RF Network Planning and Optimization V100R002 Delivery Guide (Preparation) 01-En

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www.huawei.com
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HUAWEI TECHNOLOGIES CO., LTD.
RF Network Planning and
Optimization V100R002

Delivery Guide
(Preparation)
RF TMO
Author/ Email: Wangsong 55188/song.wangsong@huawei.com
Version: V1.0(20120815)
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Huawei Confidential 2
Author / ID
Wangsong/55188
Co-author / ID
RF TMO Group
Approver / ID
Zhibo/00167964
Description
Presale intervene & contract interpret
Acceptance standard & proposal
Human resource plan
Outsource & cooperate
Cost & revenue
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Required Knowledge for RF TL
Contract Sign
Pre-sale and Contract
Acceptance requirement
Human Resource
Cooperation &
Subcontracting
Preparation Implementation Acceptance
Conclusion &
Transfer
Technical Solution
D
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Flow
Experience
iCare/ITR & TMO Review
RF Deliver Strategy
Monitor
VIP
Problem and Risk Management
X basic Action
Efficient Swap
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Platform
Document and Help
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Cost & Revenue
5
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1. Pre-sale and Contract
2. Acceptance requirement
3. Human Resource
4. Cooperation &
Subcontracting
5. Cost & Revenue
Contents
RF TL intervention in presale period
Prohibited clauses
Key points in presale handover
activity
Checklist in presale handover activity
Requirement of contract interpretation
Key points of contract interpretation
Issue and risk management

Reference
Like 2 Evolution RF delivery strategy

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RF TL intervention in the presale stage

Gather presale information
RF TL(or Representation Office/region RF manager)should contact with
presale RNO engineers & sales to gather the project info and the relevant
documents. RF TL should start to learn the key elements and details of
the project after that.
Review presale proposal
RF TL should review the presale proposal to distinguish tech & non-tech
issues and risks before the contract is signed. Make sure to inform sales in
time and push them to handle issues if any. The major issues and risks
should be reported to the higher level, especially when the proposal
involves the prohibit clauses.
Important presale info/proposal
TendersSOW , Responsibility Matrix), SOC, CMT, BOQ, Technical
proposals, Service proposal.

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Prohibited Clauses of Global Sales Contracts 1
Acceptance
A-1-1
It is prohibited committing Huawei to put a site/cluster/sub-network/network, in part or in whole, in commercial service before
an acceptance certificate is issued. It is prohibited to sign a contract where commercial service and acceptance procedure are
not interrelated. It shall be stipulated expressly in the contract that the site/cluster/sub-network/network shall not be put in
commercial service unless it is accepted, and it shall be deemed as accepted and RFS/PAC shall be deemed as issued at the
same time when it is put in commercial service. There should also be express clauses related to acceptance tests, acceptance
criteria and acceptance procedure in the contract.
B-1-2
For major project of a scale of more than 1000 wireless sites, or where the project is to be implemented in phases or with
project schedule of over 6 months, it is prohibited committing Huawei to use whole network KPI level as a prerequisite for
acceptance of the sub-network or the individual phases.
Variation &
Change Order
A-2-1
It is prohibited to sign contracts with lump sum price fixed or overcharges shall be refunded to the customer while undercharges will not be
supplemented. Any contract with fixed lump-sum price in line with one or more terms as below will be taken as Fixed Lump-Sum Price
Contract.
1) No specific premise is defined or restricted for the total price;
2) No specific SOW is defined corresponding to the total price;
3) No specific technical specifications or standards are defined corresponding to the total price;
4) For MS contract involved with fueling or electricity, there is no adjustment mechanism of fueling or electricity price, or lump-sum price of
fueling/ electricity is fixed;
5) Services not explicitly excluded in TK contract shall be on Huaweis account without additional charge to the customer.
A-2-2
It is prohibited to sign a contract which does not contain any specific clauses to protect Huawei's rights regarding variations and change
order, or where there is no provision for variations and change order management procedure. It is prohibited to sign a contract where Huawei
is responsible for any shortfalls and is to be paid a reduced price when the deliverable items fall short of the agreed lump sum price,
meanwhile not to be compensated when the deliverable items go beyond the lump sum price.
A-2-3
It is prohibited to sign a MS contract without Termination Clause, or without defining reasonable compensation for early termination in
Termination Clause.
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Responsibility
Matrix & KPI
A-3-1 It is prohibited committing Huawei to take up full responsibility for soft commissioning and cutting-over of competitors equipment.
A-3-2
For self-manufactured equipment, it is prohibited committing Huawei to provide customer support service (including spare parts support) longer than the
equipments lifecycle commencing preliminary acceptance test.
A-3-3 It is prohibited committing Huawei to set up local spare parts warehouse where there is no local representative office or Huawei authorized organizations.
A-3-4
It is prohibited committing Huawei to achieve KPI levels for the network when Huawei is not responsible for radio network planning and network performance
improvementcore network design and corn network performance improvement, NPM service. Details as below:
1) For newly-built or expansion network, it is prohibited committing Huawei to achieve Coverage KPI or Traffic Statistics KPI level for the network when Huawei is
not responsible for RND (Radio Network Design) and IT (Initial Tuning). It is prohibited committing Huawei to achieve Traffic Statistics KPI level when Huawei is
not responsible for NPI (Network Performance Improvement); It is also prohibited committing Huawei to achieve core network KPI level for the network when
Huawei is not responsible for CND (Core Network Design) and CN NPI (Core Network Performance Improvement).
2) For swap network, it is prohibited committing Huawei to achieve the same Coverage/Traffic Statistics KPI level as the original network when Huawei is not
responsible for RND (Radio Network Design) and IT (Initial Tuning). It is prohibited committing Huawei to achieve a Traffic Statistics KPI level higher than that of
the original network when Huawei is not responsible for NPI (Network Performance Improvement); It is prohibited committing Huawei to achieve the same core
network KPI level as the original network when Huawei is not responsible for CND (Core Network Design) and CN NPI (Core Network Performance
Improvement); It is also prohibited committing Huawei to achieve a core network KPI level higher than that of the original network when Huawei is not responsible
for CN NPI (Core Network Performance Improvement).
3) It is also prohibited committing Huawei to achieve KPI levels for the whole network when Huawei is only responsible for network planning & design and
optimization of network expansion.
4) For core network evolution, it is prohibited committing Huawei to achieve or exceed the core network KPI of original network when Huawei is not responsible
for CN NPI (Core Network Performance Improvement).
5) For managed service, it is prohibited committing Huawei to maintain or improve the core network KPI when Huawei is not responsible for NPM (Network
Performance Management).

A-3-5
It is prohibited to commit Huawei to provide billing management service for operators in case that Huaweis total liability is more than 20% of the MS contract
amount.
A-3-6
It is prohibited to make commitment in Cooperation & Subcontracting contracts of MS involved with HR transfer when:
1) Lock-up period of employment of transferred personnel exceeds 24 months;
2) Freezing of recruitment, job transfer and salary adjustment of O&M team members is not required before Huawei takes over the network.
3) Huawei is required to establish mirror O&M team before personnel transfer.
A-3-7
It is prohibited to sign MS contract without customers representation or warranty that all data and information provided by the customer during due diligence are
correct, true and complete, or without the clause that Huawei reserves the right to adjust the price in case the customer failed to fulfill its obligation during due
diligence.
A-3-8
It is prohibited to make commitment of end-to-end KPI/SLA in case as below:
1) There are network units not provided by Huawei;
2) There is other business running in the customers bearer network;
3) IPTV Managed Services.
A-3-9 It is prohibited to make commitment of end-to-end service opening, end-to-end problem locating or end-to-end network O&M in IPTV MS contracts.
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Acceptance B-1-1
With reference to the projects as stated below, it is prohibited to commit Huawei to an acceptance procedure
based on the whole network.
1) For wireless projects involving over 50 turnkey sites which include civil work or over 200 non-TK sites;
2) For microwave projects involving over 200 hops;
3) For fixed access network projects involving over 200 sites;
4) For optical cable projects involving over 200 kms;
5) For core network projects involving over 1 site, i.e. Center Machines, or network unit;
6) For FTTH (ODN) TK projects which include civil work involving over 2 central offices or over 2000 subscribers;
For FTTH (ODN) TK projects without civil work involving over 2 COs or over 4000 subscribers;
7) For IBS integration service projects, including site survey, design, engineer implementation & material supply,
test & acceptance, network assessment & optimization, etc., involving over 50 sites;
For IBS professional service projects other than engineer implementation & material supply involving over 100
sites.
Variation &
Change Order
B-2 (null)
Responsibility
Matrix & KPI
B-3-1
It is prohibited to commit to provide installation, dismantling, removal and maintenance of terminal equipment to
end users.
B-3-2
It is prohibited to commit Huawei to provide network development design service, e.g. NDC (Network Design
Cycle), including but not limited to FTTH (ODN) market demand investigation, valued customers analysis, target
buildings determination, ROI (Return on Investment) analysis, business demand and user distribution forecast,
future penetration rate analysis, market promotion strategy and collection of market penetration rate of other
operators broadband business, data of 3rd-party infrastructure including holding poles, municipal pipelines etc.
and competitors information such as distribution of business halls, WiFi coverage etc.
B-3-3
It is prohibited to commit Huawei to provide integration services with 3rd-party equipment when there is no
equipment agreement signed with the 3rd-party, nor the customer has committed to assume joint liability on
relevant risks.
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Main points of the presale handover
The deliver team should ask the pre-sales for client info, documents of
commitments and the other related stuff as soon as gets involved to
the project. You will be more and more passive if the handover time
lasts too long because you have to deal with the pressure of
customer, the progress of the project management and the
coordination of presale handover documents at the same time.
Require the related documents from presales according to the
handover checklist.
Arrange the presale handover meeting to declare the important
information and main risks.
Report and handle major issues and risks on time
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Presale Handover Documents Checklist
1 project background material
1.1 project background material PPT
The project team has background material which can be used.
Its better to prepare a summary with more details.
1.2 information material packet
Included but not limited to current network information,
frequency allocation table and subscribers distribution.
1.3 project team structure inner team members and the list of key customers
2 information from customer
2.1 The tenders (original version)
Pack the customers original RFP/RFQ with the reference of
the RNO.
2.2 customer s answer of clarification The answer of the Issue clarification sent by customer
2.3 Polygon of the coverage area The document of the area definition sent by customer
2.4 MI information from customer which is not
within the tenders
E.g. current network information, prediction of the subscriber
number.
3 output documents in bidding
3.1 technology proposal technology proposal submitted to the client
3.2 SOC Reply Anthology
including KPI
pay attention to the RNO part in the SOC Replies, especially
the replies of KPIs and the acceptance rules and so on.
3.3 clarification PPT after bidding
The RNO-related clarification PPT after bidding and the
records of the questions of the customer .
3.4 CMT formrisk information
The PC & NC clauses table and risk analysis form which are
eventually submitted to the project team for assessment.

3.5 Important meeting material, Meeting minutes,
KPI memo and so on
,
The important meeting minutes and memos in the presale
period, which show the key decision-making, risk control
process and results.
4 Estimation and simulation
project files

4.1 path of maps and other related files The path of these kind of information
4.2 estimation files packing as the part of the delivery documents.
4.3 simulation files get the path of the simulation server
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Contract Interpretation and Risk Identification
After arriving on the site, the RF TL firstly needs to read the contract and process documents
Scope of work (SoW)
Responsible matrix
Deliverables
Acceptance method and standards
Expectations of all levels (high level, middle level, and technical level) of customers for the professional
service

The general procedure for contract interpretation is as follows:
Apply to the bidding manager for contract information and electronic technical documents or paper files,
including performance acceptance requirement, statement of compliance (SoC) attachment, reward
terms, and penalty/punishment terms.
Analyze the responsibility matrix, acceptance standards and conditions, and SoC replies.
Submit a contract interpretation report and a risk analysis report to the region and corporate headquarter
for approval.
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Contract Interpretation Part1
Focus on the following customer needs:
Project duration required by capacity expansion and new site deployment and whether they are carried
out with swap simultaneously
Duration required for deploying the new wireless mode and new frequency band
Requirements posed by introduction of new features and new functions, especially those related to KPI
acceptance

Define the following working interfaces and responsibilities:
Who is responsible for the selection of valuable sites (new logical sites of new wireless mode and new
frequency band), the customer or the Huawei team?
Among the capacity planning, frequency planning, and other planning works, what are the responsibilities
of the customer and what are the responsibilities of the Huawei team?
Who is responsible for data filling of the other vendor network, the customer, the Huawei team, or the third
party?
Who is responsible for data collection (DT and traffic measurement), the customer, the Huawei team, or
the third party?

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Contract Interpretation Part2
Focus on identification of the following risks:
Whether it involves cell-based acceptance
Whether it has a reasonable threshold for the penalties and what is the probability that the penalty is
triggered
Whether it requires Huawei to guarantee of the other vendor's network performance
Whether it requires Huawei to guarantee of the performance in cutover
Whether it requires maintaining or even improving KPIs of the 2G network after refarming
Whether any KPI is abnormal (too high or too low) after checking performance and problem information of
the live network
Whether separate assessment is required for the new frequency band and new mode, and whether
performance comparison with that of the original network (for example, performance of new UMTS 900
MHz site must reach the same level of UMTS 2100 MHz site) is required
Whether the bundling of new functions or new features activation is required as the prerequisite of
acceptance
Whether a great increase in the coverage on the entire network is required after new sites are on air

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Contract Issues and Risks Management
No. Category Approach Responsible person
1 Over-committed KPIs with the
exception review process
Require presales to clarify ( CMT tracker, Review
comments at all levels, managers countersigned
record). Implement activities according to the
conclusion of the review
TDRF TL
2 Over-committed KPIs without the
exception review process

presales should replenish the review processes and
take the responsibility of guiding customer again

Presales
3 The risks of the implementation
proposal
The project management team and the technical team
should discuss and decide the strategy together.
PMTD
4 The risks of the technology
proposal

TD, product manager, R&D DPM and related
technical team members should discuss and decide
the strategy together.

product/versionproduct
manager &DPM
Over-committed service:
service manager
E2ETD
5 The risks of the RF proposal
RF TL arranges the region and HQ TMO to discuss
and review. The frontline RF team implements
according to the conclusion of the review
RF TL
Distribute the identified risks to related responsible person and formulate
tracing table for periodic monitoring and report
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Contents
3. Human Resource
4. Cooperation & Subcontracting
5. Cost & Revenue
Preparation before acceptance proposal
Main contents of the acceptance proposal
Key points of the acceptance proposal
Checkpoint
The acceptance type and payment
Acceptance criteria
The secondary negotiations of Acceptance
criteria

Reference
KPI_acceptance_proposal_review_v1.0
Acceptance Handbook
RF delivery strategy

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Preparation before the acceptance proposal
Try to make full preparation
collect the inner experience of acceptance such as acceptance case, acceptance
handbook, acceptance procedures, acceptance criteria
collect this customers former acceptance clauses, acceptance attachments,
acceptance criteria
collect other venders acceptance convention against this customer.
Working out the acceptance proposal
inputcontracts/ SOC requirement and inner acceptance proposal.
outputacceptance program with the agreement of both sides.
The inner prepared acceptance proposal could be used as negotiation material after it
passes the review of the collective meeting.
Exceeding the request of the acceptance clauses in contractual prohibited provisions
in the acceptance proposal is not allowed. You need to take the CMT progress if you
have to break this.

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Main contents of the acceptance proposal
The relation of the acceptance Checkpoints , type and payment collection
The division of the acceptance responsibility
define the responsibility of customer, Huawei and cooperator in every acceptance activity.
Trigger condition of the acceptance
usual trigger conditions: get PAC after X weeks of the cluster migration is finished; get
acceptance after the commercial launch of the new-built project; get FAC after X months of the
whole network migration finished; start assessment after x% sites are on air if there are many
discrete swapped sites in the project.
confirm the most advantage trigger condition of the acceptance according to the difficulty and the
local delivery experience.
acceptance criteria
acceptance tools and deliverables requirement
the template of acceptance / tools-handover should be confirmed with customer.
purchase our products as much as possible to reduce the cost except the customer clearly
requires other products or our products are immature.
pre-acceptance proposal
The inner pre-acceptance should be done to verify the test method and technical risks before the
formal acceptance. The risks could be avoided or solved by doing this. Guide the customer to
change the acceptance criteria if necessary.
technical risks of acceptance

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Main Contents of the Acceptance Checkpoint
Selection
Select Acceptance Checkpoints on the Basis of Quality Target and
Cost Factors

sense Selection criteria Recommended Node selection
Yes No
migrationexpansion Few expansione.g. the
expansion proportion is less
than 10%
swapexpansion
implemented and applied
acceptance together
expansion after received
the acceptance of
migration
migrationnew-built The new sites are on air when
swap is in progress
optimized and applied
acceptance with the
swapped cluster
single site verification
migration
transmission
reformed
if the on air ratio of sites is
fulfilled the trigger condition of
the acceptance
Migration acceptance single site verification
Migration +
Refarming
loose frequency resource Refarming first and then
swap
swap first and then
Refarming
Network combination The site number of two
operators is disparity
swap the larger network
and get acceptance
first ,and then combine.
combine in swap, or
combine before swap
open new feature Packed as the independent
professional service
separated from migration
implemented after got
migration acceptance

only test and get
acceptance in Golden
Cluster.
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Main Contents of Acceptance
relationship among the acceptance node, type and payment collection
Responsibility division of acceptance
declare the responsibility of customer, HUAWEI and the third party in every
acceptance activity.
trigger condition of acceptance
usual trigger conditions: get PAC after X weeks of the cluster migration is finished;
get acceptance after the commercial launch of the new-built project; get FAC after
X months of the whole network migration finished; start assessment after x% sites
are on air if there are many discrete swapped sites in the project
confirm the most advantage trigger condition of the acceptance according to the
difficulty and the local delivery experience
acceptance criteria
acceptance tools and deliverables requirement
the template of acceptance / tools-handover should be confirmed with customer.
purchase our products as much as possible to reduce the cost except the
customer clearly requires other products or our products are immature.
pre-acceptance proposal
The inner pre-acceptance should be done to verify the test method and technical
risks before the formal acceptance. The risks could be avoided or solved by doing
this. Guide the customer to change the acceptance criteria if necessary.
technical risks of acceptance
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Key points of the acceptance types and
payment collection
acceptance type
single site verification: using the site level function test and basic DT test for single
site acceptance, in order to make sure the site works normal and meets the design
of the coverage and performance.
Golden/Trial Cluster acceptanceAs the first batch of the swap sites, the aim is to
achieve the required target of technical proposal, implementation plan and the
product features. Its important for exposing problems and running the team in.
Cluster KPI acceptanceuse cluster level DT test and KPIs to assess, in order to
ensure a continuous coverage area made up by several sites which has acceptable
performance to meet the service quality requirement of subscribers of our customer.
Preliminary acceptance(PAC) Its the acceptance after the network performance
becomes stable after implemented a short-term optimization, usually including one
or several clusters.
Final acceptance(FAC)This acceptance is raised when the network performance
meets the final requirement in the contract after the whole project has been
implemented and has been optimized for a middle period.
acceptance and payment collection
try to make the RF acceptance just is related to the service reward terms.
Increase the reward terms ratio to speed up the refund and reduce the risk
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Key points of the acceptance acceptance criteria
Acceptance dimension
For the KPI assessment , its recommended to use in the cluster level acceptance.
Avoid the cell level KPI acceptance and only one time of acceptance for the whole network.
Assessment contents:
to assess the DT performance only in the new-built project because the traffic is very low just after
the commercial launch
assessment items should not be too much. Combine the related or included items together;
the assessment of traffic and throughput are not suggested
not suggest to assess the KPIs related to coverage if the customer is in charge of network
planning.
KPI definition
KPI formulas should be filtered according to the quality target in the contract for new-built project
the KPI formulas should use the mapping result in the migration project.
Busy hour definition
the definition should consider the assessment rationality and the reports/OSS operability.
avoid the cell level busy hour, avoid the occasional traffic burst, avoid the affection of the season
and the subscriber behavior.
DT test
the DT test standards should consider the DT outsourcing cost and the quality
requirement, including routes selection( recommend to choose main load and VIP
routes), test method( avoid duplicated tests), tools( recommend to use Probe &
Assistant, avoid to use scanner in 2G only project and MOS test device).
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The secondary negotiation of acceptance criteria
Generally both parties of the contract must abide by the acceptance standards and requirements
listed in the contract, which should not be modified frequently. However, the delivery team needs to
communicate with the customer under the following conditions:
The acceptance standards are missing or unclear.
Some KPIs in the contract are obviously over committed and out of Huawei's delivery capability.
The test items listed in the contract are out of Huawei's test capability, leading to heavy workloads and risky
delivery.

KPI Negotiation Policy and Techniques
Do not show cards in your hand at the very beginning.
Do not accept the customer's inappropriate requirements at the very beginning.
Find the weakness and loopholes. Find and negotiate the explicitly inappropriate part of the customer's requirements to
psychologically make the customer admit the unreasonable requirements.
Benefit from other aspects when sacrificing a KPI or win important KPIs by abandoning insignificant KPIs.
Try a good-cop, bad-cop routine. One fights for the KPIs from the aspect of technology and another harmonizes the mood.
Pay close attention to the customer's response and control the negotiation pace.
Establish a win-win situation.
Break the deadlock by changing the negotiation location, topic, and providing a sop.
Do not negotiate with multiple departments at the same time but only negotiate with the core department (network optimization
department).
Do not negotiate with too many people at one time. Negotiate with the decision maker on the customer side, such as the supervisor
of the radio and performance departments.

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Contents
3. Human Resource
5. Cost & Revenue
Human resource planning procedure
RF organization structure & human
planning
RF deliver members composition
RF project structure
RF work division and configuration
strategy
reference
RNP TL Courses-Human Resource
Management for RNP Project
Typical configuration of the RF deliver
project

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RF human resource planning procedure
WBS
Design of the organizational structure
Responsibility Assignment Matrix
Human resource demand
management table
Cooperation resource demand
table
Appointment of the project
team
Member-based RAM
Output
Tool and
technology
Staffing criteria for network
planning and optimization

Human resource demand
management table (table)
Appointment of the
project team (template)
Project team member
table (template)
WBS table (template)
D
e
t
e
r
m
i
n
e

t
h
e

w
o
r
k

s
c
o
p
e

Work division
among roles
RAM
Estimation of the project
management team
Estimation of full-
time engineer
Estimation of part-
time engineer
Estimate cooperation
resources
Design of the
organizational structure
WBS
R
e
s
o
u
r
c
e

a
c
q
u
i
s
i
t
i
o
n

A
p
p
o
i
n
t
m
e
n
t

o
f

t
h
e

p
r
o
j
e
c
t

t
e
a
m

Task
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.
TL
customer communication
project organization
cooperation management
Technical Support
design technical proposal
resolve complex problem
analyze DT result
Analyze backstage performance
Optimize parameter planning
50%-70% outsource

Low-level workbasic Action
DT/CQT test,
Single site test and verification
request 100% outsource
RF delivery members structure
High level10%
Middle level20%
Low level70%
RF TL manages the planning, resource,
risks ... in the service delivery implementation
period, guarantees the quality and the
satisfaction of inner/outside customers.
SAThe delivery system architect who is
facing the customer network is responsible for
deliverability and economic ability.
RF TS: in charge of the design /implement of
the technology proposal, assist TL to manage
the technical risks and network quality issues.
NPOE/ Consultant Our own RF RNO/RNP
engineers /consultants are in charge of specific
service implementations, are under management
of TL and guided by TS in technical field.
Technicianoutsource the basic low-tech-
requested work (such as DT/CQT tests/reports)
to the third party.

SA
SA introductionThis is the unified name of the high level engineering job types setup by headquarter recently.
SA should attend the presale reviews of the important network planning meeting, and make sure to close all the
related technical risks. SA should take the responsibility of the important after-sale network planning. SA should
be on the frontline of the important project from the period of the DTRA/B design to period of the rear DTR1/2
network design finished. After that , SA can undertake the remote assurance responsibility.
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.
RF project team structure
recommend to use the functional structure which is suitable for big project as each team knows its target
and responsibility clearly
The diagram below shows the structure of the big RF delivery project in order to list all the possible
grouping in all the periods. The details of the application strategy are described on page 6~7.
Tool team
RF Team Leader
SA TS
Tool SE
Tool
development
Tool
application
RNO team
Performance
monitoring
Para
optimization
Trouble
Shooting
Region 1
survey
Planning&
design LLD
DT
RF
optimization
Para
optimization
Trouble Shooting
Region 2..N
survey
Planning&
design
DT
RF
optimization
Para
optimization
Trouble
Shooting
RNP team
VIP Care Team
RNP TL
RNP engineer
Tool engineer RNO engineer
RNOTL Region TL Region TL
RNO engineer
RNO
engineer
Planning
engineer
Planning
engineer
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.
RF project team structure Application Strategy
The team structure should be adjusted flexibly according to the project specialty and the skill level of
the members. its evolved in different periods of the project to keep the best balance of the quality and the
efficiency:
A. Increase resource in the early period. TL/SA/TS and the RNP key engineers should be in place ASAP
to start the work of presale proposal review( presale handover), Contract interpretation, risk analyzing
and the whole network RF planning.
B. Division of TL and SATLs responsibility is to communicate and guide customers and manages inner
coordinationSA is in charge of the technical support, is the interface to the HQ and R&D.
C. RNP resource should be transferred to RNO gradually in the middle period after the main planning
works are finished.
D. The resource released gradually at the end of the project except the performance monitoring people
and the people who assure the progress of acceptance.
E. Setup the tool team in the preparation and climbing period to recognize the tool requirement , confirm
the tool scheme, develop the custom tool and build up the tool platform. Keep the minimum resource
after the tools become stable.
F. The structure should be suitable for the interface of the customer, especially for the resource strategy
that the resource is centralized in the region or central city. Its decided by the structure & responsibility
division of the customers central and region office.
G. RNO, performance monitoring, VIP care should be set separately or entirely is according to the project.

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.
RF work division and configuration strategy

posi
tion
group Division of engineer responsibility Configuration strategy Resource from
mana
geme
nt
Team Leader(TL) in overall charge of RF project TL own resource
(SA)
resale proposal review and design for important
network
SA HQ
(TS)
Formulation of technical proposal and chief foreign
interface of technology.
TS own resource
Cent
ral
offi
ce
Tool team
Tool SE
tool requirement clarification and formulation
establishment
TS /NPOE own resource
Tool develop tool develop, test and maintains NPOE own resource
Tool application local implementation of tools Technician partners
RNP team
Planning TL
responsibility of planning quality and progress, the
interface to the customer RNP department
Planning Engineer whole network simulation and TK planning NPOE/Consultant
own resource
,consultant
RNO team
RNO TL
usual undertook by TS, in charge of achievement of the
KPI and implementation of the optimization
Performance monitoring
routine performance reports, KPI monitoring, problem
alerting, project tracking
Technician

partners
Para optimization
network level parameter optimization, feature
implementation
NPOE/Consultant
own resource
,consultant
Trouble Shooting
handling important problem and problems with the same
nature
NPOE/Consultant
own resource
,consultant
VIP Care Team(Optional)
setup a special team only if need to deliver VIP care
service or have the high request of the complain
handling. Usual combined with the RNO team in common
project
NPOE/Consultant
own resource
,consultant
Regi
onal
offi
ce
Region TL/TS
in charge of the regional RF work and the interface to
the regional customer. Recommend to use local engineer
who can impel the surrounding teams.
NPOE/Consultant
own resource
,consultant
Planning
Survey Planning site survey Technician partners
Planning& design
Cluster level estimation & simulationRF planning for
sitesdetails planning(LLD)
NPOE/Consultant Local partners
optimization
DT
DT data collection & handling ,problem analyzing and
output reports.
Technician Partners
RF optimization engineer antenna adjustment and installation quality check. NPOE/Consultant Local partners
Para optimization Cluster or lower level parameters adjustment NPOE/Consultant Local partners
Trouble Shooting complains, worst cell handling NPOE/Consultant Local partners
Own resourceLocalResident+ project system engineersRSRCregion resourceGSRCglobal resourceHQ(HQ RF engineer)
only core rules of the TOP level project can apply the HQ resource to served
Own resource(RSRC/GSRC) and consultant proportion follow the local strategy, 1:1~1:2 is suggested
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3. Human Resource
5. Cost & Revenue
Contents
RF outsourcing
RF outsourcing key points
Outsourcing strategy
RFQ/RFT design
BiddingContract and
Approach
cooperator management

Reference
RNP TL Courses-Cooperation and
Subcontracting Management for RNP
Project

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RF outsourcing summary
Subcontractor cooperation
could reduce the deliver cost.
In these years, the proportion
of the cooperator resource
are increased so much, and
the outsourced work
category is expanded from
low-level DT, survey to site
level or region level
RNP&RNO.

The management quality of
the cooperator will directly
affect the deliver cost and
quality of the project, which
should be treated as an
important work in the
implementation period. RF
TL should pay attention.

Issue RFQ and Evaluation
Project RF Outsourcing Strategy
RFQ/ RFT Design
Inform Winner And Preparation
Signing Contract/ po
Project Implementation
Performance Evaluation
Payment/Penalties
Overall Evaluation and Future
Cooperation Suggestion
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RF outsourcing key pointsstrategy
Get the outsourcing white paper from local CEG and confirm the
outsourcing strategy as follow:
1. Forecast and distribution of engineering amount
2. Form of subcontracting (for details, refer to the following section)
3. Details of subcontracting (low-end modules and high-end
modules)
4. Object and share (balance strategy and regional coefficient)
5. Supplier entry threshold (certification threshold)
6. Supplier object entry threshold (high tension line)
7. Supply & demand analysis, and strategy of resource introduction
8. Price following strategy
9. Determining the upper limit price for bid and the budget for
project cooperation (price reduction)
10. Plan on supplier resource availability
11. Technical evaluation form for suppliers

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.
RF outsourcing key points RFQ/RFT design
The content of RFQ/RFT will become contract clauses according to the answer and
promises of cooperator.
RNP/O RFQ/RFT technical requirement details

quality request of the key position
implementation period, planning and progress
requirement
documents and deliverables requirement
Acceptance criteria and KPI definition
Project
General
Information
Project
Background
General Work
Load
Team Structure
Scope of Work
Responsibility
Matrix
Project
Requirement

Commerci
al
Part
Attachment

Expertise;
Personal Arriving/
Leaving;
Project Schedule;
Project Quality;
Measurement;
Project Document;
Customer
Satisfaction;
Resource Platform;
Tool Requirement
Payment Terms
Penalties
Commercial
Quotation
Project
Manpower
Introduction
S0C

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.
1pressure transferdeclare the project requirement by the segment of purchase order and
contract signing.
2read contract inforead the contract signed with customer and the contract signed with
cooperator , and manage the project by following the contract.
3coordination kick off meetingdeclare the project request, management system, progress
management and the acceptance contents to the cooperators.
4project analyzing meeting & summarizing meeting: organize the HQ, region and
representative office stuff to analyze the project progress, human resource, technical issues and
risks.
5customer expectation management
6report and communication: require the cooperator TL offers weekly progress reports.
7checklist, monthly acceptance/progress/KPI achievement analysis
8monthly project estimation of the cooperators operation
9customer satisfaction survey communicate with the customer who is in charge of the
project to grasp the satisfaction situation of all levels.
10document reviewrequire the cooperators submit the report on time according to the
provision, and organize people to assess the quality.
RF outsourcing key points
cooperator management system
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3. Human Resource
5. Cost & Revenue

Contents
Cost management
RF deliver cost composition
RF deliver cost control
revenue confirmation
Revenue confirmation methods
methods compare & progress
report
reference
NIS revenue management
RNP TL Courses-RNP Project Cost
Management
the Template of Progress Report
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RF Deliver Cost Composition

Main contents of cost determination: acceptance clauses, resource planning( own
resource and outsourcing), technical service planning and tool procedure.
Basic Work Hour
S
t
a
n
d
a
r
d

I
n
-
r
o
u
t
e

W
o
r
k

H
o
u
r

Regional Man
Day Cost
(Provided by
Financial
Department)
N
e
t
w
o
r
k

S
c
a
l
e

S
c
o
p
e

o
f

W
o
r
k

E
f
f
i
c
i
e
n
c
y

B
a
s
e
l
i
n
e

National Work Hour
E
x
p
e
n
s
e
s

o
n

C
o
o
p
e
r
a
t
i
o
n

S
u
b
c
o
n
t
r
a
c
t
i
n
g

+
Self-Owned Delivery Manpower
Cost
+
Cost =
M
a
n
a
g
e
m
e
n
t

W
o
r
k

H
o
u
r

+

Expenses on
Tools,
Instruments
and Vehicles
Manpower Cost
+
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.
RF deliver cost control
acceptance clauses:
avoid to take the responsibility of the low profit work such as model calibration , background electromagnetic
wave test and external frequency interference elimination.
over Commitment terms( cell level acceptance , ranking request, performance assurance for other vender,
KPI increase X% after swap..) will extremely increase the cost investment. It should be reviewed by CMT
and require the service payment.
guide the customer to accept the more reasonable and concise acceptance criteria if the KPIs /rounds of
acceptance are too much or DT routes are too complicated.
resource planning
reduce human resource number under the guarantee of the deliver quality. Arrange own resource of suitable
level to meet the mission request. Resource should be on board by demand and release in time.
lead the competition into the outsourcing activity. Choose the suitable outsourcing mode according to the
local deliver rules. Make sure the pressure is transferred to the cooperators.
technology service proposal
avoid to use the immature program( product, service, feature), confirm the deliver responsibility and
assurance mechanism.
customer requirement management. Should be raise the alteration of contract and get payment if the
customer requirement lead to extra work or duplicated investment.
tool procedure
choose own tools. According to the cost to buy or borrow the external device.
it should develop customize tools in big project, e.g. SmartRNO or iSwap. Take the efficient
migration/optimization guide/ Genex tools into the SOP to increase the deliver efficiency and reduce the
human resource at the same time.

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.
determine the service revenue can be measured reliably: if no, 100% confirmation when service
accomplished ; if yes, choose the following methods to confirm the progress:
1. Equipment POC: The service accomplishment progress can be recognized by the acceptance
progress of equipment . The acceptance of equipment means the function acceptance agreed in
the contract, and should have be trigger the payment of the corresponding milestone
2. Other POC: When the output of the service is tested and verified, the accomplishment progress
can be confirmed according to the accomplished percentage of the work
Service RF service
service quoted price
in secret
Sale without main
equipment
Sale with main
equipment
Meet
the70/90
strategy?
N
Y
Other POC
Equipment POC
manually adjust
Default rules of the service revenue confirmation methods
revenue confirmation methods will be auto created in CA system according to
the service product and contract information. RF TL should feedback to the
project/country treasurer( usually within one week after the signing of the
contract)
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Revenue confirmation methods compare

Sphere of application compare
Equipment POC: suitable for project with the service progress is synchronized with
the equipment installation progress, and can not received PAC or progress alone.
Other POC: suitable for the situation of small amount, the assessment period is short
and can received PAC or progress alone.
Recommendation of Other POC
For most of the complicated project, if the service can finish before the equipment (
such as network planning) or its hard to get the equipment PAC, the method of
Other POC is recommended.
Report of progress
If the assessment period for PAC is very long, revenue confirmation should be base
on the progress report signed by customer. And the revenue confirmation should
avoid the total or noting situation.
Confirm the project progress percentage with customer according to the site
activation proportion or service deliver actions( such as single site verification, RF
optimization, KPI achieved). When the progress reaches 100% , get PAC and
support the revenue confirmation.
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Copyright2011 Huawei Technologies Co., Ltd. All Rights Reserved.
The information in this document may contain predictive statements including, without limitation,
statements regarding the future financial and operating results, future product portfolio, new technology,
etc. There are a number of factors that could cause actual results and developments to differ materially
from those expressed or implied in the predictive statements. Therefore, such information is provided for
reference purpose only and constitutes neither an offer nor an acceptance. Huawei may change the
information at any time without notice.
Thank you
www.huawei.com

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