Project Report on

Implementation of PMO and Project Server 2010

Project Supervisor
Syed Ali Raza
Submitted By
Ch Rizwan Riaz

01-298141-

022

MSPM 2B-Spring 2014

At
Department of Management Sciences, Bahria University, Islamabad.

January, 2015

MANAGING EPM AND DYNAMICS OF PROJECT MANAGEMENT OFFICE

Added value instead of administration

TERADATA Pakistan &

NOOREDOO-(formerly Nawras) Oman

References:
a. Class lecture on EPM implementation
b. Kerzner, Harold, Project Management Metrics, KPIs and Dashboards,
John Wiley & Sons, Inc 2011.
c. Microsoft Project 2010 Step By Step
d. A Guide to PMBOK 5th Edition, 2013
e. Project Management Tips: Guidance for Real Life Situations.
http://pmtips.net/successful-project-management-office

F.

Answers.com Web site: http://www.answers.com/topic/costreduction-program

Table of Contents
Page No
SECTION A...................................................................................................4
Brief History ....................................................................................................5
Introduction to the Organization......................................................................5
Culture of the Organization..............................................................................6
Orgaogram.......................................................................................................7
PMO The Concept....................................................................................................... 8
Weak PMO.................................................................................................................. 9

Benefits of PMO Implementation...................................................................10

SECTION - B..................................................................................................12
Establishment of PMO.......................................................................................13
Challenges Faced while implementing PMO........................................................14

SECTION - C..................................................................................................15
Implementation of Enterprise Project Management and expected Benefits ............16

EPM Implementation at Teradata...................................................................16

Work Flow of EPM
18
Business Drivers............................................................................................22
Success Criteria ..............................................................................................22
3

Business Drivers at Teradata.............................................................................22

Business Drivers Justification.............................................................................23

SECTION D.................................................................................................25
Charter of Project.............................................................................................27
Scope Statement .............................................................................................28

Summary of Project Deleiverables.................................................................29

Work Breakdown Structure............................................................................30

SECTION A
4

Brief History of the Organization:

1.

Teradata originally a part of NCR (TERADATA) is working in Pakistan as

a multinational company since the early 1990s. The company has interests,
investing in educational programs, identifying professionals through IT
excellence awards (Mr. Syed Ali Raza Trainer at BUI being one of
them), introducing emergent technologies in the country or setting up the
first of its kind Global Consulting Centre. In terms of corporate standing,
Teradata contributes extensively to the field of IT expansion. Teradatas wideranging array of service proficiencies supports the enduring needs of
organizations in Pakistan and worldwide to support them in maximizing IT
investments. In Pakistan Teradata is bringing a technological and cultural
transformation to reform the IT industry through special focus on customer
service. Services are an indispensable element of Teradata solutions.
Teradata is a global leader in IT services delivery which helps their clients
change transactions into relationships. They are a recognized and reliable
partner for businesses all across the world. Their customers in Pakistan and
worldwide

are

top

organizations

representing

key

sectors

including

telecommunication, government, financial, retail and airline industry.

Introduction of the Organization:
2.

Teradata offers analytical solutions to support and manage businesses

and to propel progression. Teradata provides data warehousing and

databasing solutions alongwith services for the same and their systematic
application. The solutions provided by Teradata are based on tested and tried
methods which are top of the line. At Teradata, the warehousing services
support the strategy from design and plans stage to development,
implementation, support and enhancement of data warehousing. Teradata
boasts of worldwide 11,000 employees, above 2,000 consultants providing
with more than an average of 10 years experience. Businesses worldwide opt
for Teradata due its expertise in data warehousing, brilliance and innovation.
5

3.

In todays competitive environment enterprise intelligence is the basis

for competitive lead. The entities which can create difference over
competitors through precision and quick decision making lead the pack.
Teradata gives advantage to companies in making better decisions to drive
cost-effective growth.With Teradata's enterprise logical solutions, clients
connect the power of their enterprise intelligence to create a single view of
businesses, help reducing costs and improve relationship. Teradata provided
their clients the ability to incorporate historic information with near present
data; to achieve deeper insight in order to take effective actions.
Culture of the Organization
4.

The organizational culture is concluded to be Matrix to Functional

Matrix with lightweight project managers authority, as the power somehow

lies between Functional manager and Project Manager. Projects are resourced
by the head of the Business unit. While, on the other hand, the project
managers have nominally authority over project having no direct staff or full
control over resources, nor having regular reporting mechanism to senior
authorities. The team leads are all in all. The organization is comprised of
different business units and each unit head reports to one of the functional
managers. Teradatas organizational structure seems to be biased towards
the needs of the functional department and standard products as governed
by US based headquarters.
Organogram

5.

The organizational structure of Teradata is unique. The structure itself

is as follows:
(a)

In any country there are two types of offices namely

(1)

Global Consulting centre (GCC) and

(2)

The Professional services (PS) dealing with local projects.

(b)

The teams are headed by Country heads looking after the

following:

(c)

(1)
(2)
(3)
(4)
(5)
(6)
GCC

Sales
Marketing
Professional services
Customer support
Finance (shared)
HR (shared)
acts as resource pool. PS bids and on winning a project take

resources from GCC on as required basis. PS services are headed by PS

services manager succeeded by PMO and Project Managers as per
requirement on various projects. The PMs have mainly three teams ie
Extract Transform Load (ETL), Business Intelligence (B.I) and SA. These
are in turn followed by Team leads and Developers.

6.

Organizational Structure

GCC TERADATA - PAKISTAN ORGANOGRAM

Senior BoardTeradata USA

MD GCCPakistan

MD PSPakistan (local

Resource-1
Professional
Services
Manager

Resource-2

PM-1

PMO
PM-2

Resource-3

Resource-4
ETL Team

B.I Team

SA Team

7
Country
HeadHR

Country
HeadFinance

Country HeadCustomer
Support

Country Develope
CountryDevelope Country
HeadDevelope
Head-Sales
HeadProfessional
r Services
r
r
Marketing

PMO- The Concept

7.

The importance of project management is becoming progressively

apparent in present day world. Vitesse, Quality, and Cost management are
taking on increased impact in business, government, for profit and non-profit
sectors. Project management lets managers to plan strategic initiatives that
create revenue streams in capturing the market share. Project management
helps trade products by distinguishing them from their opponents. Project
management tools effect drop in time to manage expenses, guarantee
quality products, and boost profitability. Project management is one of the
key elements of management techniques for ensuring the success in an
organisation.
8.

The PMO (project management office) is an organizational entity given

several tasks associated to the centralized and coordinated management of

all those projects which fall in its ambit. The tasks of a PMO can vary from
providing

project

management

backing

functions

to

actually

being

responsible for the direct management of a project.

9.

The PMO in an organization might have the oversight to act in the

capacity of a key decision maker for entire project development and/or

through life cycle. In addition, the PMO can be employed in downselecting,
managing and deploying the shared project resources. The foremost
functions of any PMO is to help project managers in number of ways as
under:
a.

Administrative

support

services

for

methodologies, and templates.

b.

Training and grooming of project managers.

instance

policies,

c.

Project support, strategic guidance coupled with training to

manage projects and the usage of tools.

d.

Project staff resource alligned.

e.

Directed net of Communication ie coordinated centrally amongst

project

managers,

sponsors,

other

managers,

and

various

stakeholders.
10.

The main intention to implement a PMO is the further development of

the organization itself.PMO is part and parcel of all project-related

responsibilities and follows up on the project activities throughout the life
cycle till culmination. The office monitors and works on project activities
complications and requirements for the management on a larger canvass as
strategic guidance for shepherding decision makers towards pre-decided
business targets and goals. PMO is a unit within an enterprise that describes
and sustains best practices for project management within the broader
organization.
11.

The goal of any PMO is to attain assistances from standardization and

adoption of project management policies for successful delivery of the

projects, keeping in focus the budget, time and scope of the project. Over a
period of time, typically a PMO should become the source for assistance,
records and referrals documentation, matrix related to the practices involved
in handling and implementation of projects for a business or organization.
PMO collates project requests from other entities and maintains latest level
of portfolio awareness, on the other hand challenges only to the level it
provides to check the details of the dependencies and allows for resource
management.
Weak PMO:
12. Teradata has powerful, analytical solutions to support businesses
worldwide eminently; as a matter of fact it is generally arduous to control
9

tasks and various activities of diverse projects. As part of our study a few
stumbling blocks were discovered humming in the organization:
(a)

Arbitrary management of projects based on needs and whims

due non availability of focal person/point for project management.

(b)

No provision for Resource Alignment, lack of clarity in definition

and documentation of goals

(c)

Repetition of processes resulting in efforts being duplicated

(d)

Organisation hierarchy forcing to work in groups instead of teams

due non existence of Integration Management or central planning processes.

(e)

Poor record keeping and management

(f)

Nonexistence of Risk identification and analysis process.

(g)

No independent evaluation of performance

(h)

Best practices templates in project management not used.

(j)

Autocratic culture resulting delays in approval.

(k)

Cross functional association between teams is not effective.

(l)

Training regime not catering to ultimate project delivery.

(m)

The execution of Projects and coordination is not the strongest of

virtues.
(n)

Gaps in organisation wide communication.

(p)

Issues in Project Closure.

Benefits of PMO Implementation

13.

PMO provides the guiding policies, methodologies, and templates for

managing projects within the organization. It will basically produce a

common and standard language which the project teams can use in different
10

programs with additional management tools, procedures and processes. The

PMO is a crucial tool in simultaneously managing and tracking a number of
projects. In the initial phase of PMO implementation, the projects progress
will be laggard, which will gain traction with the passage of time.
(a)

PMO will enforce the best suitable project management policies

and methodologies for the organization in all projects.

(b)

After the inception, the PMO will properly document and retain

the organizational historical data and lessons learned from past

projects.
(c)

PMO provides a standard for communication process and ensures

that communication gaps are reduced to a minimum throughout all

projects.
(d)

Training is an important function of any PMO. The PMO will

identify training needs and provide comprehensive assistance in

developing the required skillset needed for any project.
(e)

Project risk and change management will be conducted on an

organizational level which will eventually benefit the overall budget

and schedule of the organization.
(f)

Critical resources are carefully managed and assigned by the

PMO
(g)

After the successful execution of the PMO in Teradata, the

attention of PMO is directed to assessment and measurement of

success of the projects. This will mark the beginning of a constantly
improving cycle transiting from PMO deployment to ops management
and sustainment.

11

SECTION B

12

Establishment of PMO:
1.
Based on peculiar circumstances of the organization, a workable plan
was proposed for establishment of PMO. The salient is as under:
(a)
(b)
(c)
(d)

Analysis of GCS Teradata Organization

The prescribed Framework
Resources(human) as per proposed plan
Setting up of Administrative, supportive(IT) and budgetary

Arrangements
(e)
The finalized proposal after passing the Review and Refinement

13

Challenges faced while implementing PMO:

2.

In our knowledge there are some concerns raised on different levels

while implementation of PMO.

(a)

Organizational Concerns
(1)

Management has no understanding about PMO so their

lack of support can delay it.

(2)

Organizational culture is developed as they are not really

welcoming to new alterations so lack of their willingness to

change can impede the project.
(b)

Planning Concerns
(1)

Promulgating a one-size-fits-all PMO instead of developing

the program spirally taking the present status, policy and vision,
settings and gap analysis.
(2)Dont want to waste time on planning level and jump to full and
hasty implementation.
(c)

Resources Concerns
(1)

Non commitment of full backing and assurance of time or

energy from working staff.

(2)

Scarce finance for the engagement.

(3)No project management staff on board and resisting employment

of required skills off the market.
(4)

Half hearted exercise in working up resources may hold

back the PMO.

(d)

Project Management Concerns

(1)

Lacking an approved scope of work for the project.

14

(2)

Dispossessed team efforts may put the project in a

sluggish pace and label it as hard to close.

SECTION - C

15

Execution of Enterprise Project Management and probable Benefits

1.

The change in any organization is every time refrained. The

establishment of PMO in an organization is a herculean task met with

multifarious hurdles. In order to tackle these challenges an organizations
adopts a spiral approach to systematically and steadily mitigate any
emergent issue. An all-encompassing entity with a centralized chain of
command that has all other processes subservient to it to manage projects
and resulting issues is known as Enterprise Project Management.
2.

The Microsoft Office Enterprise Project Management provides an

organization-wide toolset to collect, organize and examine data at project,

resource and total work portfolio level, connecting strategy, through
organized programs and initiatives. By creating and tracking plans with
consistency and precision, the organisation can monitor progress and
performance more thoroughly, and can respond to the demands of fastchanging business environment.
3.

Microsoft Project Server software is a unique application software tool

that interlinks applicable business techniques and organization. Microsoft

Project Server empowers the project managers to employ resources amicably
on projects that deliver the concentrated input requiring a dynamic strategy.
Organizations will be able to accrue maximum visibility of ongoing projects,
can obtain insight / true picture of projects status, predicted results, and
positive / firm control on projects execution and plans
4.

Some of the advantages of Project Server and Enterprise Project

Management are given below:

(a)

The workers/people and projects are aligned with strategic

objectives.
(b)

The business decisions become faster and more-informed.

(c)

The investments are submitted in a central repository

16

(d)

Effective management of resources

(e)

Ease in collaboration and coordination

(f)

Regulate and industrialize the control procedures

(g)

Interlink the selected portfolio/s with governing strategy

(h)

Premeditated appointments

(j)

Attain maximum from investments in ICTs

(k)

Efficient rate of return on investment and safety from later high

operational cost.
(l)

Provides a proper workflow and defines roles and responsibilities

which eventually reduce the reporting conflict within team members.

(m)

Maintain the requisite technical documents through an iterative

process for its periodic up-gradation. The documentation facilitates in

record

keeping,

obtaining

lessons

learnt

and

archive

of

accomplishments.
(n)

It facilitates reference for future projects, for collaboration of the

same with teams to accommodate changes if required. It also serves

as a communication layer amongst various project teams and
managers.
(p)

It

effectively

manages

resources

by

showing

timelines,

commitments and capabilities. This helps align resources with business

objectives.
(q)

Clearly

defines

terms

of

references

for

concerned

manager/owner in order to fix responsibility for success and failure of

each activity as well as project.
EPM Implementation at Teradata
5.

EPM Implementation at Teradata would be very helpful in bringing

efficiency to the IT solutions and service delivery in Pakistan and region wide.
(a)

Strategic goals and priorities of the Teradata would be aligned

according to the business drivers set by the US based senior

17

headquarter management. This will help in giving direction and

prioritizing the projects accordingly.
(b)

Establishing PMO will help in communicating and coordinating

the dispersed project teams.

(c)

By developing suitable templates, the reporting and recording

standards will be established which will also save a lot of time.

(d)

Proper resource levelling, sharing and optimization processes

when implemented will help in managing all types of resources within

the domain of GCS Teradata Pakistan working under different projects
resulting in remarkable cost and schedule benefits.
(e)

Planning of any project will be improved by following proper

SOPs prior to the start of a new project.

(f)

Overall scheduling on the organizational level will help in the

completion of projects within time.

(g)

Change

management

strategies

when

applied

on

the

organizational level will define the formats, templates and processes to

be followed in any such situation which might be a risk for organization
or any of the projects.
(h)

The project management processes will be streamlined and

properly followed which would result in a rise in pace of the projects

and thus completion within time.
(j)

The training needs of Teradata global consultancy will be

properly addressed resulting in the personal development of the

human resource and their loyalties with the organization.
(k)

Baselines for each project will be set which will help in accurate

tracking of performance for each project.

18

(l)

Right planning processes will be followed resulting in avoidance

of budget overruns in any project.

19

WORKFLOW - EPM
6.

The workflow of EPM gives importance to each and every idea,

proposal and initiative for any project. This can include but not limited to:.
(a)

Meeting between HoDs and PMs to identify and work through

business requirements
(b)
Conduct planning and its subsequent deployment meetings.
(c)
Further processing of project proposal after evaluating cost and
budgetary
(d)
(e)
(f)

effects.
Establish an online collaboration and learning setup.
Hire / attach team members for execution of EPM.
Based on initial proposal and variances thereof are succeeded by

proposal

summary

covering

costing,

schedule

and

determining

strategic impact.
(g)
After approval of above mentioned steps, preparation of detailed
assessment for project selection through dashboards, KPIs etc.
(h)
After selection of project, its assignment to a respective project
manager/team to define

scope, charter and PM plan under the

supervision of PMO as per standard templates.

(j)
Allocation of human and material resources in line with project
goals for smooth execution of the project.
(k)
Continuous up-dation of dashboard for visibility of executives for
project cost, schedule and any deviance from the yard stick set for the
project. This is set in backdrop of variances beside the baselines.
(l)
Initiation of project closure process once the project

is

culminated. The steps include

Handing over of deliverables to customers/client

The allocated resources are released
Updation and archiving of project documents in the EPM
repository.

20

The generic EMP methodology is appended below1:

The EPM work flow is given on next page

1 Kerzner, Harold, Project Management Metrics, KPIs and Dashboards, John Wiley &
Sons, Inc 2011, 18.
21

WORK FLOW OF EPM

PROCESS INITIATION

REQUIREMENTS GATHERING

PLANNING AND IMPLEMENTATION HURDLES

NO
PLANNING COMPLETED

INITIATE PROJECT

ACQUIRE TEAM

REVIEW

SCOPE AND CHARTER OF PROJECT

YESYES
EXECUTION

NO
INLINE WITH GOALS

PROJECT CULMINATION

22

Business Drivers
7.A business driver is a method or condition that is necessary for the success
and growth of a business. A company must recognize its business drivers and
try to make the most of any that are under their control.
Business Drivers at Teradata
9.

There are five categories of business drivers in use at Teradata namely:

(a)

Market drivers (Research & Development based on market

trends)
(b)

Cost drivers (based on economies of scale)

(c)

Skills and Training (technology, societal change and globalization

10.

(d)

Competition drivers (customer satisfaction )

(e)

Other drivers as per HQ direction

All of these categories have sub drivers which are used in combination

with each other to set the direction every year. A senior management
meeting is held every year and a direction is chosen after consensus.
11.

Companys direction this year is particularly influenced by cost

drivers, government drivers and other drivers. The Ooredoo (Nawrus) project
is one such example of what Teradata is aiming to achieve in coming years.
Teradata provides powerful, computational results that help businesses to
manage their business proactively and find initiatives for growth. Teradata
offers complete range of data warehousing, data mining applications /
services. Teradata competes for worldwide business on the back of its
expertise,

commitment

to

excellence,

innovation

and

best

in

class

technology. In the present milieu, analysis through data mining is the key
factor for obtaining competitive edge over competitors through enterprise
23

intelligence. The enterprises which can distinguish themselves on solid

strategies devised on precision decision making have upper hand in todays
changing business environment. Teradata solutions help enterprises to make
better and quick decisions for profitable growth. This has been achieved
through cost optimization and providing improvements in performance.

Justification - Business Drivers

12.

The business drivers are devised by the higher echelons for the

forthcoming Year and are based on the directives and instructions that
dictate terms of business for offices at Pakistan. Scope of a project and the
firms priorities are baseline for these drivers. The detailed justification of
business drivers is as follows:
(a)

Driver 1 (Time represented as cost)

In view of the prevalent global economic state, it is desirable to

complete projects within stipulated time while cutting the cost where
possible. This is the prime requirement for the higher Management and
is the main business driver of Teradata global services. The firm can
only gain business orders if the projects are undertaken at relatively
lower costs and less timeframe in comparison with regional market.
The goal of Teradata leadership is to ensure that the projects should be
delivered as per the agreed scope of work. This driver commands a
priority of forty two percent in undertaking a project decision gate.
(b)

Driver

(performance

represented

as

Customer

Satisfaction)
Customer satisfaction is the key to success and is the primary factor in
all

activities

in

present

day

cut

throat

competition.

Clients

requirements are to be aligned with business processes to achieve

such performance which wins complete satisfaction of the recipient.
24

ICT industry being the major target of Teradata, it is paramount that it

is taken on board as far as standards and satisfaction is concerned. The
global availability of data warehousing not only trumps the offerings
but also makes clients more choosy. The advent of best management
practices as proffered by PMO has heightened the anticipations, thus
desires for readily available info and support is outpacing the solutions.
The local and external clientele have wide range of options with them.
Accordingly, Teradatas has given more weightage to customer
satisfaction. The business processes and resources have been trained
in light of experiences gained from previous projects and B.I. The
performance requirement places a weightage of thirty percentile on
the aspect in selection decision.

(c)

Driver 3 (Market trends and R & D)

Being a specialized company offering tailor made consultancy and

solution for customers it is a given must for Teradata to not only keep
abreast with latest developments in the field but also outperform the
competition through R & D. The innovation in products and outreach to
businesses is the only time tested method to stay ahead of the curve.
Research and development based on market trends is the main stay of
Teradata in accordance with the strategic goal of best IT Solutions
Company. Foregoing in view the board accords a weight of 18% to
Research and Development for committing to a project.
(d)

Driver 4- (Skill set and Training)

The advancement and natural progression for a happy employee is

achieved through motivation which in turn depends on constant
incentive. This may take shape of skills improvement and training. A
highly skilled resource with occasional polishing through training is the

25

most valuable asset of a company. This aspect receives a weighted

average of 10% for any decision making process for business growth.

13. The cumulative weighted average of business drivers shown in order of

priority is given below:
Order
of
merit

Business Drivers

Weightage (%)

1.

Time saving represented as cost

42

2.

Performance Represented As Customer Satisfaction

30

3.

Market trends and R & D

18

4.

Skill and Training

10

26

SECTION D

27

Charter of Project
Teradata is undertaking a project for Ooredoo Communication at Oman.
Ooredoo is an Oman based communications services company owned by
Ooredoo Group. It is the Omans first private teleco that caters to six million
customers as of Nov 2014. Its services comprise of voice and data including
3G and WIMAX.
Project Title:

Customer Care and Sales Project

Project Start Date:_10 Jan 2015______

Dec 2015_____

Projected Finish Date:__10

Budget Information: The firm has allocated __US $ 20 M____ for the project.
The major portion of costs will be software development. The ab-initio
estimates give a total of 40 hours per week.
Project Manager:

Ch Rizwan Riaz PN, rizriaz@gmail.com

Project Objectives: Teradata will integrate customer care, sales /

distribution and inventory data in the existing Ooredoo Data Warehouse. The
project will provide end to end project delivery services including gathering of
requirements, analysis, design, development, integration, test & trials and
commissioning. Integration of this data will address the existing challenges
Ooredoo end users are facing. To understand the importance of customer
experience, sales supply chain and its impact on the customer lifecycle,
satisfaction and retention. This solution will take Ooredoo another step closer
to the 360 customer view
Approach:
(a)

Properly spell out requirements, responsibilities and tasks/goals of

PMO
(b)
Align and validate stakeholders expectations
c)
Chart out a strategy to mix and match the experience and
rookies. The skills shortcoming is to be met.
(d)
Create a framework for project execution
(e)
Coordinate methodology, tools, techniques, and knowledge
management to project teams
(f)
Facilitate integration and coordination between projects
(g)
Effectively deploy organization and external resources
(h)
Allow project managers to lead, and focus on issue resolution
(j)
Focus project teams on deliverable production
(k)
Reduce project cycle time
(l)
Mitigate project risk
(m)
Time-box implementation
28

Roles and Responsibilities:

Name

Role

Position

Contact Information

Rizwan

PM

Asma

ETL Lead

Resource

Syeda

BI Lead

Resources

Shamri

Nawras-CC

Resources

Kadir

Nawras-S

Resources

Abdullah

Nawras-DWH

Resources

Comments:

Scope Statement
Project Title:

Customer Care and Sales Project

Project Start Date: _10 Jan 2015_

2015______

Projected Finish Date: __10 Dec

Prepared by: Ch Rizwan Riaz PN, rizriaz@gmail.com

Project Justification: The performance standards will define the
satisfaction level of customer, which may depend upon various factors
hinged on needs, services or products quality. Holistically the customer is
vying to accrue maximum benefit from business transactions within a set
timeframe albeit at an affordable price. The vendor/service provider
perspective is to deliver a system within the agreed parameters of cost to
satisfactorily meet the requirements of customer, in the end contributing to
the service providers profit and repute.
Product Characteristics and Requirements:
1.
Business Requirements: In all the Business Intelligence projects the
most important task is the business requirements. These form the baseline of
the project and dictate the project plan. During the Application requirements
phase, TERADATA in collaboration with the DWH, Customer Care, Sales and
Commercial marketing team can enhance the high level requirements to
29

agree on a set of KPIs and dimensions. Delivery of the below mentioned

requirements can be ensured after the gap analysis has been carried out
between requirements and the source data availability.
2.
Customer Care: For the purpose of this project very high level
requirements were provided by the commercial team. A set of operational
requirements were however provided by the Customer care team. It was
decided that detailed requirements will be collected during the Analysis.
Application requirements phase.
3.
Sales: Some of the baseline requirements from the Sales PCID are
listed below:
(a)
Indirect Channel- Distributor level daily Mobile Post-paid
activations.
(b) Indirect Channel- Distributor level daily Mobile prepaid
activations.
(c)
Ooredoo Stores channel Store level daily Mobile Post-paid
activations.
(d) Ooredoo Stores channel- Store level daily Mobile prepaid
activations.
(e)
Direct Sales (DSF) channel Account Manager level daily Mobile
Post-paid activations.
(f)
Direct Sales (DSF) channel Account Manager-wise daily Mobile
prepaid activations.
(g) Report on Inactive SIM in the Market for TRA.
(j)
Indirect Channel Dealer wise (top performing dealers) daily,
weekly and monthly activations, distributor level and region wise
report.
(k)
Ooredoo Stores channel Stores level after sales service report
and its statistics. (Include Sim replacement, CPE replacement, Bill
payment, E-recharge, recharge cards, etc.)
(l)
All channel SSM report with last 3 months performance
transaction wise and Collection in Volume, and by payment method
(cash vs. card). (Include Bill payment, E-recharge into separate
columns).
(m) Ooredoo Stores channel Store level handset sales, Modem sales
report. [MRMS]
(n) All channel (each channel level) daily report on change
ownership, Pre to Post migration and Post to Pre migration report.
(p) Indirect Channel- Distributor level daily and monthly recharge
card sales (in quantity and in value) from Oracle.
(q) All channel level Mobile Number change report. (Include old
number, new number, and vanity type, changed from [source],
changed by, changed on, transaction number in POS recorded through
CSI, etc.)
30

Summary of Project Deliverables

1.

2.

Deliverables as per PM regime

(a)

Charter

(b)

Scope statement

(c)

WBS

(d)

Schedule

(e)

Cost baseline

(f)

Status reports

(g)

Final project presentation

(h)

Final project report

Product-related deliverables:
(a)

CSI

(b)

MRMS

(c)

Oracle Inventory

(d)

IVR

(e)

CCM

(f)

Ring Master

(g)

Customer Interactions

(h)

BMC

(j)

Remedy

(k)

Auto Dialler

Work Breakdown Structure (WBS)

31

According to A Guide to Project Management Body of Knowledge (PMBOK) 5 th

Edition, WBS comes under Project Scope Management 2. WBS is the process
of subdividing project deliverables and project work into smaller, more
manageable components.3 The process provides a structured vision of all
deliverables. This further leads to validate the scope of project.

Customer Care Information Sourcing

o
o
o
o
o
o

Interactive Voice Response (IVR)

Customer Care Management (CCM)
Customer Interactions
Remedy
Auto-Dialer
Deliverable

Extract Specification
o
o
o
o
o
o

Create Extract Specification for IVR

Create Extract Specification for CCM
Create Extract Specification for Ring Master
Create Extract Specification for Customer Interactions
Create Extract Specification for Remedy
Create Extract Specification for Auto-Dialer

Information Building
o Build Staging
o Build Transformation to CLDM
o Review by Ooredoo
o Build Transformation to CLDM
o Perform Unit Test
o Review by Ooredoo
o Perform Unit Test - Final
o Review by Ooredoo
o Incorporate Review Changes

Design
o Report Mapping(RMX) / Semantic Layer Design
o RMX
o MSTR Build

2A Guide to PMBOK, 5th Edition, 2013, 131.

3Ibid.
32

o Build ETL for Aggregates

o Build MSTR

CC - Build SIT Test Cases

o SIT
o SIT(Initial)
o SIT (Initial) Result
o SIT (Incremental 1)
o SIT (Incremental 2)
o SIT (Incremental 3)
o SIT (Incremental)
o Review by Ooredoo
o Incorporate Review Changes
o BI Testing (Internal)

UAT
o
o
o
o
o
o
o
o
Sales
o
o
o
o
o

Prepare UAT Test Cases

Perform UAT
Deliverable: UAT Test Cases & Results Document (CC)
Review by Ooredoo
Incorporate Review Changes
UAT Test Cases & Results Document (CC)
Move to Production
Release Package
Information Sourcing
Oracle Inventory Module
MRMS
CSI
Deliverable - Information Sourcing Document (Sales)

Application Requirements
o Perform Application Requirements
o Review by Ooredoo
o S - Perform Application Requirements
o Deliverable: Application Requirements (Sales)
o Review by Ooredoo
o Incorporate Review Changes
o Detailed Application Requirements

Data Quality Analysis

o Perform Data Quality Analysis
o Data Quality Analysis Document
33

o Gap Analysis

Data Modelling
o Customization of CLDM
o Deliverable: Data Modelling - Customized CLDM (Sales)
o Review by Ooredoo
o Incorporate Review Changes
o Data Modelling - Customized CLDM (Sales)
o Build Initial PDM
o Review by Ooredoo
o Deploy PDM with Changes

Data Mapping(SMX)
o Oracle Inventory Module
o MRMS
o CSI
o Deliverable: Data Mapping Document / SMX (Sales)
o Review by Ooredoo
o Incorporate Review Changes
o Data Mapping Document / SMX (Sales)

Extract Specification
o Create Extract Specification for Oracle Inventory Module
o Create Extract Specification for MRMS
o Create Extract Specification for CSI
o Extract Specification Document

Information Build
o Build Staging
o Build Transformation to CLDM
o Review by Ooredoo
o Build Transformation to CLDM

Unit Test
o Perform Unit Test
o Review by Ooredoo
o Perform Unit Test - Final
o Deliverable - Unit Test Results
o Review by Ooredoo
o Incorporate Review Changes

BI
o BI Design
34

o Report Mapping (RMX) / Semantic Layer Design

o Deliverable RMX

MSTR Build
o Build ETL for Aggregates
o Build MSTR

SIT
o
o
o
o
o
o
o
o
o

SIT (Initial)
Deliverable - SIT (Initial)
SIT (Incremental 1)
S - SIT (Incremental 2)
S - SIT (Incremental 3)
Deliverable - SIT (Incremental)
Review by Ooredoo
Incorporate Review Changes
S - BI Testing (Internal)

UAT
o
o
o
o
o
o
o

Prepare UAT Test Cases

Perform UAT
Deliverable: UAT Test Cases & Results Document (Sales)
Review by Ooredoo
Incorporate Review Changes
UAT Test Cases & Results Document (Sales)
Move to Production

All steps are pictorially summarized as:

35

36

Appendix A

Source Systems
Following source systems are analysed for the data sourcing in the project:
Customer Care
1.The Call Center acts as the primary touch point between the subscribers and Nawras. Most
complaints and queries of existing as well as potential customers are routed through this channel.
The Call Center captures and provides a host of different information regarding customer
interactions, which is divided into multiple categories. Information is collected at the Automated
Call Distribution (ACD), Interactive Voice Response (IVR) and finally at the Agent Level. Some
of this information is currently stored at a detailed level, whereas the rest is stored at a summary
level.
2.
For the scope of this proposal NCR may be integrating the following source systems with
the Nawras Enterprise DWH.
IVR
3.
IVR is the system where the customer call lands first. It is a MS SQL SERVER database.
There are 2 important tables in this context.
a. All the details related to the Call are stored at the MSISDN level with some flags.
b. The IVR menu and sub-menu is stored in one field as a 4 digit number.
c. A reporting database is used to do analysis on the IVR data due to performance
implications on the production system. The IVR menu lookup is loaded into the reporting
database.
d. Similarly Call Date, time and the number from which the customer is calling is also
stored.
e. Average of 35 Thousand calls land on IVR daily. The database currently has a history of
2 years but in future some data might be archived
CCM
4.
CCM is the Avaya and Nortel system for Agent Call details and distribution. It is based
on Inter System Cache.
a. Other systems can extract data using ODBC connections. ERP team is currently doing
this.

37

b. There are agent performance statistics reports along with Agent Skillset Information in
this system.
c. Agent Login and Logout reports are also available in this system. An agent is assigned an
extension using Login/Logout for duration and during that duration any event can be
correlated with the Agent using this extension. As in Ring Master System only
information available is extension.
Ring Master
5.
Ring Master is the intermediate database system which keeps the information about Call
Queues.
a. Call Wait times are tracked using this system
b. The calls are transferred from IVR to Agents information is also available here.
c. There are two types of events namely IVR Channel & Agent Handset information.
Customer Interactions
6.
Customer Interaction is a system which has replaced the CSI. This is a comprehensive
system with all the details regarding the call center events, their Interaction with the agents and
tracks the history as well.
a. The purpose of this system is broader in order to track all the customer interactions across
Nawras channels; however currently only inbound calls are being tracked from this
system.
b. This system contains all the calls transferred from the IVR to the agents. All those calls
are stored as Customer Sessions and further specialized into Interactions once the call is
answered by the agent.
c. This system is the master for calculating the Call reason for every Interaction.
d. SMS can also be triggered by the agent as a result of an interaction e.g. handset or APN
settings etc.
e. Agents can enter manual comments into text boxes.
f. There is no linkage available between the IVR events and the customer interactions. It
can only be approximated.
g. There is no straight forward way to calculate the FCR (first call resolution) using this
system.
BMC
7.
BMC was the system used for tracking trouble ticketing raised by customers at contact
centers.
a. BMC is the system currently used by it is planned to be sun-set by Remedy in near
future.
b. For the 35 thousand calls landing on IVR only around 250 tickets are generated.
38

c. It is using a MS SQL Server.

d. The information available is at the MSISDN level and also the contact number is both
are not same.
e. History of the Trouble ticket is tracked through this system which keeps history of all
changes to the TT status.
f. As per the directive of Stephan, BMC should not be used to sourcing data in the
DWH as it will be discontinued. So Remedy should be used in this project.
g. Historic data for Trouble tickets will be available in BMC; it will be sourced from this
system.
Remedy
8.
Remedy is the system replacing legacy BMC system for handling the trouble tickets
created by agents on the request of customers.
a. It is a Microsoft SQL database.
b. There is one very big table which contains all the master data supported by few
reference tables.
c. It is being rolled out to the agents and hopefully will be fully functional once the
Information sourcing for the current DWH project is conducted.
Auto-Dialer
9.

Auto-Dialer system is used for making outbound campaigns using back office.

a. It is also using MS SQL Server.

b. Auto-dialer is fed by a manual CSV file by the marketing team with the relevant
offers which is generated in the DWH.
c. Currently this system is not allowed to be touched due to management directives.
10.
This system will also be used for Customer Satisfaction Survey which is carried out after
the customer talks to the agent. This might be done in approximately 1 year.
Sales & Inventory
11.
Sales & Distribution is the backbone of any customer oriented organization. There are
various source systems which store the data for the complete lifecycle. The process starts from
when the products are received by the CSP in its warehouse from a supplier; products take the
form of inventory and are distributed across the CSP sales channels. At the sales channels these
items are sold to the end customer.
12.
For the scope of this proposal NCR will be integrating the following source systems with
the Nawras Enterprise DWH.

39

a.

Oracle Inventory Module; Oracle Inventory system tracks the complete

stock/inventory movement from Warehouses to Direct channels like Nawras stores
and in-direct channels like Distributors. This system has no information about the
dealer level information. In case of in-direct sales distributors pass the inventory
to the dealers, this information is currently missing.

b.

There are two big missing links in the existing setup:

(1)
Distributor to Dealer movement (as in which dealer has or had as a certain
inventory item in some point in time)
(2)
There is no consolidated picture of the cross-channel Dealers activations
e.g. email, fax, USSD etc.

c.

MRMS; Microsoft Retail management system is a Point of sale system used by

organization to run the day to day operations of their stores. This system contains
the information about products and Items available at the stores. The Sales at the
Stores are related to two broader categories Inventory and Non Inventory Items
Sales. Examples of the Inventory Items sales are SIMs, Modems etc. and the noninventory items sales examples are vanity numbers, bill payments, migrations etc.

d.

The Inventory Items are serialized and non-serialized. SIM Card Item can be
linked with each SIM Card. However Item like antennas are not serialized Items
and only its quantity is available. Logistics information is available in the Oracle
Inventory System. Some Corporate Sales also is with the Oracle system and its
information does not come to MRMS. Following are some of the observations
related to the MRMS system:
(1)
The Store Information at the Billing and MRMS system cannot be related
as both systems are using different Identifications for Nawras Stores.
(2)
The address information in the Store Table is not in a very useful condition
and might not be sourced.
(3)
The Department Table holds the highest level of hierarchy of the Items
and different services sold at stores. These Departments are further expanded into
Categories and lowest in the Hierarchy is Item table.

40

e.

CSI; CSI is the master source for all the customer related operational information.
It contains details of most of the customer transactions (service requests, service
orders). Each and every transaction type has a different format in the table so it
can be extracted in the XML format in order to be reload it into the database file
parsing will be required. Ideally NCR would like to accept all files in the fixed
length format. This can be reviewed after looking at the sample extracts/data.
Following are some of the observations related to the CSI source system:
(1)
Dealer Id is available in the subscriber table but in case of re-activations
this is not updated.
(2)
In light of the above, it is preferred to extract all the information from the
History Log where dealers are available at record level.
(3)
Store sales agents use CSI, Customer care agents use CSI Shell/CSI
Interactions, SSChamps for Indirect sales Dealers use CAS/BAT/OMS for
customer activations.
(4)
Customers can carry out Self Service actions through myNawras.
(5)
There are approximately 7-8 thousand daily transactions/events in the CSI
database table.
(6)
However the customer has only requested for few transaction types.
(7)
Orchestration of the services is not required and only successful events
will be sourced.

Data Integration
13.
Data Integration is pulling together and reconciling dispersed data for analytic purposes
that organizations have maintained in multiple, heterogeneous systems. Data needs to be
accessed and extracted, moved and loaded, validated and cleaned, and standardized and
transformed. Moreover it is important to have a unified view of the data across the enterprise.
Informatica Power Center will be used as the Data Integration tool. Push Down optimization will
be utilized to fully utilize the MPP architecture of the Teradata platform. The detailed ETL
strategy will be developed after carefully analyzing the existing ETL architecture.
Reporting & Analysis
14.
This project will use the existing Nawras infrastructure to provide the analytical
capability to Nawras business analysts and end users. MSTR will be used as a reporting tool. The
solution will be designed in a way that advanced users will have the capability to perform any
ad-hoc analysis on the data. This will address the need of answering any future questions that
may arise. The project team will carry out a detailed analysis of the existing BI architecture so
that the new implementation integrated smoothly for best performance with Teradata.

41

Appendix B

Project Assumptions & Exclusions

1. Only following systems will be considered for data integration in this project:
a. CSI
b. MRMS
c. Oracle Inventory
d. IVR
e. CCM
f. Ring Master
g. Customer Interactions
h. BMC
i. Remedy
j. Auto Dialer
2. The linkages between the systems will be provided by Nawras. The rules should be clear
and accurate. If no direct relationships exist Nawras will accept the % of error.
3. BMC will only be used to load historical data. If this data is available in Remedy, then
BMC will not be sourced
4. Clear rule identification for all KPI identified by Business. E.g.
a. How Abandoned Calls can be identified by the available detailed data?
b. How Average speed of Answer is calculated form detailed available data?
c. How FCR is calculated?
5. The information should be available at the detailed level for Call center rather than
aggregated level. If information is available ONLY in the aggregated level, we might not
be able to calculate some of the KPIs. This will be discussed further during the mapping
activity after the agreement of KPIs during Application Requirements.
6. The rules for aggregation of detailed information mentioned above (point 5) should
clearly be stated and owned by Nawras.
7. The information in different systems can be linked to each other, via some common
columns.
8. New systems can be linked with existing information in DWH. For example, for
recharge voucher inventories some fields like voucher number is present in IN as well to
relate events of SALE of a voucher with corresponding Actual RECHARGE.
9. The transformation will be implemented in Informatica. But if a Transformation is too
complicated to be developed in Informatica mappings, SQL override will be used. A
Transformation can be complicated due to the following reasons:
a. Multiple join used

42

b. Specific Teradata Native function included in SQL like ROW_NUMBER, SUM

OVER, etc.
c. Performance to SQL is better than Informatica Mappings (specific scenario)
10. Informatica mappings will be developed to utilize the PDO feature to the maximum.
11. NCR will take the responsibility of defining the test cases along with the end users.
Nawras technical team will validate and later help in getting them signed off upon
approval of the end users. The total ownership of test case definition, execution and
signoff will be with NCR.
12. There will no separate development for any source system for loading history. If historic
data has to be loaded it should be in the current development format.
13. Reporting KPIs with their definition should be provided by Nawras. Reporting KPIs
should be limited to the systems in scope. However the already existing cross functional
KPIs will be integrated. NCR will not be responsible for improving the quality of the
existing KPIs.
14. Business rules for reporting are owned by Nawras and will be communicated during
application requirement gathering phase.
15. NCR will not generate the information. DWH will contain only that data which is
available in source systems with agreed transformations.
16. Data Quality issues will not be addressed as part of development. However NCR will
report the observations regarding data quality and carry out any feasible exception
handling as regular project execution.
17. The NCR consultants will determine if data quality issues prevent building any of the
required churn models or segmentation legends. The resolution of any data quality issues
is outside the scope of this project.
18. Nawras resources will be responsible for providing source system expertise
19. Nawras Project Manager will be responsible for arranging meetings with business and
IT stakeholders as required by the NCR churn consultant
20. Fixing of data quality issues related to source systems will be the responsibility of
Nawras. Where these issues lead to limitations in the functionality or usefulness of the
data warehouse, NCRs responsibility will be limited to bringing these issues to Nawras
attention. Nawras will not hinder acceptances of deliverables that may be limited in
functionality due to data quality issues in source systems.
21. NCR will work within the Teradata DB environment, Microstrategy and Informatica
22. Nawras will provide NCR personnel with convenient working space and facilities at
Client premises, and access to local telephone, as may be mutually agreed upon.
23. Nawras will provide NCR with free access to local calls and Internet for their laptops so
as to allow for easy access to mails and internal company websites.
24. Any deliverable put in production will be deemed accepted by Nawras.
25. Acceptances of deliverables are final and carry no right of return.

43

26. Any requirements which might require additional resources or consulting services for
areas other than the ones defined in Statement Of Work (SOW) will be handled through
change control process.
27. If the actual scope requires additional effort and cost beyond the current assumptions
and exclusions stated in this SOW, then NCR will raise a change request to Nawras .
28. Force Majeure -- Neither party is liable for failing to fulfill its obligations due to acts of
God, civil or military authority, war, political disturbances, acts of terrorism, riots,
strikes, fire, changes in country laws or government procedures, or other causes beyond
its reasonable control.
29. All correspondence between Nawras and NCR personnel will be in English language.
30. All deliverables will be in the English language. This includes, but is not limited to
business reports and documentation.
31. Nawras will provide NCR with a VPN account and access to those servers.
32. Nawras team some test data to perform the Integration Testing.
BI Scope of Work
Exact KPIs & dimensions will be defined during the application requirements service
between NCR & Nawras end users. Application requirements document will be signed off to
officially freeze the requirements gathering service.
Definition of KPI complexity
A KPI (Key Performance Indicator) is a business term that can be a combination of one of
more Measures (aggregated for each value of the dimension).

1complex KPI can contain 4 measures

1 medium complexity KPI can contain 2 Measures.
1 easy KPI can contain 1 Measure

Customer Care
NCR will deliver 15 new KPIs (5 complex, 5 Medium & 5 easy). NCR will also integrate up
to a maximum of 15 existing KPIs in MSTR. The detailed scope will be agreed between
NCR & Nawras keeping in view the above assumptions.
Sales & Inventory
NCR will deliver 14 new KPIs (5 complex, 5 Medium & 4 easy). NCR will also integrate up
to a maximum of 15 existing KPIs in MSTR. The detailed scope will be agreed between
NCR & Nawras keeping in view the above assumptions.

44

Appendix C

RESOURCES PLAN:
REQUIRED NCR RESOURCES

NCR will provide the following resources for this project:

Technical Project Manager

The Technical Project manager is a consolidated role for the Project manager and the technical
lead. He will be responsible for:

Preparing and maintaining a detailed Project Plan that identifies and assigns all activities
tasks, milestones and Deliverables. The Project Plan will specify assigned tasks, task
work effort estimates, task interdependencies, and schedule.
Measure, track and evaluate progress against the Project Plan.
Implement and manage the project Change Control Process.
Resolve deviations from the Project Plan with Nawras Project Manager and make
changes or additions as appropriate.
Review the work and Deliverables being produced by the Project Team.
He will also be responsible for the cLDM customization, overall solution design and
architecture.

ETL Lead & ETL Consultant

ETL Consultants will be involved in:

ETL Application design as per Nawras existing architecture.

Development and Unit testing of Staging, Transformation & loading jobs using
Informatica
Consolidating and creating an extract specification document.
Conduct and document the data mapping exercise.
Conduct a data quality analysis of the source systems
Preparing and performing System Integration Test Cases and Prepare a technical
specification document.

45

BI Lead
The BI Lead will be responsible for consolidating the application requirements with the
end users. Moreover he will also conduct the analysis, design and implementation of the
BI layer in Teradata and for putting together the detailed specifications based on the
requirements gathered from business users. This consultant will also be involved in the
development of the required reports. Handover will also be provided to Nawras team for
reporting and analysis by this consultant

REQUIRED NAWRAS RESOURCES

1. Project Manager
Nawras will appoint a Project Manager, who will be regularly available to meet with
Nawras and NCR personnel on matters pertaining to this project. The Nawras-PM will
serve as Nawrass first point of contact when interfacing with NCR regarding the project
described in this Statement of Work. The Nawras-PM will be fully responsible for
procuring all necessary information and resources and must have authority on behalf of
Nawras in accordance with the framework described in this SOW.

2. Teradata EDW Specialist

Nawras EDW Specialist who has extensive knowledge in current Teradata EDW
environment and will be available to meet NCR personnel on matters pertaining to data
availability,data quality..etc.

3. Business Users for requirements gathering and UAT

Nawras business users will be responsible on providing and confirming the business
requirements for customer care and sales scope. They will be also responsible on
performing the User Acceptance Testing for the deliverables.
In addition to that, theyll be attending in-scope planned trainings for Aprimo
Relationship Manager and Teradata Warehouse Minor.

46