (Standard Operation Procedure), one of the most important procedures, which was considered as the bible and common language for swap, was developed by Huawei, together with Telenor and swap subcontractors. It clearly defined all activities of a site swap, from swap team set out in the morning, cell block, transmission re-route to service verification and alarm clean up. Putting procedures in place was important and training of swap teams was also the key to guarantee of successful and high quality of swap. In order to quickly equip the international swap teams with Huawei swap technologies and be familiar with swap disciplines, more than 10 rounds of training sessions were held. The training topics were designed based on requirements and problems in different swap teams and swap phases. It has been proved that as swap teams became more and more experiences and skillful, with military style of project control procedure, seamless cooperation between all parties, swaps were made not only in line with plan but also with high quality. Downtime was minimized and swap related problem occurrences were also controlled in a very low level which provided a sound basis for further network optimization. Post swap optimization, improving network performance quickly To make swap as a product line, swap execution is important while post swap network optimization and documentation archiving is also the key to inspect and measure swap quality from both network performance and engineering implementation perspectives. In this project, dedicated expertise from documentation and optimization teams continuously

Efficient Network Optimizations

Highly Deciplined Swap Teams

Centralized Swap Room Support and Control

Clear Process and Strict Plan

10-20 calls/site between field and swap room

Tool for monitoring in swap room

SWAP ROOM Swap: Coordination Cell block Site Integration Configuratiion Verification Neighbours Transmission: GIPS X-Nett SDH DXX BRUM BRUT

Remote configuration of equipment

Plan for swap in swap room

Telenor Norway BRAIN RAN Project Swap Room

Centralized swap room provides efficient support and control Huawei Norway office is inside of Telenor headquarters building and originally it was where the Huawei project members were working and it was one floor straight upstairs of Telenor project office. In order to enhance centralized swap support and control, have more convenient and closer communication between project members, Telenor and Huawei decided to establish an office where all key resources could work seamlessly together. Swap room was then setup equipped with PCs, swap hotline systems, IT infrastructures and all necessary systems by Telenor. It was the coordination and plan center and provided technical support for all problems concerning the swap. It played an extremely important role in the project, just as the brain.

Moreover, several swap systems were setup to make the swap more automatic and efficient. All swap activities were synchronized and monitored in a swap room dashboard system simultaneously for every single site, every single swap. Any discrepancies against the plan could be discovered and investigated immediately. Thanks to those applications, especially the SRD and consistency check systems, they not only assisted us to perform the swap efficiently, but also made it easier for the technical team to inspect and manage problems , says Rocky Luo, fault manager of BRAIN RAN project from Huawei. Procedure based control methodologies guarantee high quality Swap is a highly integrated activity which

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focusing on post swap activities and drove the project to run smoothly ahead. With fast and effective network optimization after swap, performance of swapped network was improved rapidly and quality reached Excellent level according to Telenor standard. From both KPI statistics and drive tests demonstrated that network quality was improved dramatically after swap. Telenor is very impressed and happy with the performance of Huawei. It is very good that the project is on track. Telenor expectations to the project have been more than fulfilled says Rolv-Erik Spilling, former CTO Telenor Norway.

One team one goal

One team one goal is the slogan of the project and the BRAIN RAN project delivery is the best interpretation for it. The delivery of the project is a story that demonstrates how operator and vendor work together to build the best network for end-users. People might have different opinions when problems came, especially when doing technical troubleshooting, as Telenor swap room manager, Mr Age.Haland said, However, I have never heard any blame between each other when problems popped up. We are always thinking about how to solve the problems, not blaming anyone. People are always smiling. There were many sites which were technically

complicated and most of them covered important areas. In order to guarantee the successful swap, a joint team was established to work on it. Kenth.Sivertsen, site expert from Telenor, (and Relacom), always thoroughly explained to Huawei so as to make correct site swap solution and he went to many site supporting swap together with Huawei teams as well. The sites in Telenor headquarters were extremely

complicated and important, Telenor experts worked on site together with Huawei for more than twelve hours and finally the swap was accomplished perfectly without any issues.

Together, we can make things different and better

The project is finished, Telenor now is providing best in test mobile network service to users and further strengthen its leading position in Norway. Meanwhile, new swap benchmarking is created in Europe. It again proves Huawei innovative Single-RAN solution, excellent service delivery capability in global high-end market and customer oriented determinations. It starts a new chapter for the cooperation between Telenor and Huawei. Telenor and Huawei have already started to do lessons learning and are looking forward to creating new miracles. Because, we believe Together, we can make things different and better!

Area
Single-site Verification (handover)

Provisional Acceptance (PAC)

Final acceptance (FAC)

Cluster

CC handling Optimization Drive tests Statistics Optimization

Site

Single site Service verification

BRAIN RAN post swap network optimization work flow

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Huawei Professional Services Showcase around the World

Germany

Hong Kong

Spain

Mexico

Huawei Managed Services Unified Platform at the tmforum MANAGEMENT WORLD AMERICAS, Nov. 8-10, 2011 | ORLANDO FL