ASSIGNMENT COVER

STUDENT’S NAME : TIENDIN ANAK TOM

I/C NO : 870721-13-5407

PROGRAMME : EXECUTIVE BACHELOR IN OCCUPATIONAL

SAFETY & HEALTH

CLASS DATE : 27th & 28th SEPTEMBER 2014

INTAKE DATE : 1st BATCH

MODULE : PROJECT MANAGEMENT

TRAINER’S NAME : ENCIK JAMAL ABDULLAH

CENTRE : BINTULU

OVERALL MARK
(Fill up by Trainer)

QUESTION MARK

1
2
3
4
5

TOTAL

FINAL MARK
(40%)

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Contents

1 Project Background ...................................................................................................... 3 - 4

2 Project Objectives and Success Criteria ............................................................................. 4
3 Outline Business Case ........................................................................................................ 5
4 Project Approach .......................................................................................................... 5 - 6
5 Project Scope ...................................................................................................................... 7
6 Project Deliverables ............................................................................................................ 7
7 Constraints .......................................................................................................................... 7
8 Interfaces and Dependencies .............................................................................................. 7
9 Assumptions ....................................................................................................................... 8
10 Project Plan ..................................................................................................................... 8
11 Schedule .......................................................................................................................... 9
12 Communication Plan..................................................................................................... 10
13 Initial Risk Log ............................................................................................................. 10
14 Project Organisation...................................................................................................... 10
14.1 Detailed Project Organisation Structure .................................................................... 10
14.2 Resources .................................................................................................................. 11
14.3 RACI ......................................................................................................................... 12
15 Project Controls ............................................................................................................ 12
16 Project Management Plan Review and Approval ......................................................... 13

Document History

Version
Date Summary of Changes Made
Number
28/9/2014 0 Initial draft based on INYT document
17/10/2014 1 Feedback from MK and LM

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1 Project Background

Today the GÉANT project partner NRENs provide an exceptional level of data connectivity
to their respective constituencies. This is a result of the NRENs’ management and operation
of nationally organised infrastructures that use leading edge technologies from the backbone
to the campus. This is typically facilitated through generous public subsidy, strategic
procurement initiatives and significant technical expertise.

Increasingly, however, end users require connectivity when they are not present on the
campus where their connectivity is typically delivered. In recent years, the NREN community
has responded to this requirement through the development of eduroam within TERENA; this
is now delivered within Europe by GÉANT, and globally coordinated by the Global eduroam
Governance Committee organised within TERENA.

While this service satisfactorily addresses this requirement by providing WiFi connectivity at
over 3500 service locations across the GÉANT service area, it does not address the case of an
end user who is not present either on his own campus, or another campus associated with the
GÉANT eduroam service. An end user who is located in any other type of location generally
has the following connectivity options:

 Obtain connectivity from a free or commercial WiFi service. These services

generally provide very satisfactory level of connectivity, although generally only
within very restricted geographical regions (for example, within a railway station or
airport). They may directly impose a cost on the end user in the case of a
commercially provided service. It is possible that this cost can be reimbursed for
certain classes of end user (such as staff), but not for others (such as students). In a
relatively few cases, NRENs or campuses have negotiated deals with commercial
providers to provide access at no cost to the end user; this is normally absorbed by the
NREN or campus. Freely provided services are generally offered by organisations
who benefit from the end user’s custom (for example, at a coffee shop or hotel) and so
cannot always be accurately described as ‘free’. Free services are generally offered as
a best-effort service, with no or limited end user support.

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  Obtain connectivity from a mobile telephony operator. These services generally
provide a satisfactory level of connectivity for applications that do not make
significant demands of the network. They generally have good geographical coverage,
particularly within urban areas where coverage can be generally considered near
ubiquitous. These services always impose a cost, although the operator’s billing
models always allow the cost to be directly absorbed by the end user’s organisation,
without requiring up-front payment, if the organisation is willing to bear this cost.
Again, this varies between different classes of user and from organisation to
organisation. Owing to the high cost, international (‘roaming’) usage is frequently not
permitted or otherwise greatly restricted by organisations. As with WiFi, end users are
able to easily purchase connectivity at their own expense but roaming usage may be
prohibitively expensive. Recently some operators have begun offering more
reasonable tariffs, but these appear to be restricted to a subset of countries; it is
possible (and perhaps likely, given the political pressure being applied by the EC) that
these tariffs will continue to become more competitive. In the non-roaming case, data
is becoming quite inexpensive but the cost is still likely to be an impediment for
students and others.

There is therefore a goal of improving mobility connectivity within the GÉANT service area
by making it more accessible to end-users.

2 Project Objectives and Success Criteria

The primary objectives of this project are to:

1. Consider the options for extending network connectivity to end users within the
GÉANT service area who are roaming away from their home organisation.

2. Produce a Business Case that articulates the case for investment necessary to
implement one or more of these options.

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3 Outline Business Case

Achieving these objectives will require expenditure of XKe (ex. VAT) and X man months
over the period November 2011 until November 2012. The breakdown of these costs is:

 Commercial Consultancy services: XKe (ex. VAT)

 GÉANT effort: X MM
o Product Manager: X MM
o Project Manager: X MM
o Technical Advisor: X MM
o Advisory Group: X MM

 2x Workshops & travel: XKe (ex. VAT)

4 Project Approach

This project will be split across two phases of six months duration:

Phase 1 (November 2011  May 2012)

The project would obtain the services of a Consultant specialising in commercial aspects of
mobile connectivity (the ‘Commercial Consultant’). The Commercial Consultant would be
tasked to deliver a Feasibility Study providing:

1. A general description of the mobile technology and services landscape.

2. One or more options for achieving the objectives described previously, including
estimates of feasibility and cost.

3. A recommended approach, including an outline business plan.

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The Commercial Consultant would be required to become familiar with the NREN
environment, with a particular focus on eduroam and other existing initiative in the WiFi and
3G areas. The Commercial Consultant would be required to initiate discussions with relevant
providers and potential partners, in order to obtain commercial information that could inform
planning. The Commercial Consultant would also be required to understand the nature of the
relationships between the operators and their significant customers, such as TomTom and
Amazon.

The Commercial Consultant would be responsible for delivering the Feasibility Study, in co-
ordination with the project manager, product development manager and technical advisor.

A workshop will be organised approximately midway through this phase (February 2012),
which will provide an opportunity for the Commercial Consultant to brief the community and
receive feedback.

Phase 1 (June 2012  November 2012)

At the end of the first project phase, the Project will evaluate the Feasibility Study. If the
results of the Feasibility Study do not meet the expectations of the GÉANT Project, the
project will be terminated. Otherwise, the project will proceed to the second phase of work.

The project will deliver a complete Business Case based on the outline Business Case
developed in the previous phase and feedback from project and NREN management.

A second workshop will be organised approximately halfway through this phase (September
2012) allowing the project to brief the community on the Business Case and receive futher
feedback.

During the first half of this phase, the Commercial Consultant would be required to provide
further guidance to the project in the development of the Business Case. During the second
half of the task, the Commercial Consultant would be expected to assist with the commercial
aspects of preparing for a potential implementation of the Business Case (procurement
preparation, initial negotiations, etc).

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5 Project Scope

The project will be organised as a small task within GN3 SA3. The Product Development
will act as Task Leader, reporting to the SA3 Activity Leader. The Commercial Consultant,
Project Manager and Technical Advisor will report to the Task Leader.

6 Project Deliverables

Stage to
Deliverable
Deliverable Description be Approver
Reference
Produced
D1 Mobile Connectivity Feasibility Study M36
D2 Mobile Connectivity Business Case M44

7 Constraints

The majority of the work within this project be organised in a simple sequential order, and so
there are no external constraints on timings.

8 Interfaces and Dependencies

This Task will be expected to liaise closely with GN3 SA3 T2 (GÉANT eduroam service),
GN3 JRA3 T1 (Roaming developments) and the TERENA Mobility and Network
Middleware Taskforce. The Task Leader will be responsible for managing these
relationships, supported by the Activity Leader.

The project will also need to co-ordinate closely with GN3’s marketing and communications
functions. The project will depend on these functions’ research and dissemination roles to
achieve its goals. The Task Leader will be responsible for managing these relationships,
supported by the Activity Leader.

There are no significant external dependencies.

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9 Assumptions

This project assumes that there is significant market demand for enhanced mobile
connectivity services within the GÉANT service area. This appears likely, on the basis of
various on-going related NREN initiatives.

10 Project Plan

Milestone Milestone
Milestone Description Milestone Date
Reference Stage
M1 Task established and roles filled 31/11/2011
M2 First workshop 29/2/2012
M3 Decision to proceed to phase 2 31/5/2012
M4 Draft business case 31/7/2012
M5 Second workshop 30/9/2012

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11 Schedule

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12 Communication Plan

The marketing and communications plans will be developed with NA2.

13 Initial Risk Log

1. Lack of market demand.

2. Lack of a workable technical solution.
3. Lack of interest from commercial providers.

14 Project Organisation

14.1 DETAILED PROJECT ORGANISATION STRUCTURE

The project will be organised as a new fifth task within SA3 (GN3 SA3 T5).

The project will contain the following roles:

 Product Manager (X man months). The Product Manager will be responsible for the
delivery of the project and, in particular, the development of the Business Case. The
Product Manager will define the product strategy by obtaining requirements from the
relevant stakeholders across the GÉANT service area and mapping these to potential
implementation approaches. The Product Manager will work closely with the
Commercial Consultant to understand the business implications of each approach,
documenting this within the Feasibility Study. If a credible approach is identified, the
Product Manager will develop a Business Case to support the implementation of the
approach with the support of the Commercial Consultant. The Product Manager will
act as Task Leader, and report to the SA3 Activity Leader.

 Commercial Consultant. The Commercial Consultant will be responsible for

identifying and defining the options within the Feasibility Study given the

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 commercial opportunities and constraints. The Commercial Consultant will be
responsible for the delivery of the Feasibility Study and the Draft Business Case, and
act to support the Product Manager in developing the Business Case. The
Commercial Consultant will work closely with the Product Manager and Technical
Advisor to ensure that the option(s) are consistent with the requirements of the
GÉANT, its Partners, other potential customers and the technical constraints and
capabilities within the GÉANT community.

 Project Manager (X man months). The Project Manager will be responsible for
administrative aspects of the project, such as the organisation of meetings,
workshops, contracts and generation of supporting collateral and materials. The
Project Manager will report to the Product Manager.

 Technical Advisor (X man months). The Technical Advisor will be responsible for
advising the Product Manager and Commercial Consultant on the technical
implications associated with the project. The Technical Advisor will report to the
Product Manager.

 Advisory Group (X man months). The Advisory Group will consist of a number of
community representatives acting in an advisory capacity to the Product Manager.
The GÉANT eduroam service manager will be a member of this group.

14.2 RESOURCES

 Commercial Consultancy services: XKe (ex. VAT)

 GÉANT effort: X MM
o Product Manager: X MM
o Project Manager: X MM
o Technical Advisor: X MM
o Advisory Group: X MM

 2x Workshops & travel: XKe (ex. VAT)

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14.3 RACI

The table below describes the RACI breakdown for the project.

Milestone
or
Description Responsible Accountable Consulted Informed
Deliverable
Reference
Mobile Connectivity Commercial Product All GN3 All GN3
D1
Feasibility Study Consultant Manager Partners Partners
Mobile Connectivity Product SA3 Activity All GN3 All GN3
D2
Business Case Manager Leader Partners Partners
Task established and GN3 Project SA3 Activity n/a GN3
M1
roles filled Office Leader EXEC
Project Product n/a All GN3
M2 First workshop
Manager Manger Partners
Decision to proceed SA3 Activity SA3 Activity GN3 EXEC GN3 PC
M3
to phase 2 Leader Leader
Product SA3 Activity GN3 EXEC GN3 PC
M4 Draft business case
Manager Leader
Project Product n/a All GN3
M5 Second workshop
Manager Manager Partners

15 Project Controls

This project will be controlled using the following controls.

 Weekly project meetings to discuss the day-to-day implementation of the project.

These will include the Product Manager, Commercial Consultant, Project Manager,
Technical Advisor and Advisory Group.

 Fortnightly review meetings between the SA3 Activity Leader and the Product
Manager to discuss progress, risks and issues.

 Monthly review meetings between the SA3 Activity Leader and the GÉANT Project
Office to discuss progress, risks and issues.

 Quarterly review of financial reports by the SA3 Activity Leader.

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The project lifecycle and change control will be subject to the standard GN3 framework.

16 Project Management Plan Review and Approval

The Project Management Plan must be signed off by the Project Executive and the Project
Mnager. Prior to sign off, the document should be reviewed by the Project Board and other
key stakeholders.

Decision Taken and Rationale/Comments

(Tick as appropriate)

Rework/Postpone the Proceed to the Execute

Stop the Project
Project stage of the project

Name Signature Date

Project Executive

Project Manager

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