Business Case

About the company:

Nokia Siemens Networks was a joint venture between Nokia of Finland and Siemens of
Germany. Nokia acquired the Siemens' stake in the company and renamed it as "Nokia Solutions
and Networks". After this acquisition NSN is fully owned by Nokia. In 2014 they changed the
name of the company from Nokia Solutions and Networks to Nokia Networks.
It was founded in 2007 and is operating in telecommunications equipment industry
headquartered at Finland. It operates in more than 150 countries worldwide and has about 58,400
employees. It has six central hubs around the world housing most of its employees.
It has organized its operations into the following business units:
Mobile Broadband (MBB)
Global Services (GS)

Operations at Noida:
NSN has various telecom services providers as their clients. They are providing services of
monitoring clients network equipment like routers, switches, etc. They have organized the teams
into three parts:
A team who monitors the network equipment using soft-wares 24*7 called network
engineers
A team who develops and maintains soft-wares used by network engineers.
A team who maintains physical network equipment

Previous System:
The current system does not keep a track of a clients different type of faults appearing in a day.
That is, if the mangers have to see the clients pending number of faults or number of faults came
in that particular day then they had to query it directly from the database. This process is very
cumbersome and time consuming and the managers were facing a lot of problems as they were
not able to provide any numbers to different customers.

Solution provided:
The dashboard would be designed with a view in mind to see the total number of active alarms,
restored alarms in a single screen for different circles of one client. It will shows data for all the
clients which would include the current active alarms (faults), alarms for which escalations have
been done, alarms for which escalations have not been done, and several other details have been
provided in this dashboard. It helps in analyzing overall situation for the different circles across
different customers and also helps in determining which circle need more focus. In other words,
it helped in improving overall performance for all the clients.

Various steps included in developing the Business Case are as follows:-
Step1: Select the core team
For developing the business case a core team of 6 people from different domains is selected. It
will include business analyst, developer, team leader, client representative, etc. It will help in
mitigating issues from different departments at a later stage.
Step2: Measurable Organizational Value:
The system will help in reducing overall cost.
It will also help in reducing manpower requirement.
It will provide performance improvement and hence healthy relations with the clients.
Decision making will be faster and much more effective.
Improved customer service.
It will provide a much better interface to comprehend the system.
Step3: Feasibility and Assess Risk
Economic & Technical Feasibility:
The project is economically feasible as the organization had enough funds to take the project. It
also has technical competence and the infrastructure to undertake the project. So the project is
economically and technically feasible.
Organizational feasibility:
Also, the project is in line with organizational goals and will greatly improve the performance of
the organization and also help in strengthening relationships with the clients.
Risk Assessment:
The associated risk with the project is that as the application is a real time application refreshing
the dashboard at every 30 seconds; it could generate a huge amount of hits at the database which
could slow down the other applications in the organization which uses the same back end
database. This could result in hampering the work of other applications which could further
result in loss of productivity. In the due course of time, some alarms may get missed or
unreported which could deteriorate the relations with the clients.
Step 4: Total cost of ownership
The hardware requirements for the project are as follows:
16 LAN enabled Desktop Computer with .net 2010 and Microsoft office installed
My SQL data base
Unix server (2 Red hat Linux)
4 telephone
Cost of utilizing existing hardware 5 lakhs
Ongoing costs (salaries, training, etc.) 6 lakhs
Indirect costs like loss of productivity, quality assurance, loss of network engineers time, etc.
which is very difficult to estimate should also be included.

Step 5: Total benefits of ownership
The project will provide following benefits upon implementation:
Improved accuracy and efficiency
Speedy response to faults
Improved decision making
Strengthened customer relations
Saves a lot of time for network engineers
Reduces manpower requirement




The Project Charter
Project Name: Alarm Workflow Engine (AWE) Dashboard
Project Stakeholders:
Name Titles or roles Phone numbers Email Address
Mohinder Sharma Project Sponsor 022-6135284 msharma@nsn.com
Riyaz Shaikh Project Manger 022-6135356 rshaikh@nsn.com
Niyati Rathod Business Analyst 022-6135579 nrathod@nsn.com
Shweta Salve Business Analyst 022-6135142 ssalve@nsn.com
Pratik Rane Application Developer 022-6135987 prane@nsn.com
Pankaj Shah Application Developer 022-6135025 pshah@nsn.com
Suresh Panda Application Developer 022-6135147 spanda@nsn.com
Abhishek Mistry Application Developer 022-6135765 amistry@nsn.com
Priyanka Gala Quality Testing Analyst 022-6135364 pgala@nsn.com
Kavita Jadhav Quality Testing Analyst 022-6135158 kjadhav@nsn.com
Priyanka Garg Quality Testing Analyst 022-6135984 pgarg@nsn.com
Kedar Mishra Quality Testing Analyst 022-6135364 kmishra@nsn.com
Rakesh Kumar Quality Testing Analyst 022-6135147 rkumar@nsn.com
Sahil Shah Application Support Analyst 022-6135685 sshah@nsn.com
Ravi Sharma Application Support Analyst 022-6135052 rsharma@nsn.com
Jaimin Shah Application Support Analyst 022-6135364 jshah@nsn.com
Ankush Grover Application Support Analyst 022-6135315 agrover@nsn.com
Jayedeep Doshi Application Support Analyst 022-6135369 jdoshi@nsn.com
Sai Prasad Database Administrator 022-6135748 sprasad@nsn.com

Project Description:
The existing system at NSN does not keep a track of a clients different type of faults. Since the
quality of service and the response time govern the service provided by NSN to its client, the
current manual system of querying the database to know the count of the faults is ineffective.
The AWE dashboard project will help to see the total number of active alarms, restored alarms
in a single screen for different circles of one client. It will show data for all clients on the real
time basis which will get refreshed every 30 sec. The dashboard will show the current active
alarms (faults), alarms for which escalations have been done, alarms for which escalations have
not been done and several other details. It will help in analyzing overall situation for the
different circles across different customers and also helps in determining which circle need
more focus. In other words, it will help in improving overall performance for all the clients in
terms of quality of service provided and response time.

Background:
About the company:
Nokia Siemens Networks was a joint venture between Nokia of Finland and Siemens of
Germany. Nokia acquired the Siemens' stake in the company and renamed it as "Nokia
Solutions and Networks". After this acquisition NSN is fully owned by Nokia. In 2014 they
changed the name of the company from Nokia Solutions and Networks to Nokia Networks.

Operations:
NSN has telecom services provider as their clients. NSN monitors the equipment of their clients
of different circles via soft-wares. If any fault occurs in the system it used to shown in the
software via different methods, one for each type of fault, which are 24*7 monitored by
network engineers.

Description of challenges and opportunity:
The existing workflow for fault monitoring did not have an automated system to keep a track of
a clients different type of faults. That is, if the support analyst were to see the clients pending
number of faults or number of faults came in that particular day then they had to query it from
the database manually. This process was very cumbersome and time consuming and the
response time for clients was very low and which affected the quality of the services provided
by the NSN. These issues created an opportunity to design an automated process for
monitoring the faults through an automated dashboard system.

Overview of desired impact:
The AWE dashboard project will enable to see the total number of active alarms, restored
alarms in a single screen for different circles of one client. It shows data for all clients. The
dashboard would show the current active alarms (faults), alarms for which escalations have
been done, alarms for which escalations have not been done and several other details. The
dashboard will show the real time data which would get refreshed in every 30 seconds. It will
help in analyzing overall situation for the different circles across different customers and also
helps in determining which circle need more focus. The dashboard hence would help in
improving overall performance for the all clients increasing the response time and impacting
the productivity and quality of the service positively.


Measurable Organizational Value (MOV):
The system will help in reducing overall cost.
It will also help in reducing manpower requirement.
It will provide performance improvement and hence healthy relations with the clients.
Decision making will be faster and much more effective.
Improved customer service.
It will provide a much better interface to comprehend the system.

Project Scope:
The scope of the project of the project is restricted to providing the real time summary of the
data of the alarms, their criticality and their solutions status. The project would connect to
database which is used by the Alarm Workflow Engine. The dashboard would be separate
software from AWE and integration of the dashboard with AWE is not in scope of the project.

Project Schedule summary:
Project start date: 3rd July 2014
Project End date: 30th October 2014
Timelines of project phases and milestone
First code deliverables based on functional requirements: 14th Aug 2014
Incremental Code deliverable first tranche-1 : 7th September 2014
Incremental Code deliverable first tranche-2 : 28th September 2014
Project reviews and review date:
First Project review : 18th Aug 2014
Second Project review: 8
th
September 2014
Third project review : 23
rd
September 2014
Last project review : 29
th
September 2014
Total Budget Summary
The total budget for this project is 11 lakhs which includes
Cost of utilizing/upgrading existing hardware 5 lakhs
Ongoing costs (salaries, training, etc.) 6 lakhs
Indirect costs like loss of productivity, quality assurance, loss of network engineers
time, etc. which is very difficult to estimate would be an additional cost.
Resources requirement:
Requirement Gathering (Number of resources required: 2)
The requirement gathering team would interact with the clients to get the specific fields required to be
shown on the dashboard. The specification details for the alarms would also be collected. The
requirement gathering would take 2 weeks and 2 business analysts would be working on the same.
Development (Number of resources required: 4)
The development work would start as soon as the high level requirements are gathered. There would be
total 4 application developer who would be working on the incremental requirements. The development
of the entire application would take 3 months.
Testing (Number of resources required: 5)
The testing would be done on incremental basis as the developer release code. There would be overall 5
testers involved in this process and the testing activity is expected to take 1months from the release of
the code
Maintenance/Support (Number of resources required: 5)
The maintenance activity would start after the tested code is deployed on production. The maintenance
activity would continue till the application is stable.
Database administrator (Number of resources required: 1)
The job of the DBA would be to replicate the AWE database into a database, creating restore points,
rebooting the database when required.
Infrastructure requirement:
16 LAN enabled Desktop Computer with .net 2010 and Microsoft office installed
My SQL database
Unix server (2 Red hat Linux)
4 telephone
Assumptions and Risk:
Assumptions
The required infrastructure for the project is available before the start date of the project.
The resources assigned to this project would not leave the organization during the
implementation phase of the project.
Deliverables would be delivered as per the expected deadline.
The budget of the project would not exceed the estimated cost.
Risk
The dashboard application would be using the same database as that of the AWE engine. Since
the dashboard would show real time data which would be refreshed every 30sec the database
would be queried every 30 sec. This may overload the database and slow down the existing
processing of the AWE application.
Project administration:
1. Communication plan:
A mail will be sent to all stakeholders on weekly basis indicating the status of the project and the
major milestones which have been achieved.
2. Scope management plan :
Any change to project scope would be tracked under a Change Request (CR). This CR needs to be
approved by the Project manager
3. Quality/Change management plan :
Any issues that are raised during the project life cycle will be reported to Quality center and will
be assigned a unique defect ID.
4. Human resources plan :
The end users of this application would be given training of 1 week with respect to functionality
of the new system, its importance

Acceptance and Approval:
Name Title/ Designation Signature of acceptance
Mohinder Sharma Project Sponsor
Riyaz Shaikh Project Manager

Terminology:
Acronyms

AWE Alarm Workflow Engine
NSN Nokia Solutions and Network
MOV Measurable Organizational Value