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TABEL OF CONTENTS
Chairman Word Introduction Scope of Work Introduction Project Organization Project Management Tools Infrastructure Contractor / Client / Interface
Organization Chart ANNEX 1 ANNEX 2 ANNEX 3
Engineering Thankful and Appreciation Letters
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Chairman Word
Welcome to Orientals Technology Trading and Contracting Est. I sincerely hope this profile of my establishment will introduce you to the many services we offer. “Friendly competition, Fruitful cooperation, and Honest dealing” are three fundamentals that supports success and progress of any trading and contracting establishment, those has been the establishment’s guiding principles since its founding since 1998. I will continue to do my utmost to keep on applying these fundamentals to the maximum as the cornerstone of my organization’s policy and program in the business and community. All my staff and I are working hard to expand and upgrade the organization’s activitiesalso providing optimal service to our customers and principles everywhere, with enthusiasm and loyalty.
AHMED HUSSEIN HEJAZI Owner & Chairman
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Introduction
Orientals Technology Trad. Est. Is a Trading and Contracting company established in 1998 as Ahmad Hussain Hejazi Est., We were from the First material suppliers for the mobile telecommunication Revolution. in 2007 our organization was expanded and restructured to be Orientals Technology Trading Est. (OTTE); based in Kingdom of Saudi Arabia, Riyadh. OTTE provides the services in different sections of Telecom Material supplying (GSM & Fiber Optic material and others). Orientals Technology Trad. Est. is committed to highly innovative technology in the telecommunication industry through a wide range of Telecom material ,accessories and services. Over the past years, we have built our business on providing quality products and unmatched personal customer service to our network of servicing dealers. OTTE has developed a high degree of expertise in telecommunication after along years of trading experience in this vital field. OTTE is the exclusive agents of FTT in middle east. OTTE Start the rollout fiber optics in K.S.A. OTTE Start the rollout GSM in K.S.A.
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Scope of Work
INTRODUCTION
We are in a time of significant growth and change for telecommunication industry. The world has entered a post-industrial era; an “Information Age“in which communication networks have become the super highways commerce. In the Information Age, abundant and affordable telecommunication services are not a luxury, merely byproducts of economic prosperity. Robust communications networks and services are the basic infrastructure of the Information Age and a prerequisite for a healthy, growing economy. Two factors characterize the world of modern telecommunications: demand for services and competition to meet that demand. Today’s competitive marketplace requires that services be brought to the customer as quickly and as cost effectively as possible. The winners will be those with the right services ... in the right place ... at the right time ... for the right price. Given the complexity and rapid change of our industry, it is not surprising to find two significant trends in the construction of telecommunications networks: • An increasing interest in turn-key project implementations whereby the supplier maintains full responsibility from network planning through commercial start-up; and • A market demand for rapid feature and service availability whereby the customer places a high priority on implementation time. Both trends present a significant challenge to the technical, financial and logistical capabilities of any supplier. Therefore, the effective management of projects that have a broad scope and tight schedule is of major concern to both the customer and the supplier. Orientals Technology Trading Establishment has a long tradition of successful projects, under the most varied and difficult of conditions. Our many years of experience have given us practical, handsome master of the art and science of Project Management. This project management plan provides an overview of the OTTE Project Management philosophy, methodology and support. The organizational structures and work functions described are meant to provide a general orientation of OTTE Management. The configuration of each project team will be uniquely adapted to the needs of the requirements of this project. The OTTE Project Management will ensure a successful project implementation with optimized key factors time, costs and performance.
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PROJECT ORGANIZATION
2.1 Organization Plan The Project Organization Plan visualizes the grouping of the team in charge of the execution of the project, its leaders and the functional relation between them. The project Organization for this project is shown in the Annex 1. 2.2 Manpower Requirement The successful execution of a large project depends highly on the rational allocation of manpower. The following main aspects have to be considered and balanced by the project management in order to find the optimum compromise between execution time and costs: • required manpower skills; • execution ratings of the different specialists; • equipment resources Considering the high costs and long recruiting times for specialized manpower, the resource allocation must follow a high degree of continuity during the project execution; pronounced fluctuations in the monthly schedules are not executable. Independent from the country of origin of the contractor, it is generally a must from the economic, logistic and legal point of view, to employ a maximum of local manpower. This might require some training for the local personnel previous to the project start. The efficient interworking of such multicultural teams poses high demands on the mutual respect for the cultural peculiarities of the country and partners. A high degree of skill and experience is required for the project management when dimensioning and allocating the manpower for the project. 2.3 Functional Task Assignments For the key functions within the project organization it is generally helpful to specify for every job the range of responsibilities and powers (authorities). To this type of specification pertains also the delimitation of responsibilities among consortia partners of a project In case of a small project or a project with a centralized project management, there is no regional project management as per paragraph 2.4. Thus the detailed tasks as described there and in annex 3 will be the task of the general project management too. The classical jobs within a project organization and their typical task assignments are outlined below.
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2.3.1 The General Project Manager The General Project Manager has the responsibility for the correct execution of project; this entails: • main liaison partner towards the operator and the local authorities; • supervisor functions towards the subcontractors and the execution team; • assigns the responsibilities, tasks and milestones to the members of his staff; • takes corrective actions to eliminate deficiencies (updating solutions, defining additional engineering needs, setting new priorities, reallocating resources); • monitors and controls the general performance of the project execution and securing the quality standards; • overall project reporting. 2.3.2 The General Commercial Manager The General Commercial Manager is the financial partner of the General Project Manager. His responsibility focuses on the financial, economic and legal aspects of the project execution. The main responsibilities of the General Commercial Manager and its staff are: • main liaison of the supplier to the operator in all matters concerning financial, economical and legal aspects • commercial manager for the administration of the project organization • recruitment and administration of the manpower resources • dealing with the local authorities for work permissions, custom clearances, tax matters, insurance matters • financial management of the project execution, with the necessary banking arrangements • responsibility of the commercial aspects of the subcontracts • controlling the settlement of subcontractor’s invoicing • controlling the invoicing to the operator • controlling project costs • claim management • infrastructure for project organisation (accomodation, canteen, medical system etc.) • cost reports 2.3.3 The Engineering Manager The Engineering Manager is the responsible for the technical design of the network
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(features, configuration, performance), including the necessary infrastructure and civil works. See Annex 2. Depending on the functions and the size of the project the Engineering Manager will be assisted by a: • Manager System Engineering responsible for the system engineering of the access, switching, transmission network, and Outside Plant. • Manager Civil Works and Infrastructure responsible for planning, approvals and execution of civil works and customer infrastructure (buildings, towers, cable ducts, manholes, power etc.) as well as the “as-built “documentation. Support by the selection and acquisition of suitable properties. • Manager Implementation responsible for standards and guidelines for installation, commissioning and network integration procedures, documents and the specification of the network database. 2.3.4 The Quality Manager The Quality Manager is responsible to establish, enforce and audit the quality requirements of the project. Depending on contractual arrangements, he is also in charge of the quality audits and feedback meetings. Besides the quality aspects of the project, he is also in charge for safety and environmental concerns. It covers legal and regulatory issues as well as the internal supplier standards. 2.3.5 The Logistics Manager The Logistics Manager with his staff is responsible for the ordering and control of the deliveries and the scheduling of the project. The main attributions of this rule are: • definition and control of the general and detailed time schedules for all task composing the project; • material management e.g., • ordering of the deliveries • shipping and transportation logistics; • monitoring the flow of materials; • monitoring pending deliveries; • control of incoming deliveries; • approval of delivery notes for the release of payment by the Commercial Management; • storage logistics and controlling and
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• inventory record keeping. 2.3.6 The Service Manager The Service Manager is responsible for the after sale services towards the.Client That means, during e.g. the warranty period, the service center provides all negotiated services (scope of services) to ensure the operability of the involved systems. The service group can support the operator with technical assistance like • fault detecting activities in the network (On Call or Call-Out Support) and • upgrade and update procedures • operation and maintenance support; • inventory record keeping. 2.3.7 The Implementation Manager The main task of the Implementation manager is to realize the installation and commissioning of the equipment (switch, transmission) due to the time schedules of the logistic department and the requirements of the customer. Installation and Commissioning The basic layouts for installation and also the test procedures are made available by the engineering department. Depending on the type of equipment and size of the project as well as the location of the site it might be advantageous to execute a pre-installation of the equipment at the premises of the Project Office. The benefits in the logistics tasks are for the supply of materials and manpower. The Implementation department supports also the acceptance tests done by authorized personnel of the customer as well as the network integration. Acceptance tests After the execution of the internal commissioning, the acceptance testing can be carried out together with the customer. It is usually based on sample tests. These tests are performed on the basis of the internal test protocols of the supplier. In some urgent cases the customer accompanies the internal testing of the supplier, which usually then counts then as an acceptance test result. Prerequisites for an efficient execution of the acceptance are: • The types and conformance limits for the tests have been agreed on between the parties. After the successful acceptance of the network elements the Provisional Acceptance
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Certificate (PAC) will be signed. Network Integration After the provisional acceptance, the integration of the network commences. The network integration presumes the operational availability of other network elements e.g. transmission lines, switches, access network etc. The database for the network elements will be introduced into the systems in order to create and activate the subscribers, the routing of the trunks, etc. Progress Reporting The status and the result of the activities of equipment implementation are to be reported to General Project Management where it is consolidated and forwarded to the customer. 2.3.8 The Access / Outside Plant Manager The Access/Outside Plant (OSP) Manager is responsible for the realization of the copper subscriber network as well as the optical fiber trunks in his area within the scheduled time frame. Some main activities are: • permissions for civil works; • coordination of the necessary manpower; • availibility of deliveries; • execution of civil works and / or supervision of civil work subcontractors; • installation of the whole access network / trunk cables; • progress supervision according to time schedule; • progress reports to General Project Management; • commissioning of the civil works according to „as build“ documentation and • commissioning of the access network according to „as build“ documentation; • acceptance tests; • network integration. to the size and / or geographic dimension of the project and the amount of access areas he will also be responsible for the access / OSP sub managers in the different locations. The Access/OSP manager also assists the Engineering office in case of subscriber demand projection and for the necessary surveys to plan the access network and the trunk cables.
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2.4 Regional Project Management When required by the size or the geographic dimension of the project, regional project offices are installed in the areas. They are headed by a Regional Project Management, whose attributions are a regional subset of the responsibilities of the General Project Management. The Regional Project Management consists of a Regional Project Manager as well as a Regional Commercial Manager. See Annex 3. Depending on the project size in the region, the Regional Project Management can be assisted by the following regional staff: • Engineering Manager; • Quality Manager; • Logistics Manager; • Implementation Manager; • Civil Works and Infrastructure Manager. These managers generally report directly to their counterpart in the General Project Management in matters related with their specialty, and report to the Regional Project Management in region-specific issues. This matrix type of organization poses high demands on the teaming skills of the managers. 2.5 Project Support Project Management monitors and controls the general performance of the project execution in close partnership with the headquarters in Munich. Furthermore the headquarters organization is the Technical Support-Center for turnkey network solutions and provides information, products and services.
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PROJECT MANAGEMENT TOOLS
An efficient project controlling and reporting system is an essential tool for the project management to steer the activities of the project. OTTE uses powerful project management tools that support the internal project controlling and reporting functions. Depending on the complexity of the turnkey project one of the following tools will be used: - - -
Project System PS Planning and controlling system PHOENIX MS standard tool MS Project.
or
The main output from any management tool is: • project status and progress reports; • milestone analysis; • critical path identification. The Project System PS is embedded in the SAP R/3 based system for business applications and data processing. The main functions are: • work breakdown structure; • network diagrams; • cost and budget controlling; • scheduling; • logistics integration; • order value for projects; • Information system.
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INFRASTRUCTURE
4.1 EQUIPMENT RESOURCES THE SUCCESSFUL EXECUTION OF A LARGE PROJECT DEPENDS HIGHLY ON THE RATIONAL ALLOCATION OF EQUIPMENT RESOURCES. THE FOLLOWING MAIN ASPECTS HAVE TO BE CONSIDERED AND BALANCED BY THE PROJECT MANAGEMENT IN ORDER TO FIND THE OPTIMUM COMPROMISE BETWEEN EXECUTION TIME AND COSTS: • availability of manpower; • availability of deliveries; • availability of civil works and customer infrastructure; • availability of machines; • availability of tools; • availability of test equipment; • availability of vehicles. Considering the high costs and long procurement times for specialized test equipment, tools and machines, the resource allocation must follow a high degree of continuity during the project execution. 4.1 Project Office The headquarters of the General Project Management and their project execution team is the “Central Project Office“. Besides accommodating the offices for the staff it comprises, depending on the type and size of the project: • Store for tools and test equipment; • Store for intermediate stocking of deliveries to the project; • Pre-installation and pre-testing facilities (also called “pre-integration“ facility); • Training facilities (for internal and/ or external staff) and • Parking and maintenance facility for the vehicle fleet of the project. The location for the Central Project Office is generally selected near to the customer’s project headquarters. Every Project Office is equipped with modern telecommunication and computing facilities.
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CONTRACTOR / CLIENT / INTERFACE
The general project management will be the main liaison partner from OTTE towards the client in all financial, economic and legal aspects. Regularly scheduled project meetings will be held during the project implementation. The main objectives are: • status reports; • determining plan deviations and problems concerning time, commercial and technical matters; • decisions; • Introducing and tracking measures (action item list). The project meetings will be organized and moderated by OTTE Project Management. Depending on the project phases and status the participants of the project meeting will be nominated. Usually the interval between project meetings is a month. Prior to the project meeting the OTTE Project Management will publish a project status report with the following main chapters: • main events, goals achieved; • deviations from plan, problems, measures; • Necessary decisions. 6 SELECTION OF SUBCONTRACTORS AND SUPPLIERS Although the major part of the equipment supply and the overall responsibility for project management will originate from OTTE , a number of suitable subcontractors and suppliers in the country will be employed for various tasks and for the delivery of various products to be used in the project e.g.: • survey and planning infrastructure activities; • cable laying and installation; • installation of equipment; • delivery and installation of infrastructure • civil works for outside plant; • civil works for building constructions; • Material supply. In the selection of subcontractors, we regard experience with the required type of work, and reliability in the technical quality and timing to be the primary criteria, to be weighted also in economical terms. The selection of subcontractors and suppliers will be done by objective terms by means of local tendering among pre-qualified enterprises and companies who fulfill the standards required for the project.
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Organization Chart
Quality Manager
Supplier
STEERING COMMITTEE Customer
Installation Commissioning Acceptance Tests Network Integration Progress Reports
Implementation Manager
Access / OSP Manager
General Commercial Manager
General Project Management
After Sales Service Technical Assistance Center Training Update / Upgrade Service
Service Manager
General Project Manager Logistics Manager General Time Schedules Order of Material Deliveries Regional Logistics Aspects
Refer to Annex 3
Regional Project Manager
Refer to Annex 3
Regional Commercial Manager
ANNEX 1: General Project Management (Main Functions)
Engineering Manager Refer to Annex 2 Test Procedures Quality Audits Reliability Feedback Meetings Statistics Regional Quality Aspects
Civil Works Manpower Deliveries Supervision of Contractors Network Installation Progress Supervision Progress Reports Acceptance Tests Network Integration
Budget Control Commercial Issues Contracts Human Ressources Accounting Insurances Custom Clearances Shipping / Transport Infrastructure for Project Organization Cost Reports
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ENGINEERING Manager Civil Works and Infrastructure Coordination with Customer Layouts for e.g. Tower Equipment buildings Cable and Fiber Routes / Ducts Foundations Power Air-Conditioning Grounding
Line Equipment Exchange TMN Cellular System
Coordination with Customer Installation Plans Line Up / Commisioning Procedure Network Integration Procedure Database for e.g.
Implementation
ANNEX 2: General Project Management ( Engineering)
System Engineering Coordination with Customer Network Study Access Network Planning Outside Plant Planning TMN Network Planning DCN Network Planning Approval by Customer Approval Radio Frequencies Engineering and Layouts Power / Air-Condition Network Documentation
Approval by Customer Assistance Subcontractor Contracts Documentation "As Built" Hand over to Customer
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Network Integration
Line Up Commissioning
Installation Equipment
Implementation Manager
Permission Civil Works (Right of Ways)
Supervision Tower Installation Equipment Buildings Refurbishments Container / Shelter Installation Foundations Power Installation Air-Conditioning Grounding
Civil Works & Infrastructure Manager
Regional Commercial Manager
Regional Project Manangement
Logistics Manager
Regional Project Manager
Quality Manager Quality Audits
Time Schedule Store Keeping Inventory Record Keeping
Acceptance Assistance
Database (Local Parts)
Cable Network Installation
Test Records
Documentation "As Built"
Shipping / Transportation
Commercial Issues Subcontracts Human Resources Accounting Deliveries Custom Clearances
Budget Control
ANNEX 3: Regional Project Management
Engineering Manager Site Surveys Site Selction Reliability
Delivery on Site
Statistics
Site layouts
Order of Material
Site Engineering
Access Network Outside Plant Planning Installation Material Power / Air-condition Documentation "As Built"
Access Networks Outside Plants Planning Optical Fibre Network Documentation "As Built" Hand Over to Customer
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Engineering
OTTE Specializes in the following areas: • Telecommunications (GSM, WiMax & OSP) • Telecom Civil • Broadcasting & Transmission • Bids & Proposals • Dismantling The engineering department in OTTE is capable of handling all types of engineering projects. To achieve project requirements of delivery, the engineering department has regular meetings for planning, review and coordination between design, implementation & coordination between all parties. Our team of professional engineers is also in charge of estimation and material planning. Once a project is awarded to OTTE, the department is responsible for the planning and management of the supply chain process with regards to both raw materials and machinery, in addition to other special buyouts. The department consists of highly foreign qualified and experienced professionals who are dedicated on delivering quality solutions on time. They are well trained to use new technologies during execution, design and implementation of G.S.M, O.S.P fiber optic, Radio power network microwave tower installation project. The department specializes in site acquisition and site preparation for complete civil construction & telecom projects, delivering the high quality solutions to the clients. Telecom. Networks
The department consists of experienced qualified engineers and project managers from the Telecom industry with over years of experience; Department has successfully completed hundreds of sites in different regions covering major works in the Kingdom. The department specializes, but not limited to, in the following activities: • Executing turn-key projects for GSM networks • Microwave systems • Fiber Optics & OSP • All related site acquisition, permits & civil works Due to the continuous success in achieving our high business goals, and setting exceptional standards of work. OTTE management have recently acquired a specialized entity to further enhance the departments activities enabling the department with additional services of experienced qualified engineers and specialists of the Industry, who have previously served companies likes Ericsson, Saudi STC, Mobily, Zain, Motorola and the success goes on….. 19
Business Development
OTTE has an experienced sales team that is highly talented, dedicated and objective orientated. Having customer satisfaction as their top priority, the sales staffs thrive to exceed our clients’ needs and requirements at the highest level. This department undertakes the market research and necessary feasibility studies and will assist the existing business in their continued economic health, expansion and retentions. Along with other departments, OTTE’s Business Development Department plays a vital role in building a solid reputation as one of the leading contractors of its kind in the Kingdom of Saudi Arabia. Optical Fiber works:
OTTE providing all the solutions related to Optical Fiber Work such as OSP, FTTH, FTTN, FTTX, CIVIL WORK:
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TELECOM WORK:
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GSM Works
OTTE buildup turnkey project since our engineer’s capable of doing the job and providing a complete solution for RF Work such as Green Field Towers, Rooftop Towers, Cell on wheels (COW), Indoor Building Solution. Further our Engineers takeover in building the Telecom work such as Radio, MW, BTS, implementation, loading software, testing and put site in service to the costumer satisfaction. CIVIL WORK:
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TELECOM WORK:
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Dismantling works:
We are providing all the options related to dismantling the telecom equipment such GSM cabinet with the related antenna and feeders, MW radio module with the ODU set as well,
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OUR PARTNERS
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Thankful and Appreciation Letters
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THANKFUL AND APPRECIATION LETTERS
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THANKFUL AND APPRECIATION LETTERS
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Saudi Arabia - Riyadh - P.O.Box: 60473 Riyadh 11545 Tel. +966 11 4616001 - Fax : +966 11 4615225 www.otte-tel.com