KPMG BP C&i s12 CL Inf 0007!!PDF e

Council 2012
Geneva, 4-13 July 2012
Document C12/INF/7-E
16 April 2012
English only
Report by the Secretary-General
FINAL REPORT - PROVISION OF A BUSINESS PLAN FOR

CONFORMANCE AND INTEROPERABILITY
Summary
PP-10 Resolution 177 instructs the Director TSB “to prepare a business plan for
the long-term implementation of this resolution”. A call for tender was issued
(Council-11 INF/14), and KPMG, a consultancy with excellent credentials in
business plan preparation, was selected. This information document presents
KPMG’s business plan (140 pages) which covers the period 2012 – 2016. KPMG’s
“General Conclusions and Executive Summary” (chapter 2) and Annex 7 “Routes
to inclusion in conformity database” is presented in Document C12/37.
Action required
This report is transmitted to Council for information.
____________
References
Resolution 177 (Guadalajara, 2010)
Document C12/37
Annex: 1
• http://www.itu.int/council •
ABCD
International Telecommunication Union (ITU)
C&I Business Plan
March 2012
General Conclusions
and Executive
Summary of the Final
Report
Provision of a Business Plan for
Conformance and Interoperability
PROC-AB-9151-11-TSD
ITU
23 April 2012
i
© 2012 . All rights reserved.
ABCD
C&I Business Plan
March 2012
Second Intermediary Project Status and Initial
Analysis
Disclaimer:
This report is solely for the information and use of the International
Telecommunication Union (ITU). It is based on specific facts and circumstances
pursuant to the terms of an agreement between KPMG and ITU. It is not intended
to be, and should not be, relied on by any other person or entity.
Table of contents
1 List of Acronyms 1
2 General Conclusions and Executive Summary 3

2.1 Introduction 3
2.2 Scope of the Study 3
2.3 Main General Conclusions of the Study 4
2.4 Examples of areas for potential revenue generation 6
2.5 Pillar 1: Conformance Assessment 7
2.5.1 Assumptions 7
2.5.2 Key Findings 7
2.5.3 Recommendations 8
2.5.4 Conclusions for ITU from comparative case studies 8
2.5.5 Budget 9
2.6 Pillar 2: Interoperability events 9
2.6.1 Assumptions 9
2.6.4 Budget 10
2.7 Pillar 3: Human Resource Capacity Building 11
2.7.1 Assumptions 11
2.7.4 Budget 11
2.8 Pillar 4: Test Facility Development 11
2.8.4 Budget 12
2.9 Summary of C&I Programme Budget 13
ii
ABCD
C&I Business Plan
March 2012
Analysis
3 Methodology and Scope of Work 18
4 Pillar 1: Conformance Assessment 19

4.1 Business Analysis 19
4.1.1 Writing tests specifications 19
4.1.2 Implementation of the Conformity Database 24
4.1.3 Implementation of the ITU Mark 30
4.1.4 Important overall considerations and risks for Pillar 1 35
4.1.5 Case studies of certification programmes 35
4.2 Human Resource Modelling 42
4.2.1 Pillar 1: Writing test specifications 42
4.2.2 Pillar 1: Conformity Database 53
4.2.3 Pillar 1: ITU Mark 57
4.3 Integrated Human Resource Budget 61
4.3.1 Assumptions and Forecasts 61
4.3.2 Summary 65
4.3.3 Comments and recommendations 66
5 Pillar 2: Interoperability events 67

5.1.2 As-is Analysis: Identify SWOT and Gaps 68
5.1.3 Options and Actions 69
5.1.4 Advantages and Challenges 70
5.2.1 High Level Processes 72
5.2.2 Assigning Responsibilities to Processes 74
5.2.3 Identified Roles and General Workload 77
5.3.2 Summary and conclusions 84
6 Pillar 3: Human Capacity Building 86

6.1.2 As-is Analysis: Identify SWOT and Gaps 87
6.2.1 High Level Processes 91
iii
ABCD
C&I Business Plan
March 2012
Analysis

6.3.2 Comments 101
7 Pillar 4: Test Facility Development 102

7.1.2 As-is Analysis 103
7.2.1 Recommended High Level Processes 116
7.3.2 Comments 131
8 Future Work 132
iv
1 List of Acronyms
Acronym Name
AGM Annual General Meeting
ATS Abstract Test Suite
BBF Broadband Forum
BDT Telecommunication Development Bureau
BR Radio communication Bureau
C&I Conformance and Interoperability
CA Coordinator Assistant
CASCO Conformance Assessment Committee
CDB Conformity Database
CERT Research and Studies Telecommunications Centre (Tunis)
CHF Swiss Franc
CPqD Centro de Pesquisa e Desenvolvimento em Telecomunicações
CTTL China Academy of Telecommunication Research of the Ministry of Information Industry
DOC Department of Communications
DTP Desktop Publishing
ENTRA Egypt National Telecommunication Regulatory Authority
ETNAC European Advanced Networking Test Center
ETSI European Telecommunications Standards Institute
ETSI CTI ETSI Centre for Testing and Interoperability
FSAN Full Service Access Network
FTE Full Time Employee
GMPCS Global Mobile Personal Communications by Satellite
GPON Gigabit Passive Optical Networks
HCB Human Capacity Building
IAF International Accreditation Forum
ICT Information Communication Technology
IEC International Electrotechnical Commission
IECEE International Electrotechnical Commission for Electrical Equipment
IEE Infrastructure, Enabling Environment and E-applications
IEEE Institute of Electrical and Electronics Engineers
IEEE-ICAP IEEE Conformity Assessment Program
IEEE-ISTO IEEE Industry Standards and Technology Organization
IEEE-SA IEEE Standards Association
IETF Internet Engineering Task Force
ILAC International Laboratory Accreditation Cooperation
IPTV Internet Protocol Television
IPTV-GSI Internet Protocol Television Global Standards Initiative
ISO International Standards Organisation
ITTC International Telecommunication Testing Centre
ITU International Telecommunication Union
ITU-D Telecommunication Development Sector
ITU-R Radio communication Sector
ITU-T Telecommunication Standardisation Sector
KPI Key Performance Indicators
LAN Local Area Network
© 2012 . All rights reserved. 1

LSP Lusophone and Spanish speaking countries in Africa
MEF Metro Ethernet Forum
MoU Memorandum of Understanding
MRA Mutual Recognition Agreement
MSO Multiple System Operators
NDA Non-Disclosure Agreement
NYCE Normalización y Certificación Electrónica, A.C.
OMCI ONT management and control interface
ONT Optical Network Terminal
ONU Optical Network Unit
OSS Operations Support System
PL Partner Liaison
PP Plenipotentiary
RA Radio communication Assembly
RAG Radio communication Advisory Group
RFP Request for Proposal
RO Regional Office
RRB Radio Regulations Board
RRC Regional Radio communication Conference
RTDC Regional Telecommunication Development Conference
SDO Standards Development Organisation
SG Study Groups
STB Set Top Box
SWOT Strengths, weaknesses, opportunities and threats
TDAG Telecommunication Development Advisory Group
TSAG Telecommunication Standardisation Advisory Group
TSB Telecommunication Standardisation Bureau
UNH-IOL University of New Hampshire InterOperability Laboratory
UNIDO United Nations Industrial Development Organization
ZIINS Central Science Research Telecommunication Institute

2 General Conclusions and Executive Summary
2.1 Introduction
This report presents the results of the study entrusted to KPMG to elaborate a Business Plan
outlining the level and skills in Human Resources required by the ITU Secretariat to implement
the Conformance and Interoperability (C&I) Programme in accordance with the mandate1 it has
received from its membership. The C&I Programme pillars are:
• Pillar 1: Conformance assessment (including the analysis of the ITU Mark and the
implementation of a Conformity Database);
• Pillar 2: Interoperability events;
• Pillar 3: Human resource capacity building;
• Pillar 4: Assistance in the establishment of test facilities in developing countries.
The development of this business plan is an important step towards translating into practice
ITU’s vision of a world where the destiny of mankind is helped along significantly by efficient,
effective and globally affordable communications. Interoperability of telecommunications
equipment placed on the market and the underlying conformance to agreed-upon standards are a
sine qua non prerequisite for the fulfilment of ITU’s mandate. Resolutions 76 (WTSA-08), 47
(WTDC-10) and Resolution 177 (PP-102) translate the will of ITU’s membership to progress
towards conformance and interoperability, and the business plan enables members to assess the
required investment in the human resources who can produce the expected results.
While the investment requires the support of ITU members and represents a financial effort in
times which are economically challenging, the results of the investment contribute directly to
diminishing the digital divide, and to closing the standardization gap. The four pillars work
towards knowledge and capacity enhancement. The provision by ITU of highly needed services
will lead to more and better use of equipment in developing countries, creating higher corporate
incomes which enable more investment, in turn generating better communications, of which the
benefits in supporting market mechanisms and higher incomes no longer need demonstration. It
is the beginning of a virtuous development circle, in which the returns on members’ investment
are found in every facet of ITU’s mandate.
2.2 Scope of the Study

The business plan outlines the human resources required by the ITU Secretariat to implement
the C&I Programme in accordance with the received mandate. Based on the scope of work
agreed between the ITU Secretariat and KPMG, the study covers the following areas and points
• Analysis of ITU Secretariat information and data gathered via interviews of various ITU
recommended partners, members and third parties.
• The high level as-is analysis of all Pillars so as to understand the opportunities, risks and
costs associated with their implementation.
• The design of options and recommended processes for improving Pillars 1 and 4 to support
a more efficient approach for these more “complex” pillars.
1
As specified in various ITU decisions, including WTSA-08, WTDC-10, Resolution 177 of PP-10 and ITU Council
decisions 2009, 2010 and 2011
2
ITU-R’s Radiocommunication Assembly 2012 (RA-12) also approved a Resolution regarding the C&I programme
(Resolution 62)

 The determination of total costs for the identified human resources required within the ITU
Secretariat to implement all four pillars of the C&I programme. Some human resources are
already dedicated to the C&I Programme, and although KPMG‟s project scope does not
include the calculation of the difference, ITU may consider that a portion of the investment
is already covered, and only the difference in funds needs to be newly budgeted.
 Recommendations by KPMG on improving current processes for Pillars 2 and 3.
Based on KPMG‟s mandate, the following points and areas are outside the scope of the study:
 Costs outside of the human resources required within the ITU Secretariat.
 The analysis of the revenues which may potentially alleviate the cost burden on members.
However, in this Executive Summary, KPMG lists some areas where ITU may wish to
conduct further research into income-generation.
 An implementation plan of the pillars or specific implementation mechanisms. However,
KPMG provides process recommendations for various pillars which are translatable into a
workable implementation plan by the ITU. We also highlight issues on which the ITU
Secretariat should focus when supporting member requirements, where it should expand or
where more internal analysis and alignment with its members are required.
2.3 Main General Conclusions of the Study

a) The successful implementation of Pillars 3 and 4 depends strongly on the implementation of
Pillars 1 and 2; the parallel implementation of all four pillars should be emphasised as the
most productive solution to achieve the key objectives of the C&I Programme.
b) A consistent and sustainable implementation of the C&I Programme requires a level of
human resources within the ITU Secretariat which significantly exceeds the human
resources currently assigned to it. The resource limitation of the current operations hampers
the success of the C&I programme and therefore threatens the successful implementation of
the relevant Resolutions agreed upon by the ITU members.
c) Implementation options are available for each Pillar, and the human resources required will
be a function of the choices made among them. However, an indicative human resource
budget required for the period under consideration (2012-16) amounts to a total of CHF 5 –
8 million.
d) In order to provide answers to questions which lie outside the scope of the present Business
Plan project, a market study by the ITU Secretariat is needed to validate assumptions
associated with test suite development, to support a partnership strategy and determine
suitable partnerships, and to identify revenue generation on potential ITU services and C&I
related events. We suggest to refer to this study as the “ICT Services Market Study”
e) In general, there is a strong case for ITU to examine closely its potential for generating
resources via the services it provides or via development-oriented fundraising activities.
Should such an analysis be undertaken, then it would be beneficial to take a top-down,
strategic approach and cover the entire organization, not only the C&I Programme 3.
f) The C&I programme is a specialised function which requires the incorporation of new
activities that are not traditionally inherent to the tasks of the ITU Secretariat. These
activities include:
3
Please refer also to PP 10 Resolution 158 with respect to revenue generation

i. systematic impact analysis on ITU Secretariat human resources to implement
approved Resolutions;
ii. tighter and a more formally governed sector integration/collaboration;
iii. proactive member profiling via more effective use of regional representatives;
iv. formalisation of partnerships that align to a strategy and are managed through a well
defined operating model;
v. defining test suites that complement new Recommendations; and
vi. conformance testing and certification that can be managed through online tools.
g) The ITU Secretariat needs to address the succession plan for key ITU officials currently
driving the C&I effort. This succession plan should be put in place as soon as possible for
all key roles of the C&I Programme, and the identified individuals who are destined to
replace others should begin to share duties and responsibilities with the outgoing ITU
Secretariat personnel as soon as possible. Also, the future key participants in the C&I effort
across the ITU Secretariat should be carefully selected (qualifications, availability,
motivation) in order to ensure success.
h) In order to reach the desirable outcome, the C&I Programme and its modalities require a
strong communications effort to ensure that all aspects are well understood and integrated
by all stakeholders. In addition to the human resource requirements for the actual
programme, the ITU must determine and provision an adequate communications and
marketing budget in support of the C&I programme.
i) There is a significant potential to harness the abilities of the ITU Regional Offices to collect
and manage ITU members‟ regional requirements for Human Capacity Building topics as
well as the requirements pertaining to Pillar 4 (Test Centres). In addition, the Regional
Offices should strengthen and drive the ITU Secretariat‟s presence in regional bodies where
the ITU Secretariat‟s expertise can provide key guidance around C&I Programme related
topics as well as telecommunications advancements such as the discussion of standards
harmonisation. Furthermore the Regional Offices must receive strong support from the ITU
Secretariat headquarters such that the ITU Secretariat experts and key resources can be
called upon by the Regional Offices in case of need.
j) Related to the suggested “ICT Services Market Study”, the ITU Secretariat requires the
development of a formal partnership strategy since partnerships form a strong focus across
the C&I programme pillars. Partners provide the necessary resources, depth of skills and
expertise needed by the ITU Secretariat to implement C&I objectives such as test suite
development and to provide specific training. In addition, the identification of region-
specific partners can reduce the costs associated with interacting with international partners
and facilitate more regional cohesion among members (e.g. SDOs, test labs and states) from
within the same region. For example, partnerships with Sintesio and CERT enable the ITU
Secretariat to offer C&I training content to all ITU members, while CERT‟s test facility can
be reused within their region to promote specific C&I testing.
k) The C&I Programme Business Plan is a “living document” that requires consistent updating
and validating of assumptions and costs. The global telecoms and ICT markets that affect
the ITU Secretariat as well as ITU members are in constant flux and subject to change and
the success of the C&I Programme will inter alia depend on the ability to take such change
into account and adapt to it.

2.4 Examples of areas for potential revenue generation
KPMG‟s mandate did not include the revenue side of the Business Plan, which is a complex
undertaking closely linked to the “ICT Services Market Study” suggested above. Below are
some examples of venues to be explored for the possibility of revenue generation. It is unlikely
that they would cover the entire cost of C&I implementation, however, they may alleviate some
of the financial burden on the ITU membership. A comprehensive market study related to the
C&I programme, such as the suggested “ICT Services Market Study” is required to validate any
revenue models to be implemented by the ITU Secretariat.
a) Provide to ITU members training services with custom-built content, focused on specific
C&I topics requested by the member. This service would satisfy a specific need and could
be remunerated. The ITU Secretariat would own the intellectual property rights to the
content. In addition, certification of the training content may be achieved in partnership with
reputable academic institutes, underscoring the value-added of these training courses.
b) Engage in revenue-sharing contracts with vendors, operators and possibly regulators where
the ITU Secretariat provides C&I specific services, such as consultancy and knowledge
sharing, which have a direct and positive impact on these stakeholders‟ revenues.
c) Additionally, ITU could engage in revenue-sharing arrangements with selected and
approved test labs interested in performing tests against ITU-recommended standards for
the ultimate purpose of granting the ITU Mark to tested products.
d) Introduce an annual fee for vendors for using the ITU Mark on their products.
e) Introduce registration fee or annual fee for entering products in the Conformity Database.
f) Develop and set up a separate programme (similar to those established by the Metro
Ethernet Forum or IEEE ICAP) aimed at assisting parties interested in creating dedicated
certifications programmes for services based on selected standards and selected
requirements.
g) Promote fund-raising initiatives across regions to support both global and region-specific
development priorities.
h) Apply for funding from other global organisations, such as UNIDO, to fund the
development and implementation of special activities and programmes aligned to these
organisations‟ strategic objectives.
i) In general, engage in fundraising activities with any bilateral, multilateral or other
development-oriented donors potentially interested in supporting development activities
related to communications in a context of supporting market mechanisms for poverty
alleviation and wealth generation in developing countries.
j) Engage in revenue sharing contracts with partners where the ITU Secretariat provides
brokering functions to match members‟ C&I requirements with partners‟ highly specialised
service offerings.
k) Develop a project management and advisory division enabling the ITU Secretariat to offer
project management services to members building test facilities. This advisory division
could manage the partners and the member requirements across the project lifecycle in
exchange for appropriate advisory fees.
l) Develop a project management and advisory unit for interoperability events enabling the
ITU Secretariat to offer project management services to other organisations on a
commercial basis. This unit could manage and coordinate events performed based on
standards developed by ITU, as well as by other SDOs, but could also cover solutions
developed by independent industry associations, as well as different technologies that are
outside the scope of standardisation activity.

2.5 Pillar 1: Conformance Assessment
2.5.1 Assumptions
a) The analyses of activities included in Pillar 1 are presented separately for each of the
components, i.e. test specification development, Conformity Database and ITU Mark, since
the decision on their respective implementation is still outstanding.
b) The test specifications development process which is currently being considered within the
C&I Programme will be carried out only for new standards that are currently under
development or those that will be developed in the future.
c) The Conformity Database (CDB) has already been developed as a tool. The ITU has been
considering four different Routes (see Appendix A.7) to enable vendors to directly place
their products in the CDB. The first two routes are based on assessment procedures
established by international standard organisations. The third route is based on assessment
made by a laboratory endorsed by other SDOs, forums, etc (third-party assessment) and the
fourth one is based on a self-assessment procedure.
d) The ITU has also been considering the possibility of introducing an ITU Mark that might be
given to products tested against ITU standards‟ requirements. The ITU Mark would provide
a visible declaration of compliance with these requirements.
e) The Mark is expected to be renamed “ITU Conformity Mark” to increase the transparency
of its meaning. However, later in this document we will use the name "ITU Mark", since the
final decision with regard to the name of the Mark has not yet been taken.
2.5.2 Key Findings

a) Test specification development is the basic activity that influences the approach to other
activities included under Pillar 1 of the C&I Programme, i.e. the Conformity Database and
ITU Mark Programme. In our analysis two options are taken into account:
 The first option assumes that the ITU budget will not cover additional costs for
writing test specifications. Hence, preparation of tests will be highly dependent on the
level of engagement of Study Group members, as well as on cooperation or dedicated
agreements with other organisations, e.g. SDO, Forums, independent test labs. There
is a risk of limited acceptance of this approach by ITU members and as a result
important gaps may remain in terms of coverage of standards with required test
specifications.
 The second option assumes that ITU seeks to achieve complete coverage with test
specifications of all standards indicated by ITU members as requiring them. This
option first considers all possibilities of developing test suites cost free, and only
thereafter turns to filling any gaps by accepting to incur these costs. This option
ensures that all needed tests will be prepared.
b) ITU members expect that the Conformity Database will be a reliable tool specifying
equipment which meets ITU Recommendation requirements. Considering these
expectations and their potential for misinterpretation, clear rules concerning inclusion of
data in the Conformity Database need to be established.
c) Different organisations or companies use their trademarks as a means to guarantee that
products are manufactured according to defined requirements or that a particular product has
passed all required tests. The implementation of the ITU Mark will be perceived by some
market players as a recommendation of the best products available on the market. The

introduction of the ITU Mark will not be possible if other elements of Pillar 1 like the
writing of test specifications and the Conformity Database are not implemented.
2.5.3 Recommendations
a) Among the 2 options spelled out in the analysis, we recommend to select Option 2, in
which ITU will develop tests suites for all standards currently under development and
future standards for which members consider that testing is needed. The successful
implementation of this option will require involving third parties as well as additional
funds to pay for the work they perform. This option would provide assurance to ITU
members that the programme is functioning properly and delivering the planned results
and that the activity provides a solid foundation for other components of Pillar 1. It is
highly recommended to pay particular attention to the process of selecting standards for
which tests should be prepared. Not all of the standards currently under preparation or
developed in future will require test specifications.
b) In order to facilitate the process of populating the CDB, ITU Secretariat and members
need to narrow down the list of standards to those for which test suites exist and for
which compliance declarations may be presented. ITU should also consider limiting the
number of options for entering data into the CDB to the first three Routes.
Implementation of these recommendations will support testing in laboratories which
ensure high quality tests (laboratories which are ISO-accredited or endorsed by other
SDOs, Forums, etc).
c) The introduction of the ITU Mark should not be considered as long as test specification
preparation activities are not fully implemented. Under the recommended approach the
ITU Mark programme will be based on test development activity, as well as on the
results of tests performed according to ISO/IEC procedures (Route 1 and 2) or third
party assessment (Route 3 with some additional conditions). It is recommended to
postpone the decision concerning the implementation of the ITU Mark until the
remaining two components achieve a more mature stage of development. It is also
recommended to start a trial (pilot) run based on a key technology for which there is
considerable market demand. By doing this, the ITU will be able to assess the impact on
the market caused by the implementation of these activities and to verify whether the
results allow for a continuation of the ITU Mark programme.
2.5.4 Conclusions for ITU from comparative case studies

KPMG has included in its analysis the experience of other organizations. Analysis of
programmes established by BBF, MEF and IEEE shows that:
 Programmes are focused only on selected standards and selected requirements concerning
the implementation of a particular standard.
 It is common practice that product testing is based on approved or agreed test suites.
 The database of products can only contain those products which have been tested in selected
labs
 The right to use marks/labels or to achieve certification is granted based on the same rules as
for the database registration.
Standard setting bodies (e.g. IEEE, BBF, MEF) play a market role similar to ITU‟s. IEEE and
ETSI are good examples of organisations that do not want to mix standard-setting and
certification activities. The IEEE has set up a separate organisation (IEEE ICAP) in order to

assist parties interested in creating dedicated certifications programmes. However, IEEE and
IEEE ICAP are separate legal entities.
If ITU is interested in starting a similar certification programme, it is recommended to follow a
similar operating model with similar principles concerning main activities like rules for database
registration or certification granting.
2.5.5 Budget
The total budget under the „base case scenario‟ for this pillar is estimated at ~ CHF 1,7 million
for the entire period 2012 – 2106 for the following functions4: : Cooperation Coordinator (P4),
TS Coordinator (P3), CDB Administrator (P3), ITU Mark Administrator (P3), Procurement
Advisor (P3), and Web Designer (G6). In the period covered by the resource plan these
resources will enable:
 the preparation of 36 tests suites;
 population of the CDB with an unlimited number of products;
 analysis of approximately 180 ITU Mark applications.
The total budget under the „progressive scenario‟ for this pillar is estimated at ~ CHF 2,5
million for the period 2012 – 2016 for the same functions as in „base case scenario‟. The
„progressive scenario‟ assumes a higher number of both test suites prepared (55) and ITU Mark
applications analysed (715) in the period covered by the resource plan, 2012 to 2016.
2.6 Pillar 2: Interoperability events
2.6.1 Assumptions
a) ITU considers interoperability events as a very important element aimed at uniting efforts to
develop interoperability on the market, and it intends to make them a regular feature of the
ITU C&I Programme. Moreover, it is believed that these interoperability efforts can
substantially improve the quality of ITU Recommendations through feedback mechanisms.
2.6.2 Key Findings

a) Under the current mode of operation all interoperability events are participant-driven and
ITU‟s involvement in setting up an event depends on the direct interest of its members and
partners. So far ITU has been relying solely on contacts within its membership, usually
established during meetings or workshops, to determine the needs and interest of potential
participants. The ITU Secretariat‟s role under this model is limited to performing
administration, logistical and communication management activities.
b) To stimulate future development of interoperability events, the ITU Secretariat should take
a more proactive event animation role, where ITU staff would become directly responsible
for identifying and suggesting topics for future events based on continuous surveillance of
the market and of technological developments, as well as prospecting and generating
interest, e.g. through various publications like ITU News. This would provide increased
opportunities for ITU to provide the service for interoperability events where vendors can
test the equipment against selected key ITU standards, thereby providing feedback into the
standards‟ development or modification process and increasing the probability of
4
The term “functions” refers to the content of the work. It is not to be understood as “posts” or “FTEs (Full Time
Equivalents)”. The percentage of FTE for each function is given in the table under point 2.9 at the end of the
Executive Summary.

interoperability. By the same token, ITU’s position among telecommunications market
players will be strengthened due to increasing awareness of ITU’s activities aimed at
ensuring conformity and interoperability.
a) Three functions are recommended for this Pillar: The Interoperability Events Coordinator
is expected to carry the bulk of the workload of the current tasks and responsibilities of this
pillar. She/he should be supported by a strategic function (Head of Interoperability Events)
associated with liaising with ITU members, implementing strategic decisions, as well as
taking overall responsibility for the effort. Additionally, two supporting functions have been
identified (i.e. Registration Officer/Finance Unit and Web Designer), which are charged
with assisting the Interoperability Events Coordinator during the preparation and
implementation of each interoperability event.
b) Gradual increases in the frequency of events are expected over the years covered by the
business plan (from 3 events in 2012 to as many as 10 in 2016), resulting both from
growing interest in new topics (technologies) and from the recurrence of follow-up events
on technologies already tested and showcased. As a result, additional resources are required
over time in order to meet the increasing demand for coordination functions (for details see
summary table below).
c) To more precisely establish the demand for interoperability events and to determine the
feasibility of identified development scenarios, the ITU Secretariat should probe industry
needs in terms of technologies and services that could be subject to interoperability testing,
as well as survey5 its members and partners to identify entities interested in hosting future
events. This analysis could form part of the aforementioned “ICT Services Market Study”.
2.6.4 Budget
The total budget for this pillar under the “base case” scenario is estimated at ~ CHF 1.1 million
for the 2012 – 2016 period for the following four functions: Head of Interoperability Events
(P5), Interoperability Events Coordinator (P3), Registration Officer / Finance Unit (G6) and
Web Designer (G6)6. These will enable the preparation and implementation of 22
interoperability events in the period covered by the resource plan, under the assumption that all
of them will be hosted in Geneva.
Under the “progressive” scenario the total budget for this pillar is estimated to increase to ~
CHF 2.1 million. The increase in the costs is predominantly due to the increased workload for
the Interoperability Events Coordinator resulting from the greater number of interoperability
events foreseen in consecutive years covered by the resource plan (in comparison to the “base
case”). Moreover, the implementation of the scenario will require greater logistical and
administrative effort necessary to prepare and implement the additional events (above those
foreseen in the “base case”) as these are assumed to be held outside Geneva – in various regions
throughout the world. Based on these assumptions under the progressive scenario it will be
possible to prepare and implement as many as 37 interoperability events in the period covered
by the resource plan.
5
This part of the “ICT Services Market Study” would be aimed at validating assumptions associated with test suite
development for ITU Recommendations, which will have direct impact on the development opportunities for
interoperability events.
6
A more detailed breakdown of the resources and budget is presented in the table in section 2.9

2.7 Pillar 3: Human Resource Capacity Building
2.7.1 Assumptions
Based on Resolutions, the ITU Secretariat promotes partnerships with potential candidates to
support the implementation of Pillars 3 and 4. These partnerships are managed via corporation
agreements or MoUs.
2.7.2 Key Findings

a) Human Capacity Building is identified as a strategic lever with which the ITU Secretariat
can promote awareness of the C&I Programme in developing countries and enable these
countries to actively participate in the global C&I debate.
b) The current inter-dependency between ITU Secretariat (i.e. coordinators and specialists),
members and partners calls for a coordinated and collaborative HCB approach involving
TSB and BDT. This approach is currently in play and should continue to accompany further
optimisation efforts.
c) The ITU Regional Office has in the past been seen as a predominately ITU BDT role and
function. The ITU Secretariat sees value in sharing all C&I roles and responsibilities with
Regional Office representatives. This enables the efficient distribution of the C&I workload
and aligns to the greater “One ITU” image.
a) The C&I Expert (P5), Partner Liaison (P4) and Coordination Assistant (P3) functions are
identified to carry out the workload in the current tasks and responsibilities of this Pillar.
b) A formalisation of a partnership strategy is recommended to strengthen the implementation
of Resolutions to promote partnerships with potential partner candidates.
c) Support the sharing of workload for the development and delivery of C&I Programme
training courses with BDT HCB to free capacity in C&I human resources for the
development of additional training material as and when ITU member demand increases for
additional training and workshops.
2.7.4 Budget
The total budget for this pillar is estimated at ~ CHF 1 million for the base scenario of 25
courses over the period 2012-2016 under consideration and working with 12 partners, while the
progressive scenario amounts to costs of ~ CHF 1.3 million for 35 courses and 15 partners over
the same period. These costs are for three analyzed functions: C&I expert (P5), Partnership
Liaison (P4) and Coordination Assistant (P3).
2.8 Pillar 4: Test Facility Development
2.8.1 Assumptions
a) Based on relevant Resolutions, the ITU Secretariat promotes partnerships with potential
candidates to support the implementation of Pillars 3 and 4. These partnerships are managed via
corporation agreements or MoUs.

b) It is foreseen that the uptake of test lab development will be preferred to the implementation of
an MRA among developing countries due to their need for basic type-approval labs to advanced
C&I test labs.
c) To increase the awareness of the MRA regime among developing countries the use of 1:1
MRAs is promoted as an initial pilot to assess the appetite of the ITU membership with respect
to this regime.
d) Region-specific tasks and responsibilities are based on the workload calculation across all five
ITU regions.
2.8.2 Key Findings

a) Within the context of members‟ capacity building, MRAs, sub-regional labs and ITTCs are
all considered viable options. Each option provides structure and processes for
implementing Pillar 4, makes use of the coordination and partnership strengths of the ITU
Secretariat, mitigates members‟ interoperability risks and provides better member profiling.
b) The development of regional test labs sparks lively discussions regarding standards
harmonisation across sub-regions and regions, for example in the African context. The ITU
Secretariat can position itself as a strategic advisor that assists members in managing the
challenges of regional differences found in standards and technologies implemented or
adopted across the developing regions.
c) To ensure alignment to the ITU Secretariat‟s drive to include Regional Office participation
in the C&I Programme (and under the banner of the “One ITU”), dedicated regional
presence is required across regions to lead test lab and MRA development activities.
d) Similar to Pillar 3, the C&I Expert (P5) and Partner Liaison (P4) functions are identified to
carry out the workload in the current tasks and responsibilities of this pillar.
e) The identification of an expert and partner liaison role is recommended in both Pillars 3 and
4. The ITU Secretariat must optimise the allocation of human resources across these parallel
roles to achieve cost and workload efficiencies.
f) We also identify a Regional Representative playing an essential and strategic role to ensure
regional participation in the C&I programme. The role contributes to the development of
each region by increasing collaboration with the ITU Secretariat and taking on more C&I
roles and responsibilities that are ITU member-facing.
2.8.4 Budget
The total budget for this pillar is estimated at ~ CHF 1.5 million for the base scenario of 8 test
lab developments and 4 MRA support activities over the period 2012-2016 under consideration,
while the progressive scenario costs ~ CHF 1.7 million for 10 test lab developments and 6
MRA support activities over the same period. The costs are for three different functions
identified within the study: C&I expert (P5), Partnership Liaison (P4) and Regional
Representative (P4).

2.9 Summary of C&I Programme Budget
We summarise the C&I Business Plan in the following table.

Summary table of C&I Programme Budget
Total for period

Pillar Assumptions Description 2012 2013 2014 2015 2016
2012 – 2016
Pillar 1: Conformity Assessment Costs Total cost of all resources per year 181 222 299 520 357 754 421 457 476 897 1 736 850
(base case scenario) Utilisation per resource TS Coordinator 0.29 0.57 0.67 0.86 1.05 -
in FTE
Cooperation Coordinator 0.13 0.26 0.30 0.39 0.47 -
Procurement Advisor 0.06 0.11 0.13 0.17 0.21 -
Web Designer 0.19 0.20 0.21 0.22 0.23 -
CDB Administrator 0.37 0.54 0.63 0.63 0.63 -
ITU Mark Administrator 0.08 0.12 0.22 0.27 0.27 -
Outputs Number of test suites 3 6 7 9 11 36
Number of products entered in the CDB No limit- No limit- No limit- No limit- No limit No limit
Number of ITU Mark applications 2 15 45 60 60 182
Pillar 1: Conformity Assessment Costs Total cost of all resources per year 210 594 396 451 515 457 659 211 775 423 2 557 137
(progressive scenario) Utilisation per resource TS Coordinator 0.38 0.86 1.05 1.33 1.62 -
in FTE
Cooperation Coordinator 0.17 0.39 0.47 0.60 0.73 -
Procurement Advisor 0.08 0.17 0.21 0.27 0.32 -
Web Designer 0.19 0.22 0.23 0.25 0.27 -
CDB Administrator 0.37 0.54 0.63 0.63 0.63 -
ITU Mark Administrator 0.09 0.20 0.50 0.87 1.07 -
Outputs Number of test suites 4 9 11 14 17 55
Number of products entered in the CDB - - - - - -
Number of ITU Mark applications 5 40 130 240 300 715
14
Summary table of C&I Programme Budget (Ctd.)
Total for period

2012 – 2016
Pillar 2: Interoperability Events Costs Total cost of all resources per year 148 759 198 345 247 931 247 931 247 931 1 090 898
(base case scenario) Utilisation per resource Head of Interoperability Events (P5) 0.06 0.08 0.10 0.10 0.10 -
in FTE
Interoperability Events Coordinators (P3) 0.79 1.05 1.31 1.31 1.31 -
Registration Officer / Finance Unit (G3) 0.03 0.04 0.05 0.05 0.05 -
Web Designer (G3) 0.03 0.04 0.05 0.05 0.05 -
Outputs Number of interoperability events 3 4 5 5 5 22
Pillar 2: Interoperability Events Costs Total cost of all resources per year 148 759 330 779 446 583 579 017 579 017 2 084 155
(progressive scenario) Utilisation per resource Head of Interoperability Events (P5) 0.06 0.11 0.15 0.19 0.19 -
in FTE
Interoperability Events Coordinators (P3) 0.79 1.78 2.40 3.13 3.13 -
Registration Officer / Finance Unit (G3) 0.03 0.06 0.08 0.10 0.10 -
Web Designer (G3) 0.03 0.06 0.08 0.10 0.10 -
Outputs Number of interoperability events 3 6 8 10 10 37
15
Total for period

2012 – 2016
Pillar 3: Human Capacity Costs Total cost of all resources per year 176 287 176 287 242 670 242 670 176 287 1 014 201
Building
Utilisation per resource C&I Expert (P5) 0.35 0.35 0.52 0.52 0.52 -
(base case scenario) in FTE
Partner Liaison (P4) 0.27 0.27 0.41 0.41 0.27 -
Coordination Assistant (P3) 0.27 0.27 0.27 0.27 0.27 -
Outputs Number of courses 5 5 5 5 5 25
Pillar 3: Human Capacity Costs Total cost of all resources per year 193 695 260 078 260 078 260 078 326 461 1 300 390
Building
(progressive scenario) in FTE
Coordination Assistant (P3) 0.37 0.37 0.37 0.37 0.37 -
Outputs Number of courses 7 7 7 7 7 35
16
Total for period

2012 – 2016
Pillar 4: Test Facility Costs Total cost of all resources per year 234 874 281 663 328 291 328 291 328 291 1 501 411
Development
(base case scenario) in FTE
Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -
Outputs Test lab support 1 1 2 2 2 8
MRA support 0 1 1 1 1 4
Pillar 4: Test Facility Costs Total cost of all resources per year 234 874 281 663 328 291 421 709 421 709 1 688 246
Development
(progressive scenario) in FTE
Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -
Outputs Test lab support 1 1 2 3 3 10
MRA support 0 1 1 2 2 6
Total cost for base case scenario 741 142 955 815 1 176 647 1 240 350 1 229 407 5 343 360
Total cost for progressive scenario 787 922 1 268 972 1 550 409 1 920 016 2 102 610 7 629 929
17
3 Methodology and Scope of Work
The methodology used in this work, and described in detail in the project proposal, is
summarized in the table below. For each of the four Pillars, we have completed the steps
described (in the blue blocks), to arrive finally at a consolidation of the results into a business
plan, after also considering interdependencies between the Pillars.
Figure 1: Methodology used in C&I Business Plan Development
The scope of work for each Pillar is illustrated below. Pillars 1 and 4 are subjects of somewhat
greater complexity and their analysis has, in agreement between ITU and KPMG, been driven
deeper, and different options have been considered. Pillars 2 and 3 have been analyzed based
on the current as-is situation, but the study nevertheless provides some comments and
recommendations for ITU and its members to consider for future plans.
Figure 2: Agreed and Confirmed Scope of Work

The following chapters provide detailed insight into each Pillar and the outcomes based on the
methodology and scope of work.

18
4 Pillar 1: Conformance Assessment
4.1 Business Analysis

In its capacity as a global authority for standards, ITU plans to conduct a conformity assessment
programme which is expected to include the following three separate components:
 Development of test specifications to test for conformance of equipment to applicable ITU-
T standards and relevant normative references if any,
 Provision of a database for registering products which conform with ITU-T standards,
 Implementation of an ITU Mark to be used by manufacturers and service providers who
have proven that their equipment corresponds to ITU-T standards.
In developing the resource model for Pillar 1 we have based our analyses on the ITU
Secretariat‟s past experiences and lessons learnt regarding test specification processes and
development of the ITU Conformity Database, as well as on the experience, thoughts and
opinions of interviewed Standard Development Organisations, Forums and testing labs. In
addition, we have considered written opinions from vendors with regard to conformance
assessment processes, workflows and capabilities. The following activities have been performed
as part of the business analysis:
 Review and analysis of available materials regarding previous work done by and on behalf
of ITU, (see Appendix A.1)
 Collection of information through interviews with ITU staff, third party partners and other
organisations involved in conformity assessment, (see Appendix A.1)
 Specification and consolidation of tasks, functions and activities conducted in connection
with the development of test specifications and the Conformity Database, establishment and
maintenance of an ITU Mark
 Identification of gaps and risks in ITU‟s current operating model and definition of relevant
recommendations for improvements which enhance the chances of successfully
implementing this Pillar of the C&I Programme.
The analyses of activities included in Pillar 1 are presented separately for each of the
components, (i.e. test specification development, Conformity Database and ITU Mark), since
the final decision on their respective implementation is still pending.
Test specification development is the only one of these components which has already been
performed in the past and is still carried out by some Study Groups (e.g. tests for optical fibre
cables [SG15], coding of voice [SG16]). This activity might be perceived as the most natural
component proposed for Pillar 1. Moreover, the analysis of the feasibility and of options for
implementing this activity indicates that its impact on ITU‟s image as a standardisation body is
positive. This activity is also carried out by other SDOs (e.g. ETSI) as part of their
standardisation work.
The two remaining activities are usually not performed by other standardisation bodies but by
Forums or non-profit organisations set up in order to promote selected technologies as well as to
support the development of common solutions.
4.1.1 Writing tests specifications

The first component of Pillar 1 relates to the development of test specifications to verify
conformance of equipment to applicable ITU standards. ITU-T has some 3 000 standards, but
only a small portion of them are assorted with the required test specifications to ensure full
19
feasibility of their application. Only some of ITU‟s Study Groups (SGs) are currently preparing
test specifications within the scope of their work and this activity is limited to the capabilities
and know-how of Study Group members. The intention is now to complement ITU‟s standard-
setting capacity with the capacity to systematically develop test-specifications where relevant
and thus to bolster the implementation of the standards which play such a crucial role in ITU‟s
mission.
4.1.1.1 Assumptions
The analysis of human resources required to develop and perform ITU test specification
development processes has been based on the following key assumptions:
 The test specifications development process which is currently considered within the C&I
Programme will be carried out only for new standards that are now under development or
those that will be developed in the future. Standards for which test suites should be prepared
will be selected based on principles defined by the ITU membership or the ITU Secretariat
may conduct a dedicated study regarding Recommendations for which there is a market for
test specifications. The results of this study will allow preparing a roadmap of further
actions.
 Some test specifications for ITU standards are currently being prepared by Study Groups
within the scope of their activities. However, this work has so far not been specifically
carried out as a part of the C&I Programme.
 The human resource calculations in this business plan are based on the experience,
processes, functions and tasks currently performed by ITU Study Groups, on the
information and experiences of interviewed parties, as well as on input from ITU TSB
representatives regarding the estimated scale of test writing activities.
 The resource plan for the development of test specifications in this business plan presents
the total resources required to perform these activities under the assumptions / drivers
presented by the ITU (in the case of this component of Pillar 1 – the number of test
specifications written each year), and independently of current resources.
 The resource plan covers the human resources required within the ITU Secretariat, but not
any additional financial resources required to pay for external development of test
specifications in the cases where this option would be chosen.
 ITU will establish or expand currently existing cooperation with other SDOs, Forums and
consortia, independent test labs, etc. in order to be able to engage more people in test suites
preparation.
4.1.1.2 As-is Analysis: Identify SWOT and Gaps

Based on information received from the ITU Secretariat and on interviews conducted during the
study, we present the following SWOT analysis for the Pillar 1 component Writing tests
specifications:
Strengths (internal efficiencies)

 Particular individuals from ITU‟s sector members possess the required in-depth technical
knowledge and experience necessary to prepare test specifications for ITU standards. They
are talented and highly skilled people and their involvement in test suites development
activities would be very valuable.
20
 Development of test specifications for standards results in increasing the quality of these
standards and in improving the products which correspond to those standards.
 Wrongly implemented technology might lead to a lack of acceptance or delay market
acceptance and the resulting costs may considerably exceed the costs of writing test
specifications. Test specifications may therefore be a cost saver.
Weaknesses (internal challenges)

 In the past, ITU Study Groups have prepared numerous standards that were not
accompanied by test suites. For some standards, test suites have already been prepared by
other market players. While selected talents exist (see “strengths” above), there are also ITU
Study Group members who do not possess the required knowledge to prepare test suites.
 Within the ITU there is currently no clear process or rules for the selection of standard
requirements (or options), for which test specifications should be prepared.
Opportunities (external potential benefits)

 For the telecom sector, the value of ITU‟s standards will increase if they are supported by
adequate test suites (some SDO or Forums treat test suites as an integrated part of the
standards development process7).
 By adding test suites to relevant Recommendations ITU will strengthen its position as a
global SDO.
 Preparation of test suites and performance of testing against ITU standards will have a
positive impact on the quality of these standards (and of relevant products) via feedback
mechanisms forming the basis for developing and updating ITU-T standards, guidelines and
recommendations and boosting the relevance of ITU among the standards developing
organisations.
 There is the possibility to leverage existing ITU test expertise spread across various Study
Groups and ITU divisions to disseminate general knowledge and experience regarding
testing requirements, processes and procedures.
 For greater impact of SGs, employees among ITU‟s sector members who possess the
required in-depth technical knowledge can be identified and involved in the work of Study
Groups.
 Other Pillars of the C&I programme, e.g. human capacity building initiatives or
interoperability events, can be used to market the objectives of Pillar 1 such as test suite
contribution.
 Cooperation with other SDOs, Forums, consortia and independent test labs might result in
preparation of needed test suites without ITU having to incur additional costs. The success
of this cooperation will be highly dependent on the adopted business model and potential
benefits for ITU‟s partners.
7
Source: KPMG interviews see bibliography list in Appendix A.1
21
Threats (external risks)
 ITU Members are often also involved in the activities of other SDOs, Forums or non-profit
organisations, where they may also be engaged in some form of test specification
development. This may mean that they are a) less available or b) less willing to perform
such activities also within ITU Study Groups.
 Interviews have shown that the ITU already faces certain problems associated with the
limited involvement of ITU Members in the work of particular Study Groups. It may be
difficult to more systematically engage Members‟ resources in writing test specifications
free of charge.
 Other SDOs, Forums and consortia may not be interested in providing their test suites to
ITU or writing test specifications free of charge, seeing an opportunity for themselves to
benefit from a “first to market” advantage.
 There is a risk that, if ITU pays for the preparation of tests corresponding to its standards,
some Study Group experts might also expect to be paid for the development of the standards
themselves. This may lead to a misperception that ITU is a funding organisation for the
development of test suites. In comparison, ETSI pays for the development of test suites in
case of projects that are performed on behalf of the European Commission. In those cases
dedicated funds are set aside for this purpose or provided by the European Commission.
4.1.1.3 Options and Actions

Currently only a minority of ITU Study Groups prepare test suites. One of the main reasons is
that not all standards require test suites, as is the case for example with standards on
requirements or architecture. Another reason is that SG Members may not be interested in
preparing test specifications. Mainly however, the process of writing test specifications requires
the people involved to possess specific knowledge and experience and often this knowledge is
lacking in the Study Groups.
Considering the above as well as the fact that among ITU Members there are people who have
the necessary skills, it is possible to define two options for writing test specifications.
Option 1 – Writing test specification with no additional costs for the ITU
This option assumes that ITU budget will not cover additional costs for writing test
specifications. Taking into account all tests indicated as required by ITU Members, the ITU will
only develop those that can be prepared as part of the current activities of the particular Study
Group or could be prepared by SDOs, Forums or other organisations, e.g. as a results of
cooperation or dedicated agreements, but avoiding additional costs in the ITU budget. (It is
important to note that before any agreement or cooperation is established, legal issues will have
to be analysed carefully in order to determine potential liabilities for ITU.)
Under this option the ITU Secretariat would actively encourage ITU Members to delegate
additional people with needed skills to work in Study Groups. However, in light of the
arguments highlighted in the SWOT analysis above, important gaps will possibly remain in
terms of coverage of standards with required test specifications.
Option 2 – All required test suites are prepared even if ITU has to incur additional costs
This option seeks to achieve complete coverage with test specifications of all standards
indicated by ITU members as requiring them. It first considers all possibilities of developing
test suites cost free, and only thereafter turns to filling any gaps by accepting to incur a cost.
This means that ITU SGs will be encouraged to prepare test suites within the confines of their
22
current activities. If this is not possible, the ITU will establish cooperation with other SDOs,
Forums or non-profit organisation in order to prepare test suites without the ITU incurring
additional costs.
Thereafter, any remaining necessary development of test specifications is remunerated, and the
ITU will have to find financial resources to pay third parties for their preparation.
Summary
Both of the above-mentioned options assume that in order to prepare test suites while
minimizing costs the ITU should establish and maintain close cooperation with other SDOs,
Forums, non profit organisations or other stakeholders on the telecommunications markets who
might be interested in developing test suites for particular technologies. Both options also
assume that test suites could potentially be prepared by test labs interested in cooperating with
ITU as part of an agreement to test telecommunication equipment against ITU standards.
In the present document, further analyses will be carried out only for Option 2.
4.1.1.4 Advantages and Challenges

As agreed with the ITU Secretariat, for the purpose of developing the human resource plan for
Pillar 1, the calculations of resources required to implement this Pillar will be costed for the
above-mentioned Option 2. Thereby, once ITU‟s members decide which of the newly developed
standards require test suites, the ITU Secretariat will be charged with the responsibility of
ensuring their preparation.
Below we detail the following advantages and challenges of Option 2, under which tests are
prepared for all standards selected by ITU Members:
Table 1: Identified advantages and disadvantages of Option 2 of test specification development, under which tests are
prepared for all standards selected by ITU Members
Advantages Challenges
1 Availability of all test specifications 1 As possibly substantial costs will have to be

indicated by ITU members – higher level incurred in order to write all test specifications
of satisfaction among ITU members. indicated by ITU members, there will be a need to
find additional funding for this activity. Some ITU
members may object to the principle of additional
spending.
2 Better cooperation with other SDOs, 2 Difficulties in finding SDOs, Forums or labs
Forums, non-profit organisation, interested in writing test specification for ITU free
independent test labs who might take an of charge, if there is no reward. They might be not
active role in writing test specifications. interested in performing this activity taking into
account the necessary time and effort.
3 Systematic preparation of test 3 This option may have a negative impact on the
specifications will improve the perception annual fees paid by Members – some of them
of ITU as well as strengthen its position might not agree to increase annual membership
among telecommunications market fees in order to ensure additional funding for this
players. activity.
4 If SG members see that ITU will start to pay for

some activities (which cannot be accomplished
otherwise), they may ask to be paid also for their
contributions which are currently provided for free.
23
4.1.1.5 Recommendations
ITU is a global standard-setting body. In the past several years most of its SGs have
concentrated on preparing Recommendations that did not include test specifications. The
implementation of the C&I programme by ITU is associated with growing demands of ITU
members to enhance the scope of work by including test specifications development in
standard-setting work. In order to be able to respond to the demands it is necessary to select an
option that will effectively bring the required change.
Analysing both options, it seems that Option 1 is better for ITU members from the financial
point of view as this option does not generate additional costs. However, by choosing this
option the current state may not change significantly and the number of new test suites will be
insufficient. As a result, it is recommended to choose Option 2, which will guarantee that test
suites are prepared for each standard selected by ITU members as requiring them. The
involvement of external parties will be required, and additional funds will have to be raised to
cover the cost. However, the goals of the activity will be achieved. It is highly recommended to
pay particular attention to the process of selecting standards for which tests should be
prepared. Not all standards currently under preparation or developed in future will require test
specifications. ITU members should concentrate on the selection process in order to ensure that
the selected standards:
 Apply to a technology for which test suites are not already developed by other SDOs,
Forums or non-profit organisations;
 Apply to a technology that is or will be readily used worldwide – level of popularity is high;
 Are harmonised with test suites;
 Are the subject of interest of different market players (stakeholders);
 Specify several requirements in a way that supports the preparation of test specifications.
If the selection process is carefully conducted, it will likely increase the level of involvement of
representatives of different ITU members in SG work. This may decrease the need for external
funding necessary to develop test suites by external parties.
4.1.2 Implementation of the Conformity Database
4.1.2.1 Assumptions
The analysis of human resources required to implement the ITU Conformity Database has been
based on the following key assumptions:
 The Conformity Database (CDB) has already been developed as a tool, but so far it has not
been populated with any data. The ITU has been considering four different Routes (see
Appendix A.7) to enable vendors to directly place their products in the CDB. The current
plan is that ITU will not systematically verify the validity of data submitted by vendors.
 The first two routes are based on assessment procedures established by international
standards development organisations. The third route is based on assessments made by
laboratories endorsed by other SDOs, forums, etc (third-party assessment) and the fourth
one is based on a self-assessment procedure. The outstanding decision on which Routes will
be adopted will have a deep impact on the nature of the CDB. Vendors will choose Route 1,
2, 3 or 4 according to their own decision. Each entry will potentially carry a code (reference
number) to show which Route has been taken by the vendor. Users of the CDB must be
made aware of the fundamental differences in reliability of the four routes.
24
 The human resource calculations will be based on the experience, processes, functions and
tasks currently performed by the ITU Secretariat, information and experience of interviewed
parties (i.e. other Standards Development Organisations, Forums and test labs, ITU
Consultants), as well as input from ITU TSB regarding the estimated scale of test writing
activities.
 The resource plan for the implementation of the Conformity Database will present the total
resources required to perform these activities under the assumptions/drivers presented by
the ITU, independently of current resource levels.

Based on information received from ITU and interviews conducted with ITU staff and relevant
third parties8, we present the following SWOT analysis for the Pillar 1 component
Implementation of the Conformity Database:

 The database will be easily accessible for anyone wanting to check which vendors offer
products that are in line with Recommendations and their normative references.
 If Route 1 and 2 are used, entry of products in the ITU database provides an immediate
confirmation that they have been successfully tested by accredited bodies, thereby reducing
the risk/probability that equipment will not interoperate.
 If Route 1 and 2 as well as Route 3 are used, selection of products entered in the CDB (and
therefore successfully tested) will potentially mean that operators will need to perform fewer
tests before putting equipment in their network, especially if test labs from Route 3 will use
test suites verified and accepted by ITU or if ITU cooperates directly with those labs.
 ITU members have on many occasions reported that they do not have any information
concerning products that are in line with ITU standards. The CDB would provide ITU‟s
response to those conformity issues raised by operators / regulators, but only for a narrow
set of standards‟ requirements and only if Route 1, 2 or 3 are used.
 Adoption of Routes 1 and 2 may increase confidence of customers and improve business
opportunities for vendors, especially when MRAs are established. The use of MRAs may
result in lower prices for end users: although testing costs still have to be incurred, thanks to
the MRAs they can spread over a higher number of products sold in the marketplace, and
thereby may result in cost reductions. Testing will provide feedback to the ITU Study
Groups enabling them to improve the quality of Recommendations.

 Inclusion of a particular product in the CDB does not provide absolute certainty on whether
this equipment is interoperable with others – the CDB could reduce the risk, but does not
provide confirmation of interoperability.
 Recommendations that have already been prepared do not always specify particular
requirements that have to be met in order to be able to confirm that a product is in line with
a standard. While for new standards or standards currently under development it is still
possible to do this, for old ones it cannot in principle be done.
8
See bibliography list in Appendix A.7 for references to sources
25
 For most ITU Recommendations there are currently no ITU test specifications available. As
a result it is possible to register products in the Conformity Database only for products
tested according to test suites produced by others than ITU.
 Operators usually purchase equipment adjusted to their own specific requirements and
verify their functionality before putting anything into their networks. Therefore, vendors and
operators perform their own tests to verify interoperability of products regardless of the
existence of the CDB. Its value may therefore be questioned by some.
 Route 4 is based mainly on self-assessment which potentially weakens the quality of the
data.
 The process of accreditation according to ISO is expensive and for some labs there might be
no justification to spend money on certification for testing equipment that meets voluntary
standards, which change very frequently.
 Misunderstandings about the purpose and contents of the CDB might have negative
implications on ITU‟s image. Players from developing regions might erroneously consider
products listed in the ITU Conformity Database as “fail-proof”. A relevant warning has to
be clearly included to avoid such misperceptions.
 On the other hand, in a situation where no products are registered in the CDB, inexperienced
market players may believe that there are no “good” products available on the market.
 The requirements for Route 4 do not include those that would guarantee the same level of
quality of the products entered in the database using Routes 1, 2 or 3. Route 4 is based
solely on self declaration. It can be used by any manufacturer who produces equipment and
conducts tests in its own laboratory, as long as it is a member of the ITU.
 According to the assumptions for Route 3 (see Appendix A.7), vendors can test their
equipment in labs that were positively assessed by other SDOs, forums, etc. However, there
is no guarantee that representatives of those organisations carry out regular audits or other
verification actions with regard to these labs, based on which they are able to confirm the
high quality of work performed by the labs. This risk may be addressed by establishing
cooperation with test labs that follow Route 3 or by accepting test suites used by them.

 If Route 1 and 2 are used, there is a higher probability that developed countries will be able
to re-sell used equipment. Route 3 may potentially assure a similar or even higher level of
quality, if ITU cooperates with test labs or tests will be accepted by the ITU e.g. Study
Group members.
 Potentially, test labs accepted for Route 3 may offer better prices for the market given the
economy of costs connected with ISO accreditation.
 If only Route 1, 2 and 3 (under given conditions) are used, the probability of new
equipments‟ interoperability with legacy network elements already installed will increase.
 ISO 17025 accreditation may not be available for test labs performing the testing of new
technologies. One may expect considerable delay before accreditation can be achieved.
Route 3 provides a potential solution to this issue.
 ITU can establish cooperation with organisations who are involved in the accreditation
process in order to promote and support accreditation activities amongst test labs interested
in performing tests against ITU standards‟ requirements (Route 1 and 2).
 The introduction of the CDB and participation of organisations in the database will increase
awareness and visibility of ITU‟s activities.
26
 There is an excellent possibility of partnering with labs that have defined test suites for ITU
standards. The ITU can reuse these test suites, if they are of high quality. (However, a
process for verifying the test suites will have to be established and a confirmation of tests
might also be needed). ITU may accept tests done by other laboratories and, taking into
account intellectual property rights, ITU might decide to publish parts of the test suites
agreed with developers.
 Human Capacity Building can be used to familiarise the industry with the concept of the
Conformity Database, its meaning and purpose and to instruct potential users on how to
benefit from it.

 If only Route 1 and 2 are used, vendors may raise the issue of higher production costs and
therefore prices of equipment due to the costs of performing scope updates and accreditation
audits in step with evolving product features.
 Moreover, some vendors may raise the issue that higher prices of equipment will result in
decreased sales. This in turn will decrease the level of investments in networks – especially
if operators are obliged to buy only CDB registered products, e.g. in developing countries.
 No control is foreseen to verify whether products fulfil standards‟ requirements – any
vendor can make a self-declaration which carries a risk with regard to quality in case of
Route 4.
 The Conformity Database will not provide a reliable answer to the question which
equipment should be bought to guarantee interoperability. There is a risk that some
inexperienced market players believe that each product from the CDB will work properly in
every network. ITU has to clarify this issue at least by presenting relevant disclaimers.
 If there is no clear understanding of the purpose of the CDB, operators and end-users might
find that equipment registered in the CDB is not interoperable and hold ITU responsible as
the administrator of the CDB.
 Some organisations, e.g. vendors or test labs, could strongly resist the introduction of the
database if they do not see the benefits.
The Routes to be used are intended to be clarified to users via a code or reference number. The
understanding by users of the Routes (and/or respective codes or reference numbers) and of
their meaning is a crucial component, as any misunderstandings will carry major risks for both
users and for the ITU.
4.1.2.3 Options
In today‟s world a plethora of different technologies are used to offer services to clients. For
most of these technologies operators can choose between equipment from many different
vendors. Some network operators face the difficulty of choice when confronted with a multitude
of solutions. The Conformity Database as a part of the C&I Programme is likely to be perceived
by some telecom operators as a support tool in selecting solutions.
27
In our analysis, we considered three options concerning rules for implementing and maintaining
the CDB:
Option 1 – Database for products tested according to ISO/IEC procedures

This option assumes that:
 Only Route 1 and 2 of Conformity Assessment & Certification will lead to registration
in the CDB;
 ITU collects information on third parties that have prepared test specifications for ITU
standards as well as information on accredited labs that perform tests;
 For some standards test specifications may not be available. For as long as this is the
case, conducting tests and registering products in the CDB is therefore not possible.
Option 2 – Database with specific restrictions for product registration

 Only routes 1, 2 and 3 of Conformity Assessment & Certification will be available to
register products in the CDB;
 All of these routes will be available to all market players, both ITU members and any
other entities whose products have passed the required tests;
 ITU collects information on third parties who have prepared test specifications for ITU
standards, as well as information on labs that perform tests.
Option 3 – Open Conformity Database

 Routes 1, 2 and 3 are accessible to all vendors to register products in the CDB;
 Route 4 is accessible to ITU members only;
 ITU collects information on third parties who have prepared test specifications for ITU
standards as well as information on accredited labs that perform tests.

For the purpose of developing the human resource plan for Pillar 1, the calculation of resources
required to implement this activity will be based on the assumptions for the above-mentioned
Option 3, which was indicated to KPMG as the preferred option by our project counterparts
from the ITU Secretariat. Below we detail the following advantages and challenges of the
selected Option 3, under which three Routes are accessible to all vendors and Route 4 is open
for ITU members only:
28
Table 2: Identified advantages and disadvantages of Option 3, under which three Routes are accessible to all vendors
and Route 4 is open for ITU members only
1 In case of Route 4 there would be no 1 Route 4 provides no safeguard against placing in

additional cost incurred by vendors above the database products of poor quality. Route 4
membership fees. Vendors would not have may create a “Conformity Database” which
to pay for tests in labs, but they would have includes products without any guarantee of
to be ITU members. conformity. If ITU members decide to verify test
suites based on which tests were performed, ITU
Secretariat will have to ensure human resources
capable of performing this function.
2 Route 3 will increase the number of test 2 Vendors who manufacture products of low
labs where tests might be performed. quality and use Route 4 may nevertheless place
these products in the CDB as part of their
marketing and sales activities (publicity). This
may have negative impact on the perception of
the ITU Mark on the telecommunications market
(if granted to Route 4 products)
3 Entry of products in CDB is free of charge. 3 Many vendors may only use Route 4 to enter
their products in the CDB – leaving their
conformity uncertain.
4 ITU will gather in-depth knowledge about 4 Currently the ITU does not have any direct
standards‟ “second life” – who uses these relations with test labs indicated in Route 3. The
standards, who prepares tests, who ITU cannot directly verify the quality of their
produces products according to the work, nor can it confirm how other SDOs are
standards‟ requirements. This option may performing such quality checks.
possibly provide the broadest view of the
market.
5 The costs of CDB maintenance will be kept 5 If Route 4 is available, the CDB might be
to a minimum – only IT infrastructure and perceived as a database that compares poorly to
administration costs will have to be databases provided by other SDOs or Forums,
incurred. which are populated after successful completion
of product tests that are conducted by selected
laboratories based on approved test scenarios 9.
6 Implementation of Option 3 can lead to

increased sector membership. Vendors who
are currently not members of ITU, but are
interested in entering products in the CDB
may prefer to pay a membership fee and
enter products according to the fourth
Route instead of paying labs for performing
tests.
9
Detailed information concerning rules of entering data in databases of other SDOs or Forums is
provided in chapter 4.1.5
29
Conformity and Interoperability are the two main issues that are raised by ITU members in the
current technological world. If the Conformity Database is intended to be a tool which supports
ITU members in taking decisions concerning the purchase of equipment, it should be underlined
that the CDB only addresses conformity issues and is intended to be the database of products
that have met conformity requirements, but does not guarantee interoperability. For the
credibility of the conformity claim, it needs to be ensured that the process of entering products
in the CDB and the input data should be strictly controlled. Products registration in the
Conformity Database might be limited to:
1 Products that are in line with ITU standards for which test suites were prepared and are
recognised by ITU, e.g. tests prepared by other SDOs, Forums or other organisations. This
would mean that it would not be possible to enter products in the CDB that have been
declared compliant with standards for which test scenarios are available simply on the
market but are not recognised by ITU.
2 Products that are in line with ITU standards for which test suites were directly prepared by
ITU or approved by ITU.
3 Products that were tested according to ISO/IEC procedures (Route 1 and 2). Implementation
of this limitation guarantees that product tests are performed in laboratories that ensure high
quality and that the tests performed are well conducted.
4 Products that were tested in a laboratory accepted by the ITU and based on test suites
accepted by ITU.
5 Products that were tested in laboratories approved by other SDOs, Forums or consortia and
based on test suites developed or accepted by the ITU.
Option 3, indicated by ITU representatives as the option currently mainly considered, does not
provide a guarantee that the information available in the CDB will be verified to a sufficient
extent. The selection of this option allows that vendors publish information about their products
in the CDB without additional costs for accredited testing procedures, but there will be no
control over this data.
KPMG recommends Option 2 as a rule for populating the Conformity Database. Additionally,
to improve the quality of data entered in the CDB according to this option, it is recommended to
establish specific agreements with relevant partners for implementation of Route 3 (e.g. test
labs). Furthermore, an evaluation process for test suites used by test labs in Route 3 might be
considered (e.g. evaluation of test suites prepared by the test lab).
4.1.3 Implementation of the ITU Mark

For some standards that have been developed by other SDOs a conformity path has been
launched on the market, and as a result equipment and service providers are able to obtain rights
to use a dedicated mark on their products, e.g. Wi-Fi, Bluetooth, ONU, OLT equipment. ITU is
considering the introduction of an ITU Mark to provide a similar visible declaration and
confirmation of conformity with ITU-T standards. Some analysis concerning an ITU Mark
programme has been performed already and the results of this work have been used as a basis to
perform the analyses below.
4.1.3.1 Assumptions
The analysis of human resources required to implement the ITU Mark as well as the manner of
implementing the ITU Mark has been based on the following key assumptions:
 ITU Mark might be given to products tested against ITU standards‟ requirements.
30
 ITU Mark provides a visible declaration of compliance with standards‟ requirements; it
does not however represent confirmation of interoperability. The Mark is renamed “ITU
Conformity Mark” to increase the transparency of its meaning.
 The establishment of the ITU Mark is not obligatory for the ITU since its implementation is
not specifically demanded by a Resolution. According to the Resolution concerning the C&I
programme this is only an option that should be considered for the time being.
 The ITU Mark is intended to be directly linked to test specification development activity, as
well as to the Conformity Database.
 The human resource calculations will be based on information and on the experience of
interviewed parties (i.e. other Standards Development Organisations, Forums and test labs,
ITU Consultants), as well as input from ITU TSB.
 The resource plan for the implementation of the ITU Mark programme will present the total
resources required to perform these activities under assumptions/drivers presented by the
ITU (in the case of this component of Pillar 1 – each processed ITU Mark application form),
independently of currently available resources.

Based on information received from ITU and interviews conducted with ITU staff, relevant
third parties10 we present the following SWOT analysis for Pillar 1: Implementation of ITU
Mark.

 ITU is well recognized as a global standards body where the private and public sector work
together and this lends credibility to an ITU Mark.
 The ITU Mark carries potential benefits for members, inter alia for National Regulatory
Authorities, by making it easier to set adequate regulations, and for operators, as they will
potentially need to perform fewer tests before putting equipment into their network, if the
equipment includes ITU related specifications.
 The ITU Mark provides an opportunity to clearly confirm (in a visible way) conformance to
ITU standards.
 Previous experience associated with the introduction of the GMPCS mark (for terminals
working with satellites) presents a starting ground for the new programme.

 ITU does not conduct any processes to verify the fulfilment of standards‟ requirements by
manufactures.
 The perception of ITU in the telecom market may change. Whatever the underlying details
of the Mark may be, it will be seen as a move from standard definition body towards a
certification body. This real or perceived evolution of mandate will be a controversial
development for ITU members
 It may take time before the first products with the ITU Mark will appear on the market,
since for most ITU recommendations there are currently no test specifications:
10
KPMG analysis is based on documents and interviews, including ETSI, ITU C&I, ITU Consultants, ITU Study
Group members
31
• In the case of older standards and products, interest in test preparation or in obtaining
the ITU Mark will be low.
• In the case of new standards and equipment, it will take time for vendors to conduct the
tests and to obtain the ITU Mark.
 If for some of the standards no products are available with the ITU Mark, inexperienced
market players may believe that there are no “good” products on the market increasing the
need to familiarise the industry with the concept of the ITU Mark programme in order to
avoid any confusion and misperceptions.

 An ITU Mark provides an easy way of recognising product conformity especially for ITU
members from developing countries.
 The visible presence of the ITU brand on products will generate publicity and increase
awareness of ITU‟s activities.
 Implementation of the ITU Mark programme may be considered a value added activity for
the market, especially operators.
 Human Capacity Building can be used to familiarise the industry with the concept of the
ITU Mark, its meaning, purpose and to instruct potential users on how to benefit from it.

 ITU Mark may generate some confusion concerning its purpose and meaning, if this is not
clearly communicated worldwide and is wrongly interpreted by inexperienced users.
 Misinterpretation of the ITU Mark‟s meaning might have negative implications on ITU‟s
image.
 Market players may not see any value in the ITU Conformity Mark.
 ITU Mark might be used in an uncontrolled way if clear rules for its use and surveillance are
not established.
 Vendors may consider the ITU Mark to be an additional cost that increases the price of their
equipment due to the necessity of testing, or of packaging with ITU Mark. They therefore
argue that this will in turn impact prices charged to operators and end users.
 Moreover, some vendors raise the issue of longer time-to-market due to the necessity to
perform additional tests (if these are necessary), if no MRAs are available.
 At present ITU lacks information concerning laboratories interested in conducting tests and
able to conduct them.
4.1.3.3 Options
Each product available on the market is usually labelled with the name of its producer. Some
products are also labelled with additional marks that are commonly recognised on the market or
clearly interpreted by target clients of these products. People purchasing a labelled product
expect it to be compatible with the technologies/features that they associate with the institution
that manages the brand. The same situation will apply to products bearing the ITU Mark.
Therefore ITU should place particular emphasis on the rules relating to the possible use of the
ITU Mark by equipment manufacturers. It is particularly important to precisely define the
requirements that must be met in order to be able to place the ITU Mark on products, as well as
32
the rules for labelling to minimise the risk connected with the misinterpretation of the ITU
Mark‟s meaning and purpose.
Taking into account the results of the SWOT analysis, as well as the above-mentioned
information, in our analysis we propose to consider two options:
Option 1 – Implementation of an ITU Conformity Mark for products tested according to ISO/
IEC procedures.
 Only products that were tested according to ISO / IEC procedures (Route 1 and Route 2
of the CDB) may obtain the right to use the ITU Conformity Mark.
 ITU does not select the laboratories that perform product tests.
 ITU Mark is not limited to selected standards, however ITU can limit the possibility of
obtaining the ITU Mark only to those standards for which test suites have been prepared
or approved by ITU. In case of test suites prepared by other organisations (e.g. SDOs,
Forums, alliances, test labs, etc.) ITU will reserve the right to verify test procedures used
to test the products.
Option 2 – Individual/ dedicated ITU recommendation Mark

This option expands on option 1. It assumes that Route 1, 2 or 3 can be used for obtaining the
ITU Mark. However, in order to limit risks associated with Route 3, several conditions are
respected:
 the possibility of using Route 3 will be limited to selected standards/technologies only,
e.g. standards that mobilize the highest interest in the market.
 Test suites for such standards/technologies will be prepared by SGs or by third parties,
however SG review will be required. For example, in case of Route 3 ITU may select
the labs responsible for performing product tests and based on the results of these tests a
decision will be taken to grant the right to use the Mark.
 Collaboration agreements could be established between ITU and one or several SDOs or
organisation in order to support the accreditation process of laboratories (Route 1 and 2)
or to assure test suites for laboratories recommended by others.
 The Mark may be given a name or reference directly linked to the dedicated
technology/Recommendation/service.

For the purpose of developing the human resource plan for Pillar 1, the calculations of resources
required to implement this activity will be performed for the abovementioned Option 2 since it
can be implemented regardless of the option selected for other elements of this Pillar, i.e.
writing test specifications and Conformity Database.
Below we detail the following advantages and challenges of Option 2 for ITU Mark:
33
Table 3: Identified advantages and disadvantages of Option 2 for the ITU Mark
1 Route 3 will provide a usable option in case of 1 Risk of higher prices for operators and end
testing against standards that are new on the users –manufacturers will have to incur test
market and for which an accreditation process costs to obtain the ITU Mark, (which itself
has not yet been performed. may have to be paid for).
2 Different types of routes (ISO labs or other 2 Developing countries might consider the ITU
independent labs) will allow increasing Mark a prerequisite for importing equipment.
competition, resulting in lower prices for This creates limitations.
testing.
3 ITU Mark is restricted to products that have 3 An ITU Conformity Mark programme will
been tested according to ISO/IEC procedures not function properly unless a database is
or products tested according to Route 3. As a established which includes information about
result the weaknesses and challenges of test specifications and labs that conduct tests.
Route 4 do not apply. ITU should provide details about laboratories
able to carry out product tests.
4 Route 3 means shorter time to market 4 ITU Mark might only be useful for
experienced users who really understand the
difference between conformity and
interoperability.
5 Some Forums or non-profit organisations

currently use ITU standards in order to
prepare implementation requirements and to
certify products. They may perceive the ITU
Mark as a competitive activity.
The decision concerning the implementation of an ITU Mark is a critical step to be taken within
the C&I programme. The implementation of the ITU Mark might be viewed by some market
players as a recommendation of the best products available on the market. In order to prevent
such perception, it is essential to clearly establish and explain the objectives and rules of
obtaining the ITU Mark and to communicate the meaning of the ITU Mark worldwide in a
major communications effort. ITU should also clarify rules of use of the ITU Mark for vendors
who will be entitled to use it.
The introduction of the ITU Mark will not be possible if other elements of Pillar 1 like
writing test specification and Conformity Database are not implemented.
After full implementation of writing test specifications activity and Conformity Database the
ITU Mark activities would be based on tests prepared during test specification development
activity, as well as on information collected in the Conformity Database. This information will
be used to take a decision to grant a particular vendor the right to use the ITU Mark.
It is recommended to test the ITU Mark process in a trial based on a key technology for
which there is considerable market demand, e.g. timing and synchronization. Such a trial
will enable the ITU Secretariat to better assess the expected consequences of ITU Mark
implementation and to verify whether the results allow for the continuation of the ITU Mark
programme.
34
4.1.4 Important overall considerations and risks for Pillar 1
If ITU is interested in implementing all three activities, one of the most important decisions that
have to be made concerns the selection of parties/partners responsible for each task. If ITU
decides to implement all the Pillar 1 components, the following key risks may occur:
 These actions could be perceived as a move of ITU from standard definition body towards
certification body. The controversy about real and perceived mandate is likely to create
confusion and divide members.
 The focus of activities may lean towards standards that are included in a potentially
lucrative real or perceived certification programme instead of continuous development of
new standards. A certification process may generate income for the ITU and some might see
it as a more important activity than standards preparation.
 Some ITU members may question the necessity to pay membership fees, because ITU can
continue financing its operations using fees from the certification programme.
 If test specifications prepared by SG members are used in the certification process, these
members may expect to be paid for the development work.
The above-mentioned issues are only a few key examples of risks. One of the possibilities of
mitigating them could be to implement a business model similar to the one introduced by IEEE
(see case study below). In such a case ITU could establish a separate entity to manage
certification programmes or at least activities associated with granting an ITU Mark. The
establishment and maintenance of the CDB as well as writing test specifications could be
carried out either by ITU or by a separate body.
A second possible way of mitigating the risks listed above could be to establish a dedicated
programme in cooperation with other parties, e.g. Forums, independent test labs, non-profit
organizations, and to split roles and responsibilities between the members of the partnership.
Case studies of existing programmes are presented in the chapter below.
4.1.5 Case studies of certification programmes

There are several examples of Forums or other organisation that are performing activities
included in Pillar 1, e.g. Broadband Forum, Metro Ethernet Forum, Wi-Fi Allianz, WiMax
Forum.
4.1.5.1 Case study 1 – Metro Ethernet Forum (MEF)

The MEF, as the defining body for Carrier Ethernet is a global industry alliance consisting of
more than 175 organisations, including telecommunications service providers, network
equipment/software manufacturers, cable MSOs, semiconductors vendors and testing
organisations. The MEF develops Carrier Ethernet technical specifications and implementation
agreements to propagate interoperability and deployment of Carrier Ethernet worldwide. There
are two committees performing MEF activities: the Technical and the Marketing Committee.
Members can choose to participate in one or both committees.
Members
Members include organisations such as network equipment and test equipment vendors, service
providers, OSS companies, cable MSOs, certification labs and telecommunications system
integrators.
35
Certification program
The MEF certification programme is a point of reference for the telecommunication

industry with regard to Carrier Ethernet excellence. The threefold MEF programme
certifies equipment, services and professionals.
MEF Equipment Certification MEF Services Certification MEF Professional Certification

Programme Programme Programme
The process of developing the MEF Certification Programme consists of three stages:
1/ Technical Specification, ATS and Test Plan Development

Technical Defines the requirements for Test Cases
Specifications Approved by the MEF Technical Committee
Abstract Test Defines Test Cases strictly based on the technical specifications requirements
Suite (ATS) Test Cases include: Test requirement and object, Test configuration and test
bed schematics, Test procedure and variables
Test Plan Defines detailed Test Cases based on the ATS
Specifies the Test Case variables and all testing parameters
2/ Pilot Phase
Test Bed design, installation, configuration and automation by test lab
Test Bed
(Iometrix)
Pilot Testing First rounds of tests performed by Iometrix with MEF member companies
Resolution of technical issues through certification oversight and technical
Resolution
committees
End of Pilot Phase with announcement of first group of companies
Award Ceremony
successfully completing testing
3/ Full Certification Program
Administrative and logistical tasks (registration, scheduling) handled by

Logistics Iometrix (step 1 on Figure 1). MEF Membership is a pre-requisite to
certification.
Iometrix performs all certification tests and test procedures adhere strictly to
Testing
the Test Plans as approved by the MEF (step 2 on Figure 1)
Test Reports (step 3 on Figure 1), MEF Certificate (step 4 on Figure 1), MEF
Deliverables Certified Compliant logo (step 5 on Figure 1) and website listing (step 6 on
Figure 1). MEF certificate never expires.
36
1
Administrative and
logistical tasks
IOMETRIX
(registration,
scheduling…)
Conducting testing
IOMETRIX
process
Deliverables:
3
Test Reports
IOMETRIX Delivering test reports
Delivering the Certificate

IOMETRIX
certificate
Delivering Certified Logo

MEF
Logo
6
Database of
Website listing of certified
IOMETRIX certified professionals/ professionals,
products/services products,
services
Figure 3: Process of MEF certification
37
4.1.5.2 Case study 2 – The Broadband Forum (BBF)
The Broadband Forum is a non-profit organisation driving the development of broadband
wireline solutions and empowering converged packet networks. The Broadband Forum intends
to form global agreements on technical specifications, share deployment best practices, promote
the market for broadband and facilitate development of interoperable broadband-based network
components. The BBF develops multi-service broadband packet networking specifications
addressing interoperability, management and architecture.
Members
The BBF is an industry consortium, which includes approximately 200 members such as:
service providers, vendors, academic circles, consultants and test labs. There are four categories
of membership: Principal, Small Company Principal, Auditing and Associate.
Certification programme
The G-PON Certification Programme is based on test plans developed by
the Broadband Forum and work undertaken jointly with FSAN (Full Service
Access Network).
The BBF.247 certification programme is open to GPON ONU products with
Ethernet interfaces and is based on the Broadband Forum's OD-247 test
plan. It tests conformance to TR-156 using OMCI as defined in the ITU
G.988, which are the most critical standards for interoperable
implementations.
There are two laboratories which the Broadband Forum has reviewed and authorized to
administer the approved BBF.247 tests and assess eligibility of products for the Broadband
Forum Certification:
 Iometrix (www.Iometrix.com; offices in USA and China);
 LAN (www.lanpark.eu; offices in France and China).
The laboratories involved in this programme are independent third parties. The Broadband
Forum accepts test reports from them without further verification. At the same time, the BBF
takes no responsibility for inappropriate service.
With regard to the development of a certification programme, the Broadband Forum has written
the OD-247: G-PON ONU Conformance Test Plan. Later the BBF, together with Iometrix,
developed the TR-247: G-PON ONU Abstract Test Plan for the public.
38
1
Administrative and
logistical tasks
IOMETRIX
(registration,
scheduling…)
Conducting testing
IOMETRIX
process
Deliverables:
3
Test Reports

BBF
certificate

BBF
Logo
6
Database of
Website listing of
certified
IOMETRIX certified vendors/
vendors,
products
products
Figure 2: Process of BBF certification
The particular steps of the process can be summarised as follows:
1 This certification programme is open to Broadband Forum members only. G-PON ONU
vendors wishing to register for BBF.247 certification testing are to contact Iometrix.
2 Tests to qualify G-PON ONUs for BBF.247 certification are executed by Iometrix in
strict accordance with procedures approved by the BBF during an official test run period.
3 Iometrix delivers Test Reports to BBF.
4-6 Companies that achieve certification receive a set of deliverables designed to be included
in product sheets, websites, presentations, product launches and service provider G-PON
RFP responses:
 Official statement of certification issued by the Broadband Forum;
 Test Results issued by Iometrix;
 Listing on widely consulted BBF Registry of certified products and companies;
 Logo of BBF.247 certified products.
4.1.5.3 Case study 3 – Institute of Electrical and Electronics Engineers (IEEE)

IEEE is the professional association dedicated to advancing technological innovation and
excellence. IEEE has a dual complementary regional and technical structure. The organisational
units are based on geography and technical focus.
39
THE IEEE Standards Association
The IEEE Standards Association (IEEE-SA) is a consensus building organization that develops
and advances technologies, through IEEE. It brings together individuals and organizations from
a wide range of technical and geographic points of origin to facilitate standards development
and standards related collaboration.
Members
IEEE has more than 400,000 members in over 160 countries around the world. The members
include engineers, scientists and allied professionals whose technical interests are rooted in
electrical and computer sciences, engineering and related disciplines.
The IEEE-SA has 7,000 individual members and 200 corporate members.
Certification program
The IEEE Conformity Assessment Program (ICAP) and Iometrix has
launched IEEE 1588™-2008 Certification Program Pilot Phase.
The Programme is to assure the conformance of IEEE 1588™-2008
and ITU-T 8265.1 implementations in telecom environments. The
focus is on Packet Master Clocks and Packet Slave Clocks frequency
synchronization for high growth packet-based mobile backhaul
networks.
The IEEE 1588 certification programme is formed under ICAP (IEEE Conformance and
Assessment Program) – a joint initiative of the IEEE Standards Association (IEEE-SA) and
IEEE Industry Standards and Technology Organization (IEEE-ISTO). ICAP is a separate
organisation, the aim of which is to conduct / manage a certification process: from test plan
approval, legal aspects to registration of vendors, certification and delivering logo. The Iometrix
role is limited to testing (Figure 3).
40
1
Administrative and
logistical tasks
ICAP
(registration,
scheduling…)
Conducting testing
IOMETRIX
process
Deliverables:
3
Test Reports

ICAP
certificate

ICAP
Logo
6
Website listing of Database of
ICAP certified companies/ certified
products companies,
products
Figure 4: Process of IEEE certification
So far no certification has been launched under ICAP. The entity is still engaged in solving
policy issues and establishing a clear business model.
4.1.5.4 Conclusions from case studies

Analysis of programs established by BBF, MEF and IEEE shows that:
 Programmes are focused only on selected standards and selected requirements concerning
the implementation of a particular standard.
 It is common practice that product testing is based on approved or agreed test suites.
 The database of products can only contain those that have been tested in selected labs
 The right to use marks / labels or to achieve certification is granted based on the same rules
as for the database registration.
Standard setting bodies (e.g. IEEE, BBF, MEF) play a market role similar to ITU‟s. IEEE and
ETSI are good examples of organisations that do not want to mix standard-setting and
certification activities. The IEEE has set up a separate organisation (IEEE ICAP) in order to
assist parties interested in creating dedicated certifications programmes. However, IEEE and
IEEE ICAP are separate legal entities.
If ITU is interested in starting a similar certification programme, it is recommended to follow a
similar operating model with similar principles concerning main activities like rules for database
registration or certification granting. It is necessary to conduct in-depth analysis of possibilities
41
of establishing this type of operating model including detailed analysis of legal aspects and
consequences.
In the case of the implementation of the certification programme, ITU should, however, not
necessarily specify a test suite for every testable Recommendation. What is bought and sold in
the market place are services. So testing activities included in the certification programme
should be rather done for services, not necessarily for protocols, or components of a service.
The ITU may consider following the example of the MEF which announced 24 February 2012
that they packaged their some thirty test suites into “Carrier Ethernet 1.0” services and “Carrier
Ethernet 2.0” services.
For example, ITU could consider packaging its test specifications into series such as:
 “ITU Timing 1.0” services (to comprise test suites of the timing protocol ITU-T G.8265.1),
 “ITU Timing 2.0” services (to include performance testing and phase synchronisation),
 “ITU Media Coding 1.0” (the current ITU-T H.264 advanced video coding standard),
 “ITU Media Coding 2.0” services (the successor of ITU-T H.264 to come out in 2013) etc.
To lend more weight to the full C&I Programme, ITU may wish to strengthen cooperation with
other international organisations such as UNIDO, IEC-EE, ILAC and IAF.
4.2 Human Resource Modelling
4.2.1 Pillar 1: Writing test specifications

The aim of the resource plan for this Pillar 1 component is to determine the appropriate number
and skills of human resources needed to implement or coordinate the test specification
development processes to be reintroduced at ITU.
4.2.1.1 High-level Processes

The flow chart below defines the proposed process for verification of test specification needs
and decision making with regard to writing test specification.
42
IN - Member initiated via request
- Popularity of the Standard
- Improving Standard quality
1. Analysis of Standard
Discussion with ITU members
whether the test should be
prepared
Are tests
NO
needed?
OUT
YES
2. Check whether test have been

already prepared
Are there any tests for the

YES requirements of the
standards? NO
3. Analysis of tests
Are any
NO amendments YES
necessary?
5. Consultations with ITU SGs,
4. Tests are agreed with
other SDO, independent
Path 1 some considerations and
laboratories, organization in order
Tests are agreed necessary amendments
to decide who is interested in tests
must be made
preparation/ revision
Who is interested in
Only ITU OTHERS
tests preparation?
7. If other organization
6. ITU contacts members
will agree to prepare
of SGs and other
tests, ITU can participate
organization
in costs
Who will
ITU members,
prepare tests
SGs, etc. OTHERS Is ITU going to
suites?
YES participate in costs?
Can it be done
YES free of charge? NO NO
Path 3 Path 4 Path 5 Path 6

Path 2
Tests are delivered and Tests are delivered and Tests are delivered by other Tests are
Tests are delivered on a
ITU has to incur costs of ITU has to incur costs of organizations and ITU has to delivered by other
voluntary basis
preparation preparation incur some costs organizations
Tests prepared free Additional costs for

of charge tests preparation
Figure 5: Test specification development process
The particular steps of the process can be summarized as follows:

1 According to this approach, ITU will only concentrate on those standards (or selected
parameters within standards), for which test specifications have not yet been prepared, but
where members of ITU agree that this should be done. The aim of this step is to verify
whether there is a need for test suites among ITU members and for which test requirements
should be prepared. For each test suite the responsible Study Group may decide whether it
should be a normative or non-normative part of a Recommendation, or perhaps a
Supplement. Additionally, in order for the ITU to be able to publish texts containing test
43
suites, or parts of them, produced by other entities than ITU Study Groups, agreements with
or authorisation by their developers may be needed.
2 Verification should be undertaken whether any other organisations (SDOs, Forums, etc)
have already prepared the required test specifications. In case of new standards or recently
developed technology this step could probably be skipped.
3 If ITU identifies tests prepared by another organisation, the SG members analyse them and
decide whether there is any need for amendments – if not, the tests are approved and can be
used. The possibility of analysing tests prepared by other SDOs, forums, consortia or test
labs may be dependent on issues connected with intellectual property rights that have to be
considered.
4 If tests prepared by others do not fully correspond to the needs, additional work must be
done to make required modifications and amendments.
5 In order to minimise costs, ITU should consult with other organisations like SDOs, Forums
or Alliances to verify whether they are also interested in the test suites.
6 If the other organisations are not interested in preparing tests, then ITU has to consult
internally with Study Groups if it is possible to prepare the necessary test suites by SG
members or other members of ITU on a free-of-charge basis. If this is not possible, the ITU
Secretariat will be charged with finding a third party to prepare the test suites.
7 If other organisations are ready to participate in test suites preparation, then it is only
necessary to agree whether ITU should participate in the costs.
In case of Path 3 and Path 5 of the flow chart above ITU has to establish and implement a
process for selecting third parties to prepare test suites. ITU may either decide to establish long-
term cooperation with selected organisations or it may choose to contract a party on a case by
case basis. The flow chart below shows the main steps of the process for the case-by-case
option.
44
- Path 3
IN - Path 5
A1. Assigning people to tender

procedure
A2. Preparation of „Request for

proposal” document
A3. RFP sent to third parties who

might be interested in test suites
preparation
A4. Gathering of offers
A5. Analysis of offers
A6. Signing of Agreement
A7. Collection and verification of

works
Figure 6: RFP process flow

1 A particular Study Group should delegate representatives who will be able to provide
assistance in the preparation of technical requirements for the RFP document. Additionally,
the ITU Secretariat should appoint a person responsible for the legal part of the RFP
document. Delegated people would become the members of a tender committee.
2 Members of the committee are responsible for the preparation of the RFP document.
3 The RFP is published and additionally sent to select key market players (e.g. SDOs,
independent labs, etc.).
4 All offers are collected according to rules listed in the RFP document.
5 Following the collection of all submitted offers, the members of the tender committee
analyse these offers and select the one that best meets the selection criteria.
6 Representatives of the ITU Secretariat sign an agreement with the selected contractor.
7 Following the delivery of the contracted work, the members of the tender committee are
responsible for verifying whether all requirements have been met and accept the
deliverables.
4.2.1.2 Assigning Responsibilities to Processes

Based on the high-level definition of the writing test specifications process we have defined
responsibilities (or tasks) connected with each step.
For each of these responsibilities we then define the estimated workload needed to prepare test
suites for the set of parameters selected in each Recommendation. For each task we also provide
the name of the role (or function) responsible for its performance and associate it with a
45
complexity criterion that defines the required level of experience needed to complete these
functions:
 Level 1 – 2-5 years experience (grades: G3-G5),
 Level 2 – 5-7 years experience (grades: G6-G7, P3),
 Level 3 – 7-10 years experience (grades: P4-P5).
46
Table 4: Processes quantified with Complexity and Workload required to develop test suites for one Recommendation
Estimated
Process Task workload
Responsibilities / Tasks Complexity Role Ref.
Ref. Ref. (person- days
per test suite)
Cooperation with Study Groups responsible for standard preparation in order
1 1.1
to verify whether test suites are needed 2 1,00 TS Coordinator
Contacts with other organisation (SDOs, Forums) in order to check whether Cooperation
2.1a
they have already prepared required test suites – formal contacts 3 1,00 Coordinator
Contacts with other organisation (SDOs, Forums) in order to check whether
2 2.1b
they have already prepared required test suites – technical issues 2 4,00 TS Coordinator
Gathering of test suites prepared by other organisations. Initial analysis in
2.2
order to decide if tests should be presented to SG members for assessment. 2 2,00 TS Coordinator
Coordination of tasks associated with the analysis of test suites. Coordination
3 3.1
of preparation of the list of requirements that are not included in the test suites. 2 1,00 TS Coordinator
Coordination of tasks connected with the preparation of a detailed
4 4.1
specification and description of amendments that should be made 2 1,00 TS Coordinator
Consultation with other organisations concerning their interest in participating Cooperation
5.1
in test suites preparation 3 3,00 Coordinator
5
Cooperation
5.2 Gathering data concerning potential input from other organisations
3 2,00 Coordinator
Contact with Study Group members in order to verify whether they are able to
6.1
prepare the test suites in-house without additional support 2 0,50 TS Coordinator
Contact with other organisations or independent labs to check whether they are
6 6.2a interested in cooperation in preparing tests or developing them on a Cooperation
commercial basis – formal contacts 3 1,00 Coordinator
Contact with other organisations or independent labs to check whether they are
6.2b interested in cooperation in preparing tests or developing them on a
commercial basis – technical issues 2 1,00 TS Coordinator
Cooperation with other organisation in order to determine the level of ITU Cooperation
7 7.1
involvement 3 2,00 Coordinator
Coordination of task connected with selection of persons from among Study
A1.1
Group members dedicated to RFP process 2 1,00 TS Coordinator
A1.
Coordination of task connected with selection of persons from among ITU
A1.2
Secretariat dedicated to RFP process 2 0,25 TS Coordinator
Coordination of tasks associated with preparation of technical elements of the
A2 A2.1
RFP 2 2,00 TS Coordinator
47
Estimated
Process Task workload
Ref. Ref. (person- days
per test suite)
Procurement
A2.2 Preparation of formal / legal elements of the RFP
2 2,00 Advisor
A3 A3.1 Publishing of RFP and dissemination of information to potential contractors
2 1,00 Web Designer
Procurement
A4 A4.1 Collection of proposals
2 1,00 Advisor
Coordination of tasks associated with the analysis of technical elements of
A5.1
proposals 2 2,00 TS Coordinator
A5
Procurement
A5.2 Analysis of formal / legal elements of proposals
2 1,00 Advisor
A.6 A6.1 Signing of the agreement
3 0,25 TS Coordinator
A7.1 Collection of deliverables
A.7
A7.2 Coordination of tasks connected with verification of deliverables
Total workload per test suite 34,00
48
The data presented in the estimated workload column represents the number of person-days per
one test suite (for one Recommendation) necessary to fulfil each corresponding responsibility or
task. In accordance with these estimates the total workload needed for the test specification
development process amounts to 34 person-days per test suites. More detailed information
about the split of the above-mentioned responsibilities among particular resources is presented
in section 4.2.1.3.
At this stage it must however be noted that this workload calculation represents the estimated
effort required to perform the test suites development process for one Recommendation. For
some Recommendations not all tasks will necessarily be performed. For example, if other
organisations are interested in preparing test suites, ITU will not have to conduct RFP
procedures. It is also possible that in case of complicated standards and / or numerous
requirements / options requiring testing the time necessary to perform particular tasks may
increase.
In the next step we classify and group the responsibilities into generic roles performed by ITU
staff. These roles are discussed in the following section.
4.2.1.3 Identified Roles and General Workload

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 1:
writing test specifications of the C&I programme based on Option 2 in accordance with the
indications received from the ITU TSB representatives. Once these generic roles have been
defined we relate them to the current mode of operation and the professional categories and
grades within ITU. These roles and general workload per test suite for each Recommendation
are defined below.
49
Table 5: Grouping of responsibilities and necessary qualifications for roles identified for Pillar1 – writing test specification
Total
Average ITU Workload
Role Responsibility/Tasks Qualifications and Skills
Complexity Level per test
suite
Cooperation  2.1a Contacts with other organisation (SDOs,  7-10 years extensive technical
Coordinator Forums) in order to check whether they have experience in the C&I domain
already prepared required test suites – formal (including at international level).
contacts  Broad knowledge of C&I
 2.2 Gathering of test suites prepared by other developments, technologies and
organisations. Initial analysis in order to decide players involved worldwide e.g. other
if tests should be presented to SG members for SDOs, non-profit organisations,
assessment independent test labs.
 5.1 Consultation with other organisations  Relevant university degree (preferably
concerning their interest in participating in test advanced) in telecommunication
suites preparation engineering or science.
3 P4 9,00
 5.2 Gathering data concerning potential input  Proven effective skills in developing
from other organisations and managing relationships with large
 6.2a Contact with other organisations or number of partners from private sector,
independent labs to check whether they are as well as government officials and
interested in cooperation in preparing tests or other partners.
developing them on a commercial basis –  Strong oral and written
formal contacts communications skills.
 7.1 Cooperation with other organisation in  Proven effective skills in strategic
order to determine the level of ITU communications, networking,
involvement negotiation, advocacy and ability to
relate to mass media and community
TS (Test  1.1 Cooperation with Study Groups  5-7 years extensive technical
Specification) responsible for standard preparation in order to experience in the C&I domain
Coordinator verify whether test suites are needed (including at international level).
 2.1b Contacts with other organisation (SDOs,  Broad knowledge of C&I 2 P3 20,00
Forums) in order to check whether they have developments, technologies and
already prepared required test suites – technical players involved worldwide.
issues  Relevant university degree (preferably
 3.1 Coordination of tasks associated with the advanced) in telecommunications, ICT,
50
analysis of test suites. Coordination of engineering or science.
preparation of the list of requirements that are  Strong oral and written communication
not included in the test suites skills.
 4.1 Coordination of tasks connected with the  Proven interpersonal, networking,
preparation of a detailed specification and negotiation, advocacy skills.
description of amendments that should be  Ability to understand the needs of
made members in the changing environment;
 6.1 Contact with Study Group members in customer care responsiveness.
order to verify whether they are able to prepare  Proven knowledge and understanding
the test suites in-house without additional of project and programme management
support processes.
 6.2b Contact with other organisations or  Proven creativity and skill in
independent labs to check whether they are mobilising resources from diversified
interested in cooperation in preparing tests or sources and domains.
developing them on a commercial basis –
technical issues
 A1.1 Coordination of tasks connected with
selection of persons from among Study Group
members dedicated to RFP process
selection of persons from among ITU
Secretariat dedicated to RFP process
 A2.1 Coordination of tasks associated with
preparation of technical elements of the RFP
 A5.1 Coordination of tasks associated with the
analysis of technical elements of proposals
 A6.1 Signing of the agreement
 A7.1 Collection of deliverables
verification of deliverables
Procurement  A2.2 Preparation of formal / legal elements of  5-7 years experience
Advisor the RFP  Broad knowledge and experience in
 A4.1 Collection of proposals conducting tender procedures 1 P3 4,00
 A5.2 Analysis of formal / legal elements of  Experience in contract and
proposals corporate/commercial law as well as
intellectual property law
51
Web Designer  A3.1 Publishing of RFP and dissemination of  Proven command of DTP tools,
information to potential contractors graphics tools and associated
technologies.
 Ability to process texts for the purpose
of page layout or corrections, focus on 1 G6 1,00
details and meet deadlines.
 Ability to maintain good working
relations with officials at all levels.
 Ability to work as part of a team.
Total workload per test suite 34,00
52
By grouping activities (responsibilities) defined in the previous section, we have identified four
roles that are required in the C&I Programme specific to writing test specification activities. As
depicted in the table above, most of the activities can be grouped together as coordination
activities with a medium (2) complexity level requiring 5-7 years of experience. For this reason
we believe that this resource could be a P-3 level ITU Professional with the role of “Test
Specification Coordinator”.
We also identified a strategic role that needs to be filled besides the coordination functions. This
person would be responsible for liaising with other SDOs, Forums and non-profit organisations
as well as independent test labs. Due to the high complexity and liability of this post as well as
necessity of conducting official correspondence and contacts, this person probably needs to
possess qualifications corresponding to a P-4 level ITU Professional acting as “Cooperation
Coordinator”.
Moreover, we have identified two additional resources (“Procurement Advisor” and “Web
Designer” – possessing qualifications corresponding to P-3 and G-6 levels respectively)
responsible for supporting the test specification development process. The “Procurement
Advisor” is responsible for conducting the RFP process according to legal requirements as well
as preparing agreements and other necessary formal documents. The Web Designer is charged
with publishing others documents on the dedicated website and disseminating information to
potential contractors. For the tasks that involve these resources we provide the total workload
and include the costs per each person in the resource plan, but underline that these tasks are
already part of day-to-day activities of existing ITU Secretariat staff.
As was previously stated, the data presented in the total workload column corresponds to
workload necessary to fulfil the defined responsibility for coordination of preparation of test
specification for one Recommendation. In the section 4.3 we will present calculations of the
integrated resource plan and budget for Pillar 1 derived by aligning this data with the
assumptions or drivers (e.g. regarding the number of Recommendations).
4.2.2 Pillar 1: Conformity Database

and skills of human resources needed to implement, coordinate and maintain the process of
populating the Conformity Database.

The flow chart below defines the proposed process for populating the Conformity Database.
53
1. Vendor completes the form on web
site and submittes to ITU
2. ITU CDB is directly populated with

data provided by vendor
3. ITU checks validity of randomized

data in CDB
Figure 7: Population of CDB process flow

1 Vendor completes a dedicated conformity declaration entry form that is available on the
ITU website and submits it to the ITU, where it is directly entered into the database. If the
entries do not meet formal requirements needed to fill in the online conformity declaration
form, the ITU web tool will automatically inform the vendor about necessary corrections.
2 By submitting the form, the vendor declares under his responsibility that the data is true and
that he recognises ITU‟s right to drop any entry found to be false. Data is entered in the
Conformity Database directly by the vendor.
3 Additionally, the ITU Secretariat may check the correctness of the entered data and take
further actions if needed.
The roles and responsibilities of ITU staff within particular elements of this process are defined
in the following section.
4.2.2.2 Assigning responsibilities to Process

Based on the high-level definition of the Conformity Database population process we have
defined responsibilities (or tasks) connected with each step.
For each of these responsibilities we then define the estimated workload needed to perform
activities connected with the development of the Conformity Database e.g. promotion,
preparation of relevant information for websites, verify selected data populated by vendors and
maintain the CDB. For each task we also provide the name of the role (or function) responsible
for its performance and associate it with a complexity criterion that defines the required level of
experience needed to complete these functions:
54
Table 6: Processes quantified with Complexity and Workload
Pro Estimated
Task
cess Responsibilities / Tasks Complexity workload Role Ref.
Ref.
Ref. (person- days)
3 (1st year)
4,5 (2nd year)
Maintenance of dedicated
1 1.1 2 6 (following Web Designer
websites
years) per
month
6 (1st year)
Verification of data populated in 3 (following CDB
2 2.1 2
CDB years) per Administrator
month
Activities connected with the
development of the Database
e.g. promotion, meetings,
.60 days per CDB
3 3.1 preparation of relevant 2
year) Administrator
information for websites,
coordination with other C&I
institutions
114 days (1st year),
Total workload for CDB activities 150 days (2nd year)
168 days (following years)
month necessary to fulfil each corresponding responsibility or task connected with the
Conformity Database. Once these generic roles have been defined we relate them to the
estimated mode of operation and the professional categories and grades within ITU. These roles
and general workload per month are defined below.
55
Table 7: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 1 – CDB
Role Responsibility/Tasks Qualifications and Skills Average ITU Total

Complexity Level Workload
CDB  2.1 – Verification of data entered in CDB  2 - 5 years extensive technical
administrator  3.1 – Activities connected with the experience in the C&I domain
development of the Database e.g. (including at international level).
promotion, meetings, preparation of  Knowledge of C&I developments,
relevant information for websites, technologies and players involved
coordination with other C&I institutions worldwide.
 Relevant university degree (preferably 6 (1st year)
advanced) in telecommunication 3
engineering or science. (following
 Ability to communicate clearly and 2 P3 years) per
concisely, to work in a multicultural month +
environment and to focus on the 60 days
customer. per year
 Experience in the use of mainstream
office equipment (e.g. Microsoft Word,
Excel, Outlook, etc.), databases and
other relevant applications.
relations with officials at all levels..
Web designer  1.1 – Maintenance of dedicated website  Proven command of DTP tools,
graphics tools and associated 3 (1st year)
technologies. 4,5 (2nd
 Ability to process texts for the purpose year)
of page layout or corrections, focus on 2 G6 6
details and meet deadlines. (following
 Ability to maintain good working years) per
relations with officials at all levels. month
114 days (1st year),
Total workload 150 days (2nd year)
168 days (following years)
56
By grouping activities (responsibilities) defined in the previous section, we have identified two
roles that are required in the C&I Programme specific to Conformity Database. As depicted in
the table above, the activities can be grouped together as coordination activities with a medium
professional (2) complexity level requiring 5-7 years of experience. For this reason we believe
that this resource could be a P-3 level ITU Professional with the role of “CDB Administrator”.
In addition we have identified another low-complexity-level resource (“Web Designer”), graded
G6, responsible for maintenance of the dedicated Conformity Database website as well as the
Conformity Database itself.
In section 4.3 we will present calculations of the integrated resource plan and budget for Pillar 1
derived by aligning these data with data concerning remaining activities included in Pillar 1.
4.2.3 Pillar 1: ITU Mark

and skills of human resources needed to implement, coordinate and maintain the process of
granting the ITU Mark.

The flow chart below defines the proposed process for granting ITU Mark.
1. Vendor completes the form
2. Completed form with results of

performed tests is sent to ITU
3. ITU Secretariat verifes documents
Are documents 5. ITU sends information concerning

correct? reasons to refuse granting ITU Mark
YES
4. ITU Secretariat grants ITU Mark to

product
Figure 8: ITU Mark application process
57
1 Vendor completes the form available on the dedicated ITU website.
2 The vendor submits the form along with other necessary documents, e.g. Conformity
Certificate / Conformity Statement. The other necessary information that should be provided
by vendor includes e.g. the name of the laboratory that performed tests, specification of
tested requirements / options, results of tests. The ITU Mark administrator registers the
submitted documents.
3 ITU Mark administrator performs at least the following verifications:
 whether all obligatory fields/boxes in the form are filled in;
 whether the laboratory tested the products according to ISO/IEC procedures;
 references to test suites used;
 Copy of the Conformity Certificate (Route 1 & 2)/ Conformity Statement (Route 3).
4 If the documentation is complete, the vendor is granted the right to use the ITU Mark for the
tested product. Vendor receives all necessary documents based on which he is entitled to use
ITU Mark
5 If the ITU Mark administrator has doubts concerning the received information or decides
that some information is missing, she/he prepares a justification for the refusal to grant the
right to use the ITU Mark, as well as information concerning the missing data needed to re-
evaluate the request. This information is then sent to Vendor.
Additionally, the ITU Secretariat should collect data concerning laboratories performing tests
against ITU standards, as well as information concerning test suites for ITU standards that have
been prepared by other organisations.
The roles and responsibilities of ITU staff within particular elements of this process are defined
in the following section.
4.2.3.2 Assigning responsibilities to Process

Based on the high-level definition of the ITU Mark granting process we have defined
responsibilities (or tasks) connected with each step.
For each of these responsibilities we then define the estimated workload needed to grant the
ITU Mark for one product, as well as to perform some activities connected with the development
of ITU Mark programme e.g. promotion, preparation of relevant information for websites, etc. For each
task we also provide the name of the role (or function) responsible for its performance and
associate it with a complexity criterion that defines the required level of experience needed to
complete these functions:
 Level 3 – 7-10 years experience (grades: P4-P5)
58
Table 8: Processes quantified with Complexity and Workload per ITU Mark application
Pro Estimated
Task
cess Responsibilities / Tasks Complexity workload Role Ref.
Ref.
Ref. (person-days)
Maintenance of website with
1 1.1 2 0,01 Web Designer
downloadable application forms
Administration of inflow of ITU Mark
2 2.1 1 0,05
documentation Administrator
ITU Mark
3 3.1 Verification of the documentation 2 0,40
Administrator
ITU Mark
4 4.1 Granting the ITU Mark 2 0,15
Administrator
Preparation of information
concerning requirements that have
ITU Mark
5 5.1 not been met. Coordination of 2 0,10
Administrator
exchange of information with the
Vendor.
Activities connected with the
development of the ITU Mark
programme e.g. promotion,
ITU Mark
6 6.1 meetings, preparation of relevant 2 15,00 per year
Administrator
institutions
Total workload per application 0,71
Additional workload for general tasks per year 15 days
The data presented in the estimated workload column represents the number of person-days
necessary to fulfil each corresponding responsibility or task per one application form, except for
the last activity, for which workload is calculated for the whole year. Once these generic roles
have been defined we relate them to the estimated mode of operation and the professional
categories and grades within ITU. These roles and general workload per form are defined
below.
59
Table 9: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 1 – ITU Mark

Complex Level Workload
ity
ITU Mark  2.1 – Administration of inflow of  5-7 years extensive technical experience in the C&I
Administrator documentation domain (including at international level).
 3.1 – Verification of the  Broad knowledge of C&I developments,
documentation technologies and players involved worldwide.
 4.1 – Granting the ITU Mark  Relevant university degree (preferably advanced) in
 5.1 – Preparation of information telecommunications, ICT, engineering or science.
concerning requirements that have  Strong oral and written communications skills. 0,7 per
not been met. Coordination of  Proven interpersonal, networking, negotiation, application
exchange of information with the advocacy skills. 2 P3
+ 15 days
Vendor.  Ability to understand the needs of Members in the per year
 6.1 - Activities connected with the changing environment; customer care
development of ITU Mark responsiveness.
programme e.g. promotion,  Proven knowledge and understanding of project
meetings, preparation of relevant and programme management processes.
 Proven creativity and skill in mobilising resources
from diversified sources and domains.
institutions
Web Designer  1.1 – Maintenance of website with  Proven command of DTP tools, graphics tools and
downloadable application forms associated technologies.
 Ability to process texts for the purpose of page
layout or corrections, focus on details and meet 0,01 per
1 G6
deadlines. application
 Ability to maintain good working relations with
officials at all levels.
Total workload per application 0,71
Workload general tasks per year 15 days per year
60
By grouping activities (responsibilities) defined in the previous section, we have identified two
roles that are required in the C&I Programme specific to the ITU Mark. As depicted in the table
above, the activities can be grouped together as coordination activities with a medium (2)
complexity level requiring 5-7 years of experience. For this reason we believe that this resource
could be a P-3 level ITU Professional with the role of “ITU Mark Administrator”.
In addition we have identified another low-complexity-level resource (“Web Designer”), graded
G6 responsible for maintenance of the dedicated ITU Mark website.
In the following section (4.3) we will present calculations of the integrated resource plan and
budget for Pillar 1 derived by aligning this data with the assumptions or drivers (e.g. number of
ITU Mark applications received by ITU) and with data concerning remaining activities included
in Pillar 1.
4.3 Integrated Human Resource Budget

To determine the budget needed to implement Pillar 1, we prepared the human resource model
that takes into consideration the proposed tasks/responsibilities and workload necessary to
implement each of the components of the Pillar and assumptions or drivers presented by ITU.
Based on these assumptions and knowledge collected during project analyses and interviews we
have prepared two scenarios for the development of each component of Pillar 1 in the years
2012 – 2016.
4.3.1 Assumptions and Forecasts

In accordance with the information received from ITU TSB representatives we have identified
the following core assumptions for resource calculations under the Pillar 1 component Writing
test specifications:
 The human resource estimations are calculated independently of the current resources
performing Pillar 1 activities,
 The number of work-days is 210 per year,
 The costs of particular resources are based on the ITU monthly rates per grade for 2012 in
Swiss Francs (CHF).
4.3.1.1 Writing test specification

For this activity we have made additional assumptions concerning the number of test suites that
will be prepared per year: in the first year (2012) test suites will be prepared for 3
recommendations (half of the year, from July to December) and in the year 2016 for 11
recommendations.
61
Table 10: Human resource budget for Pillar 1 – writing test specification (“base case” scenario)
Resource level
Year TS Coordinator Cooperation Coordinator

Workload in Average Cost of Workload Average Cost of
FTE FTE
days salary resource in days salary resource
2012 60,00 29% 163 200 46 629 27,00 13% 195 600 25 149
2013 120,00 57% 163 200 93 257 54,00 26% 195 600 50 297
2014 140,00 67% 163 200 108 800 63,00 30% 195 600 58 680
2015 180,00 86% 163 200 139 886 81,00 39% 195 600 75 446
2016 220,00 105% 163 200 170 971 99,00 47% 195 600 92 211
Total cost per grade (P3) 559 543 Total cost per grade (P4) 301 783
Resource level
Procurement Advisor Web Designer
Year
Total cost
FTE FTE per year (all
resources)
2012 12,00 6% 108 000 9 326 3,00 1% 144 000 2 057 83 160
2013 24,00 11% 108 000 18 651 6,00 3% 144 000 4 114 166 320
2014 28,00 13% 108 000 21 760 7,00 3% 144 000 4 800 194 040
2015 36,00 17% 108 000 27 977 9,00 4% 144 000 6 171 249 480
2016 44,00 21% 108 000 34 194 11,00 5% 144 000 7 543 304 920
Total cost per grade (P3) 111 909 Total cost per grade (G6) 24 686
Total cost of resources in years 2012 – 2016 (CHF) 997 920
Under the above-mentioned assumptions we have estimated that the total costs of all resources
necessary to implement the Pillar 1 component Writing test specifications in the years 2012 –
2016 will amount to ca. 998’000 CHF. These costs are calculated under the assumption that for
each time that the process is launched all steps are performed. Situations like this may occur
quite often especially in the first and second year of this Pillar‟s implementation, because the
majority of Study Groups do not have experience in test suite preparation.
However, the cost of human resources calculated here does not include costs of work that will
be delivered by third parties, in cases when Study Group members are not preparing test suites
independently. Those costs might become a significant part of spending associated with this
activity. Other SDOs or Forums sometimes pay for test specification development activities, e.g.
ETSI has a dedicated budget for this kind of activity, and this is around 0.5M Euro per year.
This budget is used to contract Special Task Force experts – from among representatives of
ETSI members or persons who have been endorsed by ETSI members involved in preparing test
specifications. According to information received from the ETSI CTI it usually takes from 6 to
9 person-months (equivalent of 1 person working full time for 6 to 9 months) to prepare test
suites for one standard requirement. A similar amount of workload was indicated by IEEE. The
experience of this organization shows that the preparation of test suites usually requires about 3
months of work by one main expert and 2 persons supporting him. These numbers describe
workloads required for the actual development and do not take into consideration time lapses
required for various review processes, which can take up to 2 years.
62
At the same time, it can be assumed that depending on how conservatively or aggressively the
ITU intends to develop and implement the Pillar 1 component Writing test specifications it is
also possible to determine a more dynamic test specification development scenario.
In the table below we provide calculations for this more “progressive” test suite development
scenario. Similarly to the “base case” this second scenario is based on information received
from ITU TSB, but has been modified to reflect the increase in the number of prepared test
suites. The core assumptions for resource calculations under the “progressive” scenario for this
activity are as follows: in the first year (2012) test suites will be prepared for 4
recommendations (half of the year) and in the year 2016 for 17 recommendations.
Table 11: Human resource budget for Pillar 1 – writing test specifications (“progressive” scenario)
Resource level
Year TS Coordinator Cooperation Coordinator

FTE FTE
2012 80,00 38% 163 200 62 171 36,00 17% 195 600 33 531
2013 180,00 86% 163 200 139 886 81,00 39% 195 600 75 446
2014 220,00 105% 163 200 170 971 99,00 47% 195 600 92 211
2015 280,00 133% 163 200 217 600 126,00 60% 195 600 117 360
2016 340,00 162% 163 200 264 229 153,00 73% 195 600 142 509
Resource level
Procurement Advisor Web Designer
Total cost
Year FTE FTE per year (all
resources)
2012 16,00 8% 163 200 12 434 4,00 2% 144 000 2 743 110 880
2013 36,00 17% 163 200 27 977 9,00 4% 144 000 6 171 249 480
2014 44,00 21% 163 200 34 194 11,00 5% 144 000 7 543 304 920
2015 56,00 27% 163 200 43 520 14,00 7% 144 000 9 600 388 080
2016 68,00 32% 163 200 52 846 17,00 8% 144 000 11 657 471 240
Total cost of resources in years 2012 – 2016 (CHF) 1 524 600
Under the above-mentioned assumptions we have calculated that the total cost of all resources
necessary to implement the Pillar 1 component Writing test specifications in the years 2012 –
2016 will amount to ca. 1.5 m CHF
4.3.1.2 Conformity Database

For this activity we have made assumptions concerning the entire amount of work per month,
not per entry, as the conformity database is directly populated by vendors.
Based on these assumptions in the table below we present the human resource plan and budget
for Conformity Database activity.
63
Table 12: Human resource budget for Pillar 1 – CDB
Resource level
CDB Administrator Web Designer
Year
Total cost
Workload Average Cost of Workload Average Cost of
in days salary resource in days salary resource
resources)
2012 78,00 37% 163 200 60 617 36,00 17% 144 000 24 686 85 303
2013 114,00 54% 163 200 88 594 36,00 17% 144 000 24 686 113 280
2014 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269
2015 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269
2016 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269
Under the above-mentioned assumptions we have estimated that the total cost of all resources
necessary to implement the Pillar 1 component Conformity Database in the years 2012 – 2016
will amount to ca. 580’000 CHF.
4.3.1.3 ITU Mark

We have prepared two different scenarios. The first scenario is based on the data assumed in
base scenarios for writing test specification and the CDB.
Assumptions for the “base” scenario: We estimate that only a few applications will be submitted
in the first year and 15 applications will be submitted in the second year (2013) and 60 in the
year 2016.
Table 13: Human resource budget for Pillar 1 – ITU Mark (“Base” scenario)
Resource level
ITU Mark Administrator Web Designer
Year
Total cost
resources)
2012 16,40 8% 163 200 12 745 0,02 0% 144 000 14 12 759
2013 25,50 12% 163 200 19 817 0,15 0% 144 000 103 19 920
2014 46,50 22% 163 200 36 137 0,45 0% 144 000 309 36 446
2015 57,00 27% 163 200 44 297 0,60 0% 144 000 411 44 709
2016 57,00 27% 163 200 44 297 0,60 0% 144 000 411 44 709
Under the above-mentioned assumptions we have estimated that the total cost of all resources
necessary to implement the Pillar 1 component ITU Mark in the years 2012 – 2016 will amount
to ca. 159’000 CHF
Assumptions for the “progressive” scenario: the second scenario assumes that the interest in
obtaining the ITU Mark will be at a higher level. We estimate that in the first year only a few
64
applications will be submitted and 40 applications will be submitted in the second year (2013)
and 300 in the year 2016.
Based on these assumptions in the table below we present the human resource plan and budget
for a “progressive” scenario.
Table 14: Human resource budget for Pillar 1- ITU Mark (“progressive” scenario)
Resource level
ITU Mark Administrator Web designer
Year Total cost
Workload Average Cost of Workload Average Cost of per year
FTE FTE
in days salary resource in days salary resource (all
resources)
2012 18,50 9% 163 200 14 377 0,05 0% 144 000 34 14 411
2013 43,00 20% 163 200 33 417 0,40 0% 144 000 274 33 691
2014 106,00 50% 163 200 82 377 1,30 1% 144 000 891 83 269
2015 183,00 87% 163 200 142 217 2,40 1% 144 000 1 646 143 863
2016 225,00 107% 163 200 174 857 3,00 1% 144 000 2 057 176 914
necessary to implement the Pillar 1 component ITU Mark in the years 2012 – 2016 will amount
to ca. 450’000 CHF.
4.3.2 Summary
The table below presents the total costs of resources calculated based on the “base case”
scenario for each of the analysed activities within Pillar 1.
Table 15: Total budget for Pillar 1 activities („base case‟ scenario)
Costs of resources Total costs
Activity Resource Grade 2012 2013 2014 2015 2016
Cooperation
P4 25 149 50 297 58 680 75 446 92 211 301 783
Coordinator
Writing test TS Coordinator P3 46 629 93 257 108 800 139 886 170 971 559 543
specification Procurement
P3 9 326 18 651 21 760 27 977 34 194 111 909
Advisor
Web Designer G6 2 057 4 114 4 800 6 171 7 543 24 686
CDB
Conformity P3 60 617 88 594 102 583 102 583 102 583 459 960
Administrator
Database
Web Designer G6 24 686 24 686 24 686 24 686 24 686 123 429
ITU Mark
P3 12 745 19 817 36 137 44 297 44 297 157 294
ITU Mark Administrator
Web Designer G6 14 103 309 411 411 1 248
Total costs of resources 1 739 852
65
The second table below presents the total costs of resources based on the “progressive”
scenarios for each of the analysed options, except Conformity Database for which one scenario
is assumed.
Table 16: Total budget for Pillar 1 activities („progressive‟ scenario)

Costs of resources Total costs
Activity Resource Grade 2012 2013 2014 2015 2016
Cooperation
P4
Coordinator 33 531 75 446 92 211 117 360 142 509 461 057
Writing test TS Coordinator P3 62 171 139 886 170 971 217 600 164 229 854 857
specification Procurement
P3
Advisor 12 434 27 977 34 194 43 520 52 846 170 971
Web designer G3 2 743 6 171 7 543 9 600 11 657 37 714
CDB
Conformity P3
Administrator 60 617 88 594 102 583 102 583 102 583 456 960
Database
Web Designer G6 24 686 24 686 24 686 24 686 24 686 123 429
ITU Mark
P3
ITU Mark Administrator 14 377 33 417 82 377 142 217 174 857 447 246
Web Designer G6 34 274 891 1 646 2 057 4 903
Total costs of resources 2 557 137
4.3.3 Comments and recommendations

The calculations of human resources and the budget presented above shows that the increase in
the total human resources budget in comparison to the “base case” scenario results directly from
the number of process recurrences. In case of all three Pillar 1 components the recurrences of
particular activities will not necessary result in any synergy effects, as each occurrence will
likely be unique/one-off.
However, the workload estimates presented above can be treated as the most conservative
calculations considering the number of steps that have to be conducted each time the processes
are started. This means that in reality a somewhat lower workload will be necessary in order to
conduct the estimated number of recurring processes during the year.
66
5 Pillar 2: Interoperability events

The ITU has decided to include interoperability events with its C&I programme due to their
importance in developing interoperability of equipment, services and systems delivered to the
market by different vendors. Since July 2010 five such events have been conducted – four
related to IPTV and one to home networking.
In developing the resource model for Pillar 2 we have based our analyses on ITU‟s past
experiences and lessons learnt from these events, as well as the experiences, thoughts and
opinions of other interviewed Standard Development Organizations, Forums and testing labs.
The following activities have been performed as part of the business analysis:
of ITU,
 Collection of information through interviews with ITU staff, relevant third party partners
and other organizations involved in interoperability testing,
with the preparation and performance of interoperability events;
 Identification of gaps in ITU‟s current operating model and definition of relevant
recommendations for improvements in the model of event organization, management and
coordination.
5.1.1 Assumptions
The analysis of human resources required to develop and perform ITU interoperability events
has been based on the following key assumptions:
 The human resource calculations will be based on the functions and tasks currently
performed by ITU staff, as well as on input from ITU regarding the estimated scale of
interoperability events.
 Coordination of Interoperability Events related activities is currently performed by a single
ITU TSB programme coordination resource, supported by members of Study Groups
responsible for the development of ITU Recommendations regarding the particular
technology and ITU Secretariat staff, as part of the formal responsibilities assigned to their
posts.
 Due to the high C&I workload and limited capacity of the TSB resource, additional
personnel will be required to support an increasing scale and scope of events, as well as to
guarantee event programme continuity.
 The resource plan for the ITU Interoperability Events programme presents the total
resources required to perform these events under assumptions / drivers presented by the ITU
(in the case of Pillar 2 the number of events performed each year and the venue at which
they are held), and is not calculated as the difference between existing resources and newly
required ones.
KPMG will present some recommendations for optimising the operating model for
interoperability events, but these will not be part of the resource model calculations.
67
5.1.2 As-is Analysis: Identify SWOT and Gaps
Based on information received from ITU and interviews conducted with ITU staff, as well as
relevant third parties11, we present the following SWOT analysis for Pillar 2.

 ITU plays an unrivalled role in telecommunications technology development worldwide and
is commonly recognised by the telecommunications industry. Its global presence ensures
that it can gather and understand the needs of ITU country and sector members, as well as
vendors and operators throughout the world.
 Due to its experience and expertise in coordination and collaboration, especially gained in
the standards development domain, ITU is best placed to achieve consensus among
members regarding C&I challenges and opportunities.
 ITU, with the help of its experts, study group members and external partners, can provide
the necessary administrative and technical knowledge, equipment and facilities to
successfully conduct conformance and interoperability activities.
 ITU members actively engage ITU via forums, workshops and meetings, thereby allowing
the ITU to gain valuable insight into the members‟ C&I requirements with regard to
interoperability testing.
 Although testing performed during events does not guarantee full interoperability of
products, it does increase its probability. Moreover, in many cases, the performance of test
events can provide valuable feedback to the base standards (in the phase of standards‟
requirements definition) developed by ITU.

 Currently, due to limited resources, ITU relies mostly on its members and partners to define
the need and interest in participating in interoperability events and to develop test suites
needed for an interoperability event.
 Decisions are needed at a strategic level to determine the future evolution of ITU‟s role in
interoperability events. ITU needs to develop a more structured knowledge and vision
regarding which standards require testing for interoperability and for which of them
interoperability testing events would be beneficial.
 Due to the participant (mainly vendor) driven nature of ITU interoperability events, the
inclusion of organisations from developing countries in these activities is difficult. Although
actual interoperability testing must of course remain confidential, the showcasing part of
events could provide learning and knowledge sharing effects from which the representatives
of developing countries would greatly benefit.
 Most ITU-T Recommendations are not testable, and those limited cases that are testable lack
testing specifications most of the time.
 Other organizations (e.g. ETSI, UNH-IOL) have conducted interoperability events for ITU-
T Recommendations because ITU did not offer such a service before 2010, so a marketing
effort is needed to spread the word.
11
See “Bibliography” list in Appendix A.1 for references to sources
68
 Interoperability events can be used as global communication tools, increasing awareness of
ITU‟s activities aimed at ensuring conformity and interoperability. They can also be used to
build awareness and increase participation in other C&I programme Pillars, such as test
suite and conformity database development.
 Testing of equipment interoperability provides greater certainty regarding products and
services available on the market and increases the probability of interoperability between the
offerings of different vendors.
 Interoperability testing events provide an opportunity for manufacturers to save time and
money as a result of simultaneous testing against multiple vendors. Testing against other
companies‟ equipment supports identification and elimination of problems and errors in
products and systems prior to market launch.
 Testing events also feed into standards and test specifications development processes.
Results of the events can serve as feedback to ITU study groups, forming the basis for
developing and updating some ITU-T standards, guidelines and recommendations, as well
as test suites, and increasing their quality.
 Subsequent showcasing events provide participating organizations with opportunities to
demonstrate their products to invited high level representatives from the administration of
the host country and to prospective customers.

 Previous event experiences have shown that ITU faces certain difficulties in involving
particular vendors in its interoperability events due to the scope and specification of test
cases used for testing. The participant and test case confirmation phases of event
preparations are closely linked and often mutually dependent. Some manufacturers are
reluctant to participate in testing, inter alia because they implement only some of the options
defined in ITU guidelines and recommendations and therefore may not be able to pass
certain tests.
 The participation of only a small number of vendors in testing events provides limited
insight into the interoperability of products and services worldwide in particular when only
participating vendor-specific test suites are used.
5.1.3 Options and Actions

As agreed with ITU and specified in the submitted proposal and kickoff presentation, for the
purpose of developing the human resource plan for Pillar 2, the calculations of resources
required to implement this Pillar are costed based on the as-is approach applied by ITU.
In our understanding the current situation can be described as an integrated and collaborative
approach that relies on the inter-dependency between the ITU interoperability event
coordination team and ITU members and partners, where the ITU plays an organising and
administrative role with regard to interoperability events‟ facilitation and management.
Current mode of operation (Interoperability event administration)
 The guiding aim behind the organisation and facilitation of ITU interoperability events is to
test and strengthen ITU standards and the degree of interoperability of different
manufacturers‟ systems and products conforming to ITU recommendations.
 In developing the programme for these events ITU responds to the needs of ITU members
to test and showcase products and services before prospective customers.
69
 Under the current model of operations all interoperability events are participant-driven and
ITU‟s involvement in setting up an event depends on the direct interest of its members and
partners. So far ITU has been relying solely on contacts within its membership, usually
established during meetings or workshops, to determine the needs and interest of potential
participants. Representatives of interested members approach the ITU sometimes with the
concept for an event, which, depending on scale of interest from other possible participants,
is developed into an event programme.
 The resource responsible for the coordination and management of the development and
implementation phases of the event is the Event Coordinator. Additionally, the successful
implementation of these phases involves cooperation with potential participants,
representatives of Study Groups responsible for the particular topic (e.g. Study Group 16,
IPTV-GSI in case of IPTV) and partner organisations12 cooperating with ITU (e.g.
Broadband Forum in case of G.hn) in order to develop the programme for the event,
develop test cases, investigate possible partnerships for event hosting and provide necessary
equipment.
 The events‟ hosts (so far these have included operators, administration and telecom
institutes, academic institutions) are typically responsible for local event management like
ensuring the availability of an event venue, arrangements associated with booking
accommodations, and preparation of technical infrastructure. The requirements are provided
by the ITU Secretariat and discussed during the event preparation meetings.
 The ITU Secretariat is predominantly involved in performing administration, logistical and
communication management activities. This is mainly done by the Event Coordinator, who
is additionally supported by ITU Secretariat staff, e.g. a communications officer,
registration officer, financial unit staff and website developer are involved in event
preparations as part of their usual work responsibilities.
5.1.4 Advantages and Challenges

Since it has been assumed that resource calculation will be based on the current situation, below
we detail the following advantages and disadvantages of the as-is ITU interoperability events
operating model:
Table 17: Identified advantages and disadvantages of the as-is ITU interoperability events operating model
1 Maintaining status quo for 1 The performance of each event is dependent on the
interoperability events means that no direct interest of ITU‟s members and partners.
additional spending is required in Therefore, ITU staff can only indirectly influence the
connection with their organization and selection of standards and technologies for testing.
performance. Moreover the roles and
responsibilities of ITU staff involved in In this case, testing for some recommendations
interoperability events organization and which are considered to be key from ITU
members‟ perspective may not be performed.
performance remain unchanged.
Another issue is that currently only a limited
number of ITU members are making contributions
to the ITU guidelines and Recommendations
development process. This very limited
involvement of ITU‟s members and partners will
also directly impact the preparation of test suites
for standards considered by ITU members as
requiring testing.
12
For details regarding ITU partnerships with other organisations see appendix A.3 “Partnerships”
70
2 This mode of operation ensures that ITU 2 If only a small number of ITU standards are
fulfils its mandate by organizing events subject to interoperability testing some members
for technological solutions identified by may feel that ITU‟s statutory objective of ensuring
its members as requiring interoperability C&I is not being fulfilled.
testing.
3 Limited involvement of ITU members in the

testing of standards and Recommendations may
result in other SDOs or Forums potentially filling
the unattended areas, leading to a possible erosion
of ITU‟s position among telecommunications
market players.
There are already other organizations (e.g. ETSI,
IEEE in cooperation with the UNH-IOL, MEF or
BBF in cooperation with EANTC, in the future
IEEE ICAP) focusing on the preparation of tests
and conducting interoperability events for popular
developing technologies, which address the needs
of operators and vendors. It should be noted that
these events sometimes cover ITU standards – the
question therefore is whether ITU can persuade a
sufficient number of market players to get involved
in its events.
During our analysis of the as-is situation relating to the ITU interoperability events programme
and models applied by other organisations (e.g. ETSI), we have identified the following
elements that could help to optimise ITU‟s activities within Pillar 2. Although the activities
associated with the proposed modifications of the operational model are not included in the
human resource modelling presented in the following section, they serve as an indication of
possible improvements that could be implemented for the benefit of ITU and its Members.
More proactive interoperability event animation
 The proposed operational model signifies a move towards a “Proactive event animation”
role, where ITU staff would become directly responsible for:
• Identifying and suggesting topics for future events based on continuous surveillance
of market and technological developments,
• Proactive probing of members‟ needs, and
• Coordination and/or direct involvement in preparation of test suites required to
successfully conduct the events.
 The potential benefits of introducing these operational modifications could be that:
• ITU Secretariat could gain additional, in-depth knowledge about market and
technological developments and members‟ needs as a result of continuous,
proactive surveillance,
• The quality of key standards and related test suites could be enhanced through
testing feedback,
• Increased opportunities could be created for cooperating and competing equipment
manufacturers to test their equipment prototypes against selected key ITU
standards, thereby increasing the probability of interoperability, enabling early
71
detection of faults, speeding-up the product and service development process and
reducing time-to-market,
• ITU‟s position among telecommunications market players could be strengthened as
a result of increasing awareness of ITU‟s activities aimed at ensuring conformity
and interoperability,
• Continuous, proactive response to market developments and trends would ensure
that ITU is directly involved in the development of the most relevant technologies
from the perspective of its members.
 Much like the current mode of operation, this modified approach to interoperability events
requires the development of a detailed operational plan and governance process.
 The clear downside of this strategy however is that it would be necessary to acquire or
delegate additional resources to perform the necessary, additional tasks associated with:
• Active collaboration with ITU members, SDOs, Forums and other market players in
order to gather in-depth knowledge about interest in particular developing
technology, select key standards requiring testing, support test preparation
activities, etc.
• Collaboration with and involvement in the work of Study Groups to keep abreast of
the needs of ITU members and of market developments,
• Encouraging ITU members to increase level of involvement in ITU‟s work – e.g.
providing additional experts to Study Groups with necessary knowledge to develop
test requirements and prepare test specification for events,
• Validation of test requirements and specifications in cooperation with Study Groups
in order to verify whether all important elements are covered.

The approached used to derive the human resources for Pillar 1 – 4 are described and illustrated
in the Appendix A.4.
5.2.1 High Level Processes

The flow chart below defines our understanding of the key process steps in the current ITU
interoperability event preparation and implementation process and interrelations between them.
72
1
Identification of
IN
interest in event
2 Is the interest
confirmed by a
No OUT
sufficient number of
organizations?
Yes
3
Development of
event programme
4a 4b 4c
Administrative Preparation of
management and technical event Event promotion
logistics requirements
5
Performance of
interoperability
event
Event debriefing OUT
Figure 9: Processes for Pillar 2

1 Potential interest in interoperability events is identified via members and partners
approaching the ITU with their need to test and showcase equipment corresponding to an
ITU standard.
2 The interoperability events team uses its contacts and relations to determine whether there is
sufficient interest among various organizations, including vendors, operators,
administrations, academic institutions, etc. to organize such an event.
3 While identifying participants (usually at least 4 or 5 organizations) interested in conducting
interoperability testing, the detailed event programme development process is initiated in
parallel. The ITU Interoperability Events team coordinates related work performed in
cooperation with Study Group members and/or partner organizations engaged in developing
the particular technology.
4 The next phase of the process is carried out in parallel and the particular activities often
overlap and influence each other creating a specific chain of interactions ultimately leading
to the fulfilment of all requirements necessary to successfully implement an event. this
includes:
73
 Management of administration issues, like identification of partnerships,
logistical arrangements (shipments, hotels, visas, etc.), registration and
payments, etc.
 Preparation of technical event requirements, such as development of applicable
test cases.
5 Proactive event promotion (e.g. development, publication and dissemination of marketing
and communications materials, event presentations, press releases etc.), inviting other
organizations and prospective customers to showcase products (if any), involving media,
organising related workshops. Once all the necessary requirements are fulfilled and the
event begins, ITU Secretariat ensures the smooth performance of the test session and
collaborates with the host in the administration of event activities.
6 Upon the completion of the event there is the need to sum up and debrief the event, which
usually involves the preparation of a report from the event and the publication of outcomes.
The roles and responsibilities of ITU staff within the particular elements of this process are
defined in the following section.
5.2.2 Assigning Responsibilities to Processes

Based on the high-level definition of the interoperability event preparation and implementation
process we have defined responsibilities (or tasks) connected with each step.
For each of these responsibilities we then define the estimated workload needed to perform
them during each event. For each task we also provide the name of the role (or function)
responsible for its performance and associate it with a complexity criterion that defines the
required level of experience needed to complete these functions:
74
Table 18: Pillar 2 processes quantified with Complexity and Workload – specification of workload necessary to perform tasks during one interoperability event depending
on the venue at which it is held
Estimated workload
Process Task (person-days per event)
Ref. Ref. Outside
Geneva
Geneva
1.1 Collect interest from potential participants 2 2,00 2,00 Head of IE
Perform initial analysis of requirements, aggregation of needs and evaluation
1.2 2 1,00 1,00 IE Coordinator
1 of feasibility
Provide internal approval for event and debrief the initial analysis (in direct
1.3 3 0,50 0,50 Head of IE
collaboration with the TSB Director)
2.1 Prepare pre-event materials informing members about topic 2 2,00 2,00 IE Coordinator
2 Liaise with ITU members to size and confirm interest in participation (with the Head of IE / IE
2.2 3 3,00 3,00
assistance of the Study Group Counsellors) Coordinator
3.1 Initiate event preparations as per members‟ request 2 1,00 1,00 IE Coordinator
3.2 Initiate and coordinate work of ITU Study Group and/or partner organizations 2 5,00 5,00 IE Coordinator
3
3.3 Prepare official programme document 2 3,00 3,00 IE Coordinator
3.4 Provide approval for event programme 3 0,50 0,50 Head of IE
4a.1 Identify specific partners for event (event host, venue, local focal points, etc.) 2 0,10 2,00 IE Coordinator
Registration officer /
4a.2 Registration of participants and collection of payments 2 2,00 2,00
finance unit
4a Coordinate logistical arrangements (shipments, hotels, visa support, NDAs,
4a.3 other legal issues, etc.) Including responding to participants‟ individual 2 3,00 12,00 IE Coordinator
requests
4a.4 Project management and conducting regular status meetings 2 5,00 7,50 IE Coordinator
Coordinate development of test cases by ITU Study Group and/or partner
4b.1 2 2,00 2,00 IE Coordinator
organizations (in collaboration with Study Group Counsellor)
Coordinate fulfilment of technical event requirements (ensuring necessary
4b 4b.2 equipment, IT support, test bed, etc.) Including responding to participants‟ 2 3,00 6,00 IE Coordinator
special requests
Collaborate in development of test plan and session scheduling, taking into
4b.3 2 4,00 4,00 IE Coordinator
consideration each participant‟s implementation level
Identify and specify activities related to the event, e.g., workshops,
showcasing, including identify contents, inviting speakers, visitors, media,
4c 4c.1 etc., inter alia in cooperation with the communication officer, Study Group 2 5,00 7,50 IE Coordinator
Counsellor and workshop coordinator (for workshop logistics)
75
Estimated workload
Process Task (person-days per event)
Ref. Ref. Outside
Geneva
Geneva
Prepare official communications and marketing materials informing about the
4c.2 event, including testing and showcasing activities, coordinate involvement of 2 2,00 3,00 IE Coordinator
the media
Perform communications and marketing activities, incl. event presentation and
4c.3 2 3,00 4,50 IE Coordinator
promotion, related workshops
4c.4 Populate dedicated event webpage with materials prepared in 4c.2, 4a.3, etc. 1 1,00 1,00 Web Designer
On-site collaboration with:
- host in administration and supervision of test sessions and showcasing,
IE Coordinator
5 5.1 - with venue, local focal point and collaborators in communication, marketing 2 5,00 5,00
activities and supervision of related events sessions
- event participants to provide support according to requests
6.1 Collect feedback and follow-up on event testing and showcasing activities 2 2,00 2,00 IE Coordinator
6.2 Preparation of event report 2 5,00 5,00 IE Coordinator
Prepare event materials for publishing in cooperation with communications
officer
6
6.4 Populate dedicated event webpage with event materials (see 6.3) 1 1,00 1,00 Web Designer
6.5 Coordination of incoming queries / Q&A 2 2,00 2,00 IE Coordinator
Complete coordination work with hosts, venue, local focal point, collaborators
and monitor budgetary aspects
Total workload per event 63,10 84,50
76
event necessary to fulfil each corresponding responsibility or task. In accordance with these
estimates the total workload needed to prepare and implement one interoperability testing and
showcasing event amounts to ca. 63 or 85 person-days depending on whether the event is held
at the ITU premises in Geneva or at a different venue. The difference between the required
workload in these two situations results from the fact that in the former case many of the
administrative and logistical tasks performed by the Interoperability Events Coordinator will be
much less time consuming. More detailed information about the split of the responsibilities
above among particular resources is presented in section 5.2.3.
At this stage it must however be noted that this workload calculation represents the estimated
maximum effort required to prepare and implement an event. For some events not all tasks will
necessarily be performed. For example, previous ITU interoperability event experiences have
shown that in some cases it will not be necessary for the ITU events team to perform tasks 1.1
and 1.2 as these could be undertaken directly by the participants who come to ITU with
aggregated interest and are directly involved in collaboration with each other from the
beginning of the preparation process.
In the next step we classify and group the responsibilities into generic roles performed by ITU
staff. These roles are discussed in the following section.
5.2.3 Identified Roles and General Workload

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 2
of the C&I programme based on the as-is situation. Once these generic roles have been defined
we relate them to the current mode of operation and the professional categories and grades
within ITU. These roles and the general workload per role per event are defined below.
77
Table 19: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 2 – specification of workload per resources per event

Complexity Level Workload
Head of  1.1 – Collect interest from potential participants  7-10 years extensive technical experience
Interoperability  1.3 – Provide internal approval for event in in the C&I domain (including at
Events (IE) direct collaboration with the Director of TSB international level).
 2.2 – Liaise with ITU members to size and  Broad knowledge of C&I developments,
confirm interest in participation (with the technologies and players involved
assistance of the Study Group Counsellors) worldwide.
 3.4 – Provide approval for event programme  Relevant university degree (preferably
advanced) in telecommunication
engineering or science.
 Proven effective skills in developing and 3 P5 4,00
managing relationships with large number
of partners from private sector, as well as
government officials and other partners.
 Strong oral and written communications
skills.
 Proven effective skills in strategic
communications, networking, negotiation,
advocacy and ability to relate to mass
media and community.
Interoperability  1.2 – Perform initial analysis of requirements,  5-7 years extensive technical experience
Events aggregation of needs and evaluation of in the C&I domain (including at
Coordinator feasibility international level).
 2.1 – Prepare pre-event materials informing  Broad knowledge of C&I developments, 55,10
members about topic technologies and players involved (in
 2.2 – Liaise with ITU members to size and worldwide. Geneva)
confirm interest in participation (with the  Relevant university degree (preferably 2 P3
assistance of the Study Group Counsellors) advanced) in telecommunications, ICT, 76,50
 3.1 – Initiate event preparations as per members engineering or science. (outside of
request – definition of what has to be done,  Strong oral and written communications Geneva)
whom to involve, etc. skills.
 3.2 – Initiate and coordinate work of ITU Study  Proven interpersonal, networking,
Group and/or partner organizations negotiation, advocacy skills.
78
 3.3 – Prepare official programme document  Ability to understand the needs of
 4a.1 – Identify specific partners for event (event Members in the changing environment;
host, venue, local focal points, etc.) customer care responsiveness.
 4a.3 – Coordinate logistical arrangements  Proven knowledge and understanding of
(shipments, hotels, visa support, NDAs, other project and programme management
legal issues, etc.) processes.
 4a.4 – Project management and conducting  Proven creativity and skill in mobilizing
regular status meetings resources from diversified sources and
 4b.1 – Coordinate development of test cases by domains.
ITU Study Group and/or partner organizations
(in collaboration with Study Group Counsellor)
 4b.2 – Coordinate fulfilment of technical event
requirements (contracting necessary equipment,
clearance of customs, ensuring IT support, test
bed, etc.), including responding to participants‟
special requests
 4b.3 – Collaborate in development of test plan
and session scheduling, taking into
consideration each participant‟s implementation
level
 4c.1 – Identify and specify activities related to
the event, e.g. workshops, showcasing,
including identify contents, inviting speakers,
visitors, media, etc., inter alia in cooperation
with the communication officer, Study Group
Counsellor and workshop coordinator (for
workshop logistics)
 4c.2 – Prepare official communications and
marketing materials informing about the event,
including testing and showcasing activities,
coordinate involvement of the media
 4c.3 – Perform communications and marketing
activities, incl. event presentation and
promotion, related workshops
 5.1 – On-site collaboration with:
- host venue, local focal point and collaborators
79
and event participants
 6.1 – Collect feedback and follow-up on event
testing and showcasing activities
 6.2 – Preparation of event report
 6.3 – Prepare event materials for publishing in
cooperation with communications officer
 6.5 – Coordination of incoming queries / Q&A
 6.6 – Complete coordination work with hosts,
venue, local focal point, collaborators and
monitor budgetary aspects
Registration  4a.3 – Registration of participants and  Ability to communicate clearly and
officer / collection of payments concisely, to work in a multicultural
Finance Unit environment and to focus on the
customer.
 Experience in the use of mainstream 1 G6 2,00
office equipment (e.g. Microsoft Word,
Excel, Outlook, etc.), databases and other
relevant applications.
Web Designer  4c.4 and 6.4 – Populate dedicated event  Proven command of DTP tools, graphics
webpage tools and associated technologies.
 Ability to process texts for the purpose of
page layout or corrections, focus on
1 G6 2,00
details and meet deadlines.
Total workload per event organised in Geneva 63,10
Total workload per event organised outside of Geneva 84,50
80
By grouping activities (responsibilities) defined in the previous section, we have identified four
roles that are required in the C&I Programme specific to interoperability events activities. As
depicted in the table above, most of the activities can be grouped together as coordination
activities with a medium (2) complexity level requiring 5-7 years of experience. For this reason
we believe that this resource could be a P-3 level ITU Professional with the role of
“Interoperability Events Coordinator”.
We also identified a strategic role that needs to be filled on top of the coordination functions.
This person would be responsible for liaising with ITU members and taking strategic decisions
regarding potential events. Due to the high complexity and liability of this post, this person
probably needs to possess qualifications corresponding to a P-5 level ITU Professional acting as
“Head of Interoperability Events”.
In addition we have identified two supporting resources (“Registration Officer/Finance Unit”
and “Web Designer”, possessing qualifications corresponding to G-6 level) responsible for
assisting the Interoperability Events Coordinator in the interoperability event preparation and
implementation activities. For the tasks that involve these resources we provide the total
workload and include the costs per each person in the resource plan, but underline that these
tasks are already part of day-to-day activities of existing ITU Secretariat staff.
As was previously stated, the data presented in the total workload column correspond to
workload necessary to fulfil the defined responsibility during each event. In the following
section we will present calculations of the integrated resource plan and budget for Pillar 2
derived from aligning this data with the assumptions or drivers (e.g. regarding the number of
events per year) presented by ITU.

To determine the budget needed to implement Pillar 2, we prepared the human resource model
that takes into consideration the current tasks / responsibilities and workload necessary to
perform each event and assumptions or drivers presented by ITU. Based on these assumptions
and knowledge collected during project analyses and interviews we have prepared two scenarios
for the development of ITU interoperability events in the years 2012 – 2016.

In accordance with the information received from ITU TSB we have identified the following
core assumptions for resource calculations under Pillar 2:
Swiss Francs (CHF).
 A maximum of 4-5 events will be performed per year,
 The human resource estimations are calculated as a total, and independently of the current
resources performing Pillar 2 activities.
Based purely on these assumptions in the table below we present the human resource plan and
budget for a “base case” scenario. Taking into consideration previous ITU interoperability event
experiences in this scenario we estimate that in the first year ITU will perform 3 events, 4 in
2013, and in the years 2014 – 2016, as interest grows, their number will increase to 5 per year.
Additionally for this scenario we assume that all the events will be held at the ITU facilities in
Geneva.
81
Table 20: Human resource budget for Pillar 2 based on ITU TSB assumptions (“base case” scenario)
Resource level
Year Head of Interoperability Events (P5) Interoperability Events Coordinator (P3)

FTE FTE
2012 12,00 6% 229 200 13 097 165,30 79% 163 200 128 462
2013 16,00 8% 229 200 17 463 222,40 105% 163 200 171 282
2014 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103
2015 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103
2016 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103
Resource level
Registration Officer / Finance Unit (G6) Web Designer (G6)
Year
Total cost
resources)
2012 6,00 3% 144 000 4 114 6,00 3% 144 000 4 114 149 787
2013 8,00 4% 144 000 5 486 8,00 4% 144 000 5 486 199 717
2014 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646
2015 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646
2016 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646
Total cost per grade (G6) 30 171 Total cost per grade (G6) 30 171
necessary to implement Pillar 2 in the years 2012 – 2016 will amount to ca. 1.1M CHF. To
arrive at this estimate we have conducted the following calculation steps:
 First, we grouped particular tasks performed during an interoperability and showcasing
event (as was explained in the previous section of the report) in order to identify all four
roles specific to Pillar 2 activities – Head of Interoperability Events, Interoperability Events
Coordinator, Registration Officer / Financial Unit staff member and Web Designer.
 Then, for each of these roles (resources) we have calculated its total annual cost by
multiplying the required workload expressed as a percentage of the available time of a full
time employee – FTE (workload divided by number of available person-days per year) by
the average annual salary for professionals of the assumed grades currently employed at
ITU.
 Finally, we summed up the total annual costs of all resources ending up with the total cost of
resources in years 2012 – 2016.
At the same time, it can be assumed that depending on how conservatively or aggressively the
ITU would want to develop and implement Pillar 2 of the C&I programme and how the demand
for such interoperability events evolves over time it is also possible to determine a more
dynamic event development scenario.
Experience of the ETSI unit responsible for running Plugtests interoperability events (the ETSI
Centre for Testing and Interoperability – CTI) shows that a well-established and experienced
82
team of event coordinators supported by a group of technical experts13 can successfully
implement around 10-12 events per year. In case of ETSI these interoperability events can
include testing of various manufacturers‟ equipment based both on standards developed by
ETSI, as well as other SDOs, e.g. Internet Engineering Task Force (IETF). However, they can
also cover solutions developed by independent industry associations, like e.g. Femto Forum, as
well as different technologies that are outside the scope of standardisation activity. The typical
activities performed by the ETSI event coordination team are quite similar to those carried out
by the ITU team and include technical organisation of such elements as customised test beds,
test case set-up, and test session scheduling, as well as overall administrative management of the
event including registration, host venue negotiation, legal aspects, website preparation,
promotion and sponsorship. Another common feature of ITU interoperability events and ETSI‟s
Plugtests is that funding for their performance is usually obtained through participation fees
(typically set at between 1 600 and 2 400 EUR per company), however in some cases co-
financing is also provided by the European Commission and the European Free Trade
Association or comes from some sponsorship agreements.
In the table below we provide calculations for this more “progressive” event development
scenario. Similarly to the “base case” this second scenario is based on information received
from ITU TSB, but has been modified to reflect benchmark information gathered during project
interviews. Additionally, we have assumed that under this scenario, apart from conducting
events in Geneva, the ITU will also reach out to its Membership, especially developing regions,
and organise some of the events in different parts of the world (depending on interest). The core
assumptions for resource calculations under the “progressive” scenario for Pillar 2 are as
follows:
Swiss Francs (CHF),
 The number of events prepared and implemented each year will evolve with time and
ultimately a maximum of 10 events will be performed per year. The number of events
hosted in Geneva will remain the same as in the “base case” scenario, but on top of this ITU
will organise a defined number of events in other venues.
Table 21: Number of events prepared and implemented in each year covered by the resource plan under the
“progressive” scenario
2012 2013 2014 2015 2016
Events per year 3 6 8 10 10
Geneva 3 4 5 5 5
Outside Geneva 0 2 3 5 5
13
The total number of ETSI CTI resources is around 10 people – 2 administrative coordinators (each one engaged in
ca. 6 events per year) and 8 technical experts. However, it must be emphasised that these resources are not allocated
full-time to Plugtests activities. Their workload is distributed among various responsibilities, which apart from event
management include first and foremost expert support and services to ETSI Technical Bodies on the application of
modern techniques for specifying protocols and test specifications, as well as direct involvement in cooperation with
ETSI Specialist Task Forces (STFs) in the development of test specifications for ETSI standards.
83
 In 2012 we assume that similarly to the first scenario, the number of events carried out will
be three (and all of these will be held in Geneva). However, in the following years the
frequency will gradually increase as a result of both growing interest in new topics
(technologies) and the recurrence of follow-up events on technologies already tested and
showcased, as well as interest from entities keen to host interoperability and showcasing
events in different parts of the world, and will reach 10 events in the years 2015 and 2016.
Table 22: Human resource budget for Pillar 2 under “progressive” scenario
Resource level
Head of Interoperability Events (P5) Interoperability Events Coordinator (P3)
Year
FTE FTE
2012 12,00 6% 229 200 13 097 165,30 79% 163 200 128 462
2013 24,00 11% 229 200 26 194 373,40 178% 163 200 290 185
2014 32,00 15% 229 200 34 926 505,00 240% 163 200 392 457
2015 40,00 19% 229 200 43 657 658,00 313% 163 200 511 360
2016 40,00 19% 229 200 43 657 658,00 313% 163 200 511 360
Total cost per grade (P5) 161 531 Total cost per grade (P3) 1 833 824
Resource level
Registration Officer / Finance Unit (G6) Web Designer (G6)
Year
Total cost
resources)
2012 6,00 3% 108 000 4 114 6,00 3% 144 000 4 114 149 787
2013 12,00 6% 108 000 8 229 12,00 6% 144 000 8 229 332 837
2014 16,00 8% 108 000 10 971 16,00 8% 144 000 10 971 449 326
2015 20,00 10% 108 000 13 714 20,00 10% 144 000 13 714 582 446
2016 20,00 10% 108 000 13 714 20,00 10% 144 000 13 714 582 446
Total cost per grade (G6) 50 743 Total cost per grade (G6) 50 743
Under the above scenario we have estimated that the total costs of all resources necessary to
implement Pillar 2 in the years 2012 – 2016 would amount to ca. 2.1m CHF.
5.3.2 Summary and conclusions

Under the “progressive” scenario the increase in the total human resource budget in comparison
to the “base case” is the direct result of two factors – the number of interoperability events
prepared and implemented by the ITU events team in each of the years covered by the resource
plan, as well as the workload necessary to implement the particular event, which is dependent
on the venue. The other assumptions (i.e. the specification of tasks performed during each event
and the costs of salaries) will remain unchanged.
Based on the performed analyses it is difficult to determine which of the two scenarios is more
probable and beneficial for ITU. To establish the level of applicability and feasibility of the
scenarios it would be recommendable for the ITU Secretariat to probe industry needs in terms of
84
technologies and services that could be subject to interoperability testing, as well as survey its
members and partners to identify entities interested in hosting future events. This research could
be part of the a market study (see Pillar 1) regarding ITU Recommendations for which test
suites should be developed, as this activity will have direct impact on the future development of
the interoperability events.
85
6 Pillar 3: Human Capacity Building

The continuous development of human capacity is an important objective of the ITU Secretariat,
especially within the context of the C&I programme. This is essential in developing regions, due
to the effect that non-conformant equipment and non-interoperable services have on network
infrastructure, customer services and the economy as a whole. Therefore human capacity
building activities aim to provide people with technical training and generate awareness of C&I
with specific reference to:
 knowledge about the setup of test labs;
 strategies for choosing areas of testing;
 international standards available from other bodies such as ISO/IEC;
 the cost components associated with test labs;
 funding available from local and global organisations; and
 the need for coordination of effort at regional and sub-regional level to optimize test lab
development costs, while covering as much as possible the technical fields of test activities.
In developing the resource model for Pillar 3 we have based our analyses on the ITU
Secretariat‟s current experience in gathering training content, organizing training workshops 14
and promoting partnerships with the ITU. The following activities have been performed as part
of the business analysis:
of ITU Secretariat;
 Collection of information through interviews with ITU head office and regional office staff
and relevant third party partners and labs;
with the preparation and delivery of training and workshop events;
 Identification of gaps in ITU Secretariat‟s current operating model and definition of relevant
recommendations for improvements especially in the context of planning and coordination.
6.1.1 Assumptions
The analysis of human resources required to develop and perform human capacity building has
been based on the following key assumptions:
 Coordination of C&I related human capacity building activities is currently done via a
single senior C&I BDT expert (assisted by a senior HCB resource), in conjunction with a
single senior resource from TSB.
 ITU Regional office resources will be adequately involved in the current C&I human
capacity building activities.
 Due to the additional C&I workload and limited capacity of the senior HCB resource,
additional personnel is required to support the senior C&I BDT expert.
14
See appendix A.2 for a list of technical domains that the ITU Secretariat has agreed with their current lab partners
on which to focus member workshops and training events.
86
 The business plan will determine total resources required to perform activities and tasks
associated with Pillar 3, independent of current resourcing.
 The existing C&I human resource capacity building approach/processes are considered
adequate, but resources for implementation by the ITU C&I programme team are limited
 KPMG may provide recommendations on optimising current process (as shown in Section
6.1.5).
 The human resource calculations for the business plan will be based on existing human
capacity building processes and the frequency of activities performed within the ITU
Secretariat.
 Potential resources identified in the business plan for Pillar 3 will reside in BDT IEE with
the C&I human capacity building expert. The C&I expert in BDT IEE will collaborate with
the BDT HCB Division.
 Based on resolutions, The ITU Secretariat promotes partnerships with potential candidates
to support the implementation of pillars 3 and 4. These partnerships are managed via
6.1.2 As-is Analysis: Identify SWOT and Gaps

Based on ITU information and interviews conducted15 we present the following SWOT analysis
on Pillar 3.

 ITU plays a vital role in global telecommunications development. As a UN Specialized
Agency it has over many decades created and maintained strong and influential relationships
with various governments, regulators, vendors, operators and universities. In addition, it has
a well recognised brand in the global telecommunications industry.
 In developing recommendations/standards across the globe, the ITU plays a strong
coordinating and facilitation role with industry and government players. This has become
one of its core competencies.
 The ITU Secretariat is encouraging the adoption of standards and C&I procedures
recognized worldwide such as those of ISO/IEC, CASCO, ILAC and IAF. This will provide
a more global and holistic perspective on the C&I programme.
 Through the development of the C&I programme TSB and BDT have created strong
collaboration and information-sharing mechanisms. This is driving the progress of the C&I
programme and represents a model that can be reapplied to other programmes that require
inter-sector support.
 ITU members actively engage ITU via forums and meetings, thereby allowing the ITU to
gain valuable insight into members‟ C&I requirements, such as training and workshops.
Also, this continuous communication channel ensures ITU has visibility of regional, sub-
regional and country-specific requirements related to telecoms and C&I.
 Experts within ITU Secretariat are limited in number, but collectively they have a pool of
externally sourced experts. These external experts are contracted to deliver training and
provide services that are limited or not available within the ITU Secretariat.
15
See bibliography list in appendix for references to sources
87
 The ITU Secretariat cannot fund all training activities. As a result, additional funding for
training is sourced from government grants, members, third parties or by raising a
participation fee from trainees including non-members requesting training.

 To implement resolutions, experts are required to perform activities such as the coordination
of global workshops and standards development meetings. As a result, the ITU Secretariat‟s
technical experts, who are limited in number, are required to perform their normal day-to-
day activities as well as coordination functions for selected topics and programmes. These
highly technical resources therefore have conflicting demands on their time.
 As senior technical experts develop special programmes, such as the C&I programme,
formal succession planning to ensure knowledge transfer and retention within the ITU
Secretariat is limited.
 Special programmes such as C&I require the definition of formal processes to ensure that
their progress is tracked and managed. Currently, collaborative governance processes are
sufficient, albeit limited. They must be formalised in future to guide and optimize the
programme‟s development as well as improve the development of other programmes.
 Fulfilling resolutions that agreed by members places demands on the ITU Secretariat,
including the development of implementation strategies and their execution. The
corresponding resource requirements and the impact across ITU and its membership are not
fully determined in advance but as a consequence.
 Due to resource constraints, comprehensive marketing of ITU and C&I objectives to
developing countries are limited. This has consequences for members since they may find it
difficult to position and support C&I within their own region, country and most importantly
their telecom market. As a result, members find it challenging to harmonise their regional
specifics (technology, politics, regulations) to support the C&I aims and objectives.

 To improve marketing effectiveness of the C&I programme within developing regions, the
C&I human capacity building initiatives can be used to market the objectives of other C&I
programme Pillars, such as test suite contribution and attendance at test events.
 By investigating local and global partners within the C&I domain, ITU experts can grow
their resource pool and potential partner base. These can include the identification of other
SDO experts and region-specific partners that can contribute to funding and training. But
these activities must be formally managed within an ITU partnership model and agreement.
 The ITU has regional offices that are located in developing regions. Resources in the
regional offices can be mandated if they have capacity and a level of technical skills
relevant for the development of the C&I programme. This ensures efficiency gains via
economies of scale, where the distribution of work is split across ITU experts independent
of location. If additional capacity needs to be built, hiring regional office resources must be
considered since they are less costly than headquarters resources. Also, these resources are
closer to relevant members and can actively engage them for feedback and interest in the
C&I programme.
 Identification of appropriate internal ITU resources, including regional office resources, to
mirror or shadow C&I experts enables a basic form of succession planning to be put into
place. A more formal approach must still be developed and implemented to ensure that a
88
managed and measurable approach is taken with respect to knowledge transfer and
professional development.
 In interviews conducted and points expressed in forums, from regional members and within
the ITU, a growing consensus exists that growth in C&I human capacity building will
strongly disseminate the culture of testing, conformance and interoperability.

 Developing countries, such as in Africa, continue to suffer from political challenges and this
can directly affect the ITU‟s ability to optimise C&I collaboration efforts between members.
 Many vendors are increasing their focus to sell more solutions in developing regions so as to
supplement their current business in developed regions. With their sales, vendor-specific
training is provided and this may lead to a narrow or biased view on standards and
recommendations for operators in the developing region.
 Different countries in the developing world suffer from a variety of environmental
challenges. This affects their technology choices when importing, certifying and deploying
telecommunication infrastructure. In addition, it affects the way in which standards are
interpreted, implemented and tested. Thus, variations or adaptations to technologies used in
developing regions impact the way in which ITU Secretariat can approach members‟
training requirements.
 Training is only effective if it impacts the individual attending and has a positive follow-
through effect on the organisation who has nominated the trainee. However, the ITU
governance model or process that is extended externally to screen trainee candidates and
ensure their development within an area of standards expertise is limited and informal,
providing suboptimal focus on this desirable outcome.

As agreed with the ITU Secretariat and specified in the submitted proposal and kickoff
presentation, only the as-is situation for Pillar 3 will be costed. The current situation can be
described as an integrated and collaborative approach that relies on the inter-dependency
between ITU C&I role-players (TSB, BDT), members, partners and experts. We outline this
situation below, and in addition we provide some recommendations for improving the efficiency
and effectiveness of coordination and collaboration processes.
Current mode of operation (Collaboration)

 The C&I programme is built upon an integrated workflow, where resources from TSB and
BDT work in a collaborative manner. This ensures that all technical responsibilities are
shared and managed.
 For the human capacity building component of the C&I programme, inter-BDT
collaboration is also promoted with work being done between BDT HCB experts and BDT
IEE technical experts. This includes sourcing and building HCB content and creating
awareness of C&I in developing countries.
 In this model the C&I technical expert has the required coordination skills to manage the
initial development phase of the C&I programme. This involves investigating partnerships
for funding, providing content and creating C&I awareness with members.
 As C&I training content is developed and awareness increases, the relevant BDT HCB
expert will provide assistance to implement the C&I HCB component in a “business as
89
usual” manner. This implies that the regular BDT HCB processes and activities are used to
absorb the common functions in delivering training courses to members.
 This current mode of operation requires a clear mandate to be defined for all parties, roles to
be described, responsibilities to be associated, boundaries to be maintained and resources to
be allocated accordingly. The content of section 6.2 below will assist in this.

Since the current situation is to be used as the base of our calculation, we detail its advantages
and challenges as follows:
1 Applicable workload is assigned to BDT which 1 Effort is required for coordination between TSB,
reduces replication of work if HCB functions were BDT and regional offices to be managed and
done by TSB. governed adequately for the C&I programme.
2 In addition, regional offices are included as much as 2 Specific C&I skills and experience are needed
possible to distribute workload appropriately. within the regional office and may require some
development.
3 This mode of operation focuses effort on the 3 Perceptions and expectations need to be managed
relevant sectors required in specialised cross- since resources are appropriately used for the
functional projects, like the C&I programme. benefit of the C&I programme, ITU Secretariat
and ITU Members, but may be used for
performing C&I work that is not directly owned by
their sector,
4 Facilitates closer collaboration between divisions for 4 Requires workload and work-plans to be clearly
specific projects and results in better communication defined so that resource KPIs are adapted to
and information sharing. normal priorities and specialised programmes.
During our analysis of the current situation of developing the human capacity building activities
for the C&I programme, we have identified the optimisation possibilities which follow below.
These actions are not within the scope of the project and not included in the human resource
modelling presented in the following section, however, they show possible improvements that
could be implemented for the benefit of ITU Secretariat and its Members.
Inclusion of ITU Regional Offices (Extending collaboration)

 BDT should investigate the available capacity and skills available in regional offices.
 Regional office resources can take ownership and responsibility to coordinate C&I HCB
activities for regional and sub-regional members, since they should have already more
knowledge of the needs of the regions. This will improve awareness, visibility and
marketing of the C&I programme.
 Regional office resources can share ownership and accountability with headquarters in the
area of implementing and managing the screening processes for trainee candidates. This will
help ensure the correct people are identified (or nominated) to attend training events and
workshops.
90
 If additional regional resources are required to delegate C&I HCB activities, less costly
solutions than headquarters resources should be sought. This has the potential to reduce
resource costs or increase the number of resources that can be hired.
 Re-skilling of some regional office resources may be required initially, but this will provide
them with technical skills to better manage C&I HCB activities, especially if done in
collaboration with TSB.
 This mode of operation distributes workload across BDT and reduces the workload of the
expert in headquarters. Also, it allows more proactive C&I work to be done in developing
countries, since regional office resources take on a more member-focused workload.
 However, much like the current mode of operation, this strategy requires a well detailed
operational/implementation plan. In addition, governance and management of change
becomes key to the success of the model.

The approached used to derive the human resources for all Pillars is described and illustrated in
the Appendix A.4.
6.2.1 High Level Processes

As the second part of the human resource model, we have defined the high-level processes for
Pillar 3 of the C&I programme. The processes define the current as-is mode of operation for
human capacity building activities. The processes are sequenced as follows:
1 Training requirements are identified via the ITU engaging with members on their C&I
requirements. In addition, members may also directly engage with the ITU head office or
regional office on gaps within their current C&I knowledge base.
2 The C&I human capacity building team determines whether these training requirements can
be managed with current training courses and workshops.
3 If existing courses cannot satisfy member requirements, then new course content needs to be
developed.
4 New course content has to be aligned to what existing or potential partners can provide.
5 Once the content is aligned to member requirements, the ITU C&I team will then plan,
design and coordinate training events with members.
6 Once timelines and agendas are completed, the training is delivered with the help of partners
and the C&I team.
91
Figure 10: Processes for Pillar 3

For the C&I Pillar 3, we assign to each process a set of responsibilities. Processes and the
associated responsibilities are listed in the table below:
92
Table 23: Processes quantified with Complexity and Workload
Workload
Process Task (Person Functional
Responsibilities/Tasks Complexity
Ref. Ref. days per Role
year)
Identify region-specific training
1 1.1 requirements through meetings and 3 3.5 BDT
workshops
Identify member-specific training
requirements via member AGMs and
1.2
regular ITU regional office initiated
2 3.5 RO
meetings
Identify member requirements via
1.3 interactions, when providing expert 3 57.0 Expert
opinions on technology and/or regulations
Manage and track training requirements
1.4
received from the various sources
1 1.5 CA
Consolidate all non-C&I training
1.5
requirements via interaction with members
2 7.0 BDT
Prioritise non-C&I training via a Training
1.6
Plan
3 9.0 BDT
Identify new training requirements not
2 2.1 already part of BDT HCB and related to 3 2.5 CA
C&I
Prioritise C&I training requirements and
2.2
confirm with members
3 2.5 CA
Gather expert requirements for the new
3 3.1a
training courses to be developed
2 2.0 CA
Expert to provide training requirements for
3.1b
new training course to be developed
2 2.0 Expert
Determine if development of new course if
3.2a
feasible or viable
3 3.0 CA
Review and update course feasibility
3.2b
assessment
3 3.0 PL
Use the course template to create a new
3.3
course for the specified topics
2 2.0 CA
Liaise with the expert to identify the
4 4.1a
relevant partners for new course
3 3.5 PL
Liaise with the partner liaison to identify the
4.1b
relevant partners for new course
3 3.0 Expert
4.2a Approach potential course partners 3 12.5 PL

Support partner liaison in approaching
4.2b
potential course partners
3 6.0 Expert
Measure the interest shown by the potential
4.3
partner.
3 1.0 PL
Engage the potential partner(s) in discussion
4.4
around the content of the course
3 10.0 PL
Engage partner liaison in discussions on
4.5a
course details
3 5.0 Expert
Engage expert in discussions on course
4.5b
details
2 2.0 PL
Identify key changes to the course as
4.6
discussed
3 2.5 PL
Draft formal partnership agreement (if new
4.7
partner) or amend existing agreement
3 12.0 PL
93
5 5.1 Draw up a project plan for the new course 2 18.5 CA
Maintain communications plan and logistics
5.2
plan for partners
3 7.0 PL
Manage and implement logistics plan for
5.3
delivery of training
2 5.0 CA
5.4a Finalise all course related planning 2 6.0 CA

Review course planning and make
5.4b
adjustments
2 1.5 PL
6 6.1 Conduct the courses as per training plan 2 6.0 CA

Develop and initiate post training survey,
6.2
collect feedback and draft lessons learnt
2 2.5 CA
Analyse survey feedback and evaluate the
6.3
success of the training
2 2.5 CA
Update the BDT Human Capacity Building
6.4
process where necessary
3 4.0 BDT
Update the C&I Human Capacity Building
6.5
process where necessary
3 2.0 CA
Update C&I partnership strategy and
6.6
planning based on training outcomes
3 2.0 PL
Total Workload (in person days per year) for training events and
213
partnerships
NOTE 1: The total workload for Pillar 3 is 213 person days per 210 day work year. We provide
details on the allocation of workload into roles and resources in the following sections.
NOTE 2: Processes 5.4, 6.1 and 6.5 can be decomposed into more detailed tasks that focus on
trainee screening, which is a key function to be implemented by the C&I team. Examples of
tasks include: develop new or update existing screening methodology, estimate screening
impact on training and member requirements, contact candidates, track progress and update
screen processes.
 The table above provides the required level of detail on processes by assigning tasks or
responsibilities. In the table we provide a complexity criterion that defines the required level
of experience needed to take ownership and complete responsibilities/tasks:Level 1 – 2-3
years administrative experience (grades: G3-G5)
 Level 2 – 3-5 years technical and operational experience (grades: G6, G7, P3)
 Level 3 – 5-10 years senior management and business development experience (grades: P4
or P5 depending on technical and management experience required)
Using estimates and assumptions based on ITU data and interview data, we provide a workload
column that associates workload per year needed to assume the corresponding responsibility. In
addition, we classify the responsibilities into generic roles supported by the ITU. These roles are
discussed below.

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 3.
Once these generic roles have been defined, they can be related to the current ITU resources
used within Pillar 3‟s current mode of operation.
94
By grouping processes according to complexity and workload, we have identified five roles that
are required in the C&I Programme specific to human capacity building activities. These
include BDT and regional office (RO) specific roles that are not within the scope of the C&I
business plan. As a result, we focus our efforts on the C&I expert, partner liaison and
coordination assistance.
The C&I Expert will provide the deep technical expertise on the C&I domain. This expert will
have the relevant telecommunication qualifications and be recognised within the industry as an
expert on C&I human capacity building. In addition to his expertise, the expert will have a
network of professional colleagues who will be able to:
 contribute content and services for training;
 provide perspectives on member states and their requirements; and
 promote partnerships with various commercial and non-profit C&I organisations.
Therefore, we recommend that the C&I expert operate at a P5 level.
We foresee a second strategic role that needs to be filled, above and beyond the C&I expert in
question, which includes the responsibility for establishing, maintaining and managing new
partnerships among the ITU stakeholder group mentioned earlier. This resource is the C&I
Partnership Liaison (PL) whose work processes average out to a high complexity, and who can
therefore be graded P4 or P5. We recommend an experienced P4 who will work closely with the
C&I Expert (P5) to be a natural successor of the expert. This ensures succession planning is in
place as well as professional development.
The Coordination Assistant (CA) will operationalize the C&I human capacity building tasks set
out by the partner liaison. This is a crucial role that is responsible for implementing the training
plan and ensuring that all day-to-day processes dealing with human capacity building are
administered and monitored. We recommend this role be a low/mid level P3, who can over the
years grow into the role of partner liaison. In addition, the role requires mentoring from the
partner liaison as well as from the expert.
To determine the number of resources required based on cost of FTEs we complete the human
resource modelling in section 6.3.
95
Table 24: Quantified Roles for Pillar 3
Responsibility/Tasks Average ITU Total Workload

Role Qualifications and Skills
(descriptions are shorted) Complexity Level (Person days)
BDT HCB Not within scope
Regional Office Not within scope

(RO)
 10-15 years extensive technical experience

in the C&I domain.
 Broad knowledge of C&I technologies,
systems and role-players in developing and
developed industries
 1.3 – Identify member requirements  Relevant telecommunication engineering or
 3.1b – Determine feasibility science degree.
C&I Expert  4.1b – Identify partners  Proven effective skills in developing and
managing relationships with large number of 3 P5 73.00
(Expert)  4.2b – Support partner liaison partners from private sector, as well as
 4.5a – Engage partner liaison on government officials and other partners.
course details  Strong oral and written communications
skills.
 Proven effective skills in strategic
communications, networking, negotiation,
advocacy and ability to relate to mass media
and community.
 1.4 - Manage and track training
requirements  3-5 years technical experience in the C&I
domain.
 2.1 – Identify new C&I training
requirements  Relevant telecommunication engineering or
Coordination science degree.
 3.1a – Gather training requirements 2 P3 56.00
Assistant (CA)
from expert  Skilled in analysing diverse data sets and
providing trend and gap analysis
 3.2a – Determine feasibility
 Able to read, understand and implement
 3.3 – Create new course via template
budgets and logistical plans.
 5.1 – Draw up project plan
96
 5.3 – Manage and implement logistics
plan
 5.4a – Finalise all course related
planning
 6.1 – Conduct the courses as per
training plan
 6.2 – Process survey, feedback and
lessons learnt
 6.3 – Analyse feedback and evaluate
success
 6.5 – Update C&I processes
 3.2b – Review feasibility  7-10 years extensive technical experience in
 4.1a – Liaison with expert on the C&I domain.
partnerships  Broad knowledge of C&I players in
 4.2a – Approach partners developing and developed industries
 4.3 – Measure and manage interest  Relevant telecommunication engineering or
science degree.
 4.4 – Engage potential partners
 Proven interpersonal, networking,
Partnership  4.5b – Engage expert on course details negotiation, advocacy skills. 3 P4 57.00
Liaison (PL)  4.6 – Identify changes to course  Ability to understand and match member
 4.7 – Draft partnership agreement requirements with potential partners.
 5.2 – Maintain communications and  Able to develop and manage budgets and
logistics plan logistical plans.
 5.4b – Review planning  Business development, negotiation and
 6.6 – Update C&I partnership strategy partnership skills required.
and plan  Skilled to provide mentoring for junior staff.
Total Workload (in person days per year) for “in scope” C&I Roles 18616
16
This amount will not equate to the total workload identified in the process as there are roles outside the ITU Secretariat whose workload was not in the scope of this
study.
97
To determine the number of roles needed to implement Pillar 3, we complete the human
resource model by allocating a demand forecast for training events and partnerships against the
current roles‟ workload.
To complement the demand forecast, we make various assumptions on the roles‟ required
capabilities, which are based on current capabilities of the ITU members working in the C&I
Programme. As a result, we provide a base and a progressive scenario for illustrating the budget.

Some core assumptions include:
 The human resource estimations are calculated as a total and independently of the current
resources performing pillar 3 activities.
 The number of work days is 210 per year.
 We reuse average ITU cost per grade17 based on monthly rates for 2012 in Swiss Francs
(CHF) and do not include salary increases over the business plan period
 Events forecast/demand are derived from BDT HCB data especially focused on Africa18 that
is the most complex and work intensive region for the ITU Secretariat. However, to align
with resolutions for the implementation of the C&I programme, we use the Africa demand
to extrapolate demand across all developing regions.
 Based on the coordination assistant workload and experience level, he/she can manage 5
training events per year. This allows the assistant to deliver at least 1 event per region,
covering 5 regions –the baseline scenario ¨considered below.
 We also consider an additional, progressive scenario where the ITU Secretariat can host 7
training events which may include topics additional to those of the base scenario as and
when ITU member requirements strongly point to these.
 Furthermore it is noted that due to the difficulty and length of the process to implement
formal partnerships, it is assumed that, based on the expert and partner liaison‟s workload
and experience level, the latter would endeavour to finalise at least 2 partnerships per year.
In the base scenario it is forecasted that for the period ending 2016 a total of 12 partnerships
will be concluded.
 The progressive scenario forecasts that the partner liaison will have concluded 15
partnerships for the period ending 2016.
For the coordination assistant we do not assume an increase in the number of training events
over the 5 year period. This is illustrated in the training demand shown below. ITU Secretariat
considers, in a conservative approach, that this demand will stay constant. However it should
be stated that if demand is seen to increase above the progressive scenario tabled below, further
revision of the business plan costs may need to take place in order to portray the update.
17
See appendix for table illustrating the average cost per grade
18
The Africa focus was agreed between ITU and KPMG, in the scope of work, as the baseline for Pillar 3 and 4.
98
Table 25: Demand for Trainings
TRAINING COURSE DEMAND
2012 2013 2014 2015 2016

Base 5 5 5 5 5
Progressive 7 7 7 7 7
Table 26: Demand for Partners

DEMAND FOR PARTNERS
2012 2013 2014 2015 2016

Base 2 2 3 3 2
Progressive 2 3 3 3 4
We currently do not assume that the coordination assistant will, over time, achieve time savings
in implementing training courses and workshops, rather these tasks will remain at the same level
of effort due to changing dynamics of ITU member requirements. Event planning processes for
repetitive activities and administrative tasks need to be formalized and implemented to make the
process more efficient. We assume that the workload per year will not necessarily decrease.
However, the probability of such a development needs to be monitored as the programme
matures. The assumed changes in workload are modelled above.
For the partner liaison and expert we forecast some increase in the number of partnerships
promoted across a 5 year period. This is illustrated in Table 26: Demand for Partners. For
partnerships we forecast that the partner liaison will aim to develop partnerships with 12 to 15
potential partners that the ITU Secretariat has identified in its Partnership Strategy over the
2012-2016 programme period. Furthermore the ITU Secretariat has foreseen the development of
partnerships e on a regional basis; this requires further investigation to ensure that all regions
have been adequately covered.
Based on the forecast and assumptions we present the human resource budget in Table 27 and
Table 28. These tables contain the baseline and progressive scenarios respectively.
99
Table 27: Baseline Scenario: Human Resource Budget for Pillar 3
Resource level
Expert (P5) PL (P4) CA (P3)
Total cost
Workload Average Cost of Workload Average Cost of Workload Average Cost of per year
FTE FTE FTE
in days salary resource in days salary resource in days salary resource (all
grades)
2012 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287
2013 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287
2014 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 56.00 27% 163 200 43 521 242 670
2015 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 56.00 27% 163 200 43 521 242 670
2016 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287
Total cost per grade (CHF) 478 046 318 549 217 605 1 014 199
Table 28: Progressive Scenario: Human Resource Budget for Pillar 3
Resource level
Expert (P5) PL (P4) CA (P3)
Total cost
FTE FTE FTE
grades)
2012 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 78.40 37% 163 200 60 929 193 695
2013 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078
2014 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078
2015 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078
2016 146.00 70% 229 200 159 349 114.00 54% 195 600 106 183 78.40 37% 163 200 60 929 326 461
100
6.3.2 Comments
Based on our analysis of the as-is situation, we determine that the workload, responsibilities and
demands for human capacity building are not aligned with current resources allocated to
implementing this Pillar.
A formal partnership strategy is required to strengthen the implementation of resolutions that
promote partnerships with potential organisations, accurately forecast the partnerships required
and fulfil ITU Secretariat requirements to provide training content relevant to specific C&I
topics requested by ITU members.
101
7 Pillar 4: Test Facility Development

Test facility development is specified in various resolutions and initiatives as a means for the
ITU Secretariat to aid and facilitate the development of their members‟ C&I testing labs.
Facilitation enables the ITU Secretariat to provide guidance to members, upon their request, on
processes and procedures needed to build and operate a lab of adequate quality to perform C&I
tests.
Test labs aim to support members in performing regulatory specified tests, conformance testing
and/or interoperability testing on vendor equipment against various ITU recommendations as
well as other local and global SDO specifications. The development of regional and/or sub-
regional test labs provides the vehicle to also develop local skills and expertise in C&I.
To supplement test lab development, the ITU Secretariat also fosters partnerships based on
Mutual Recognition Agreements (MRA) that promote sharing of test results between
developing countries and existing test labs in other regions/countries with greater means.
The ITU Secretariat has developed, with the help of external consultants, guidelines for creating
test labs as well as for the implementation of a MRA regime. The guidelines are focused on
technical and regulatory factors that enable the member to master the requirements for a test lab,
MRA or both.
In developing the human resource model for Pillar 4 we have based our analyses on the ITU
Secretariat‟s current experience in obtaining members test lab requirements, determining the
feasibility of these requirements within the context of their region and promoting partnerships
between members, partners and the ITU Secretariat for developing the test lab. The following
activities have been performed as part of the business analysis for Pillar 4:
of the ITU Secretariat;
 Collection of information through interviews with the ITU head office experts, regional
office staff and relevant third party partners and labs;
 Determine gaps in the current as-is approach for test lab development while highlighting
risks;
 Strengthen current delivery model options within a to-be approach to reduce gaps and
mitigate risks, by outlining new, updated or improved responsibilities/tasks to be included
in human resource modelling;
 Specification of tasks, functions and activities conducted in connection with the preparation
and delivery of test lab development, for the proposed to-be approach;
 Consolidation of tasks, functions and activities within the human resource model to
determine the number of resources needed to implement Pillar 4.
7.1.1 Assumptions
Our work is based on the following assumptions, which have been validated with KPMG‟s
project counterparts in the ITU Secretariat.
 Guidelines for test facility development are mainly of a technical and regulatory nature.
102
 Delivery model options for test facility development will be based on existing ITU
information that includes human capacity building, MRAs, regional or sub-regional test labs
and ITTCs.
 Details for delivery model options will be extrapolated from the Africa region, as agreed in
the proposal and the kick-off presentation of the study. In addition, it was noted that the
complexity of the Africa region made it the best example to consider for the ITU Secretariat
in the present study.
 KPMG will not prescribe a specific delivery model option to implement but we will make
recommendations on the issues on which the ITU Secretariat should focus when supporting
member requirements, where it should expand or where more internal analysis and
alignment with its members are required.
 For the purpose of the current study and report, existing test facility development functions
performed by the Secretariat will not be modified or expanded. KPMG will align the
business plan to these functions, but recommend additional functions to ensure Pillar 4 is
well structured and efficiently implemented.
 Potential resources identified in the business plan for Pillar 4 will reside in BDT with the
C&I human capacity building expert.
 Based on resolutions, The ITU Secretariat promotes partnerships with potential candidates
to support the implementation of pillars 3 and 4. These partnerships are managed via
7.1.2 As-is Analysis

In this section we provide our analysis on the existing activities19 performed by the ITU
Secretariat to develop and implement Pillar 4 activities involving test facility development.
In Figure 11, we show a high level flow chart which defines our understanding of the key
process steps in the current approach implemented for test facility development. We also
develop a SWOT analysis consolidating the risks and benefits of this as-is approach.
7.1.2.1 High Level Processes

Pillar 4 processes define the current as-is mode of operation for test facility development in the
developing world. The processes are sequenced as follows:
1 ITU members approach the C&I expert in question for guidance pertaining to the
development of a test lab within their country, or the use of an MRA with a selected or
nominated partner. Approaching the expert can take any form of communication, however it
is noted that the initiative comes from the member or consortium of members.
2 The expert in question then engages in substantive discussion with the member/s on the
identified opportunity. These discussions are held at the expert‟s discretion and may or may
not include the assistance of ITU Secretariat resources, external partners and/or consultants.
3 The expert involves the ITU regional office in the discussions. This could possibly happen
in parallel to step 2 or even before. The regional office is closer to the member/s in question
and therefore able to share some insights. The contact may be purely internal (within ITU
Secretariat) or involving the member/s.
4 From the various discussions that the expert has conducted with the member/s and others, a
consensus is reached (usually led by the member/s) to undergo a feasibility study
19
Current activities include majority of work done in the Tanzanian Feasibility Study.
103
concerning a formal request. The feasibility study is aimed at investigating the current
climate for the implementation of a potential solution for the member/s.
5 Once agreed that the feasibility study is required, and the funding for this study is secured,
the right partners need to be identified and approached for this endeavour.
6 The feasibility study is then carried out and led by the member/s with guidance from the
ITU Secretariat and its selected partners and/or consultants. Depending on the level of
treatment, the duration of such a feasibility study can vary.
7 The outcome of the feasibility study portrays the various aspects that need to be considered
in order for a test facility to be developed. The study can provide arguments for or against
the development of the facility. The decision to be made belongs to the member/s and is not
the responsibility of the ITU Secretariat or of any partners used in the feasibility study.
8 If the member/s decide to implement a test lab of a certain magnitude, the next crucial step
is to lobby for support and for funding of the endeavour. Once again the member may
choose to consult with the ITU Secretariat for assistance in identifying the correct
partnerships and the ideal model to manage partnerships.
9 The next step is to operationalize the development of the test facility. This can be a lengthy
process with a duration amounting to at least 5 years20.
Figure 11: As Is Processes for Pillar 4
20
Assumptions based on information from Sintesio and the Tanzanian feasibility
104
7.1.2.2 SWOT Analysis
Based on information21 received from ITU Secretariat and interviews conducted with ITU
Secretariat staff, as well as relevant third parties, we present the following SWOT analysis for
Pillar 4.

 ITU Secretariat has expertise in coordination and collaboration through its diverse and
highly experienced professionals. It is best placed to achieve consensus among members
regarding ICT challenges and opportunities, and to use its existing network of partners and
its influential status to connect potential partners with its members to facilitate strong
collaboration for development and growth.
 ITU Secretariat plays a strong coordinating role or facilitator role with industry and
government players. The ITU Secretariat is seen as a prestigious organisation through which
market players can find consensus on conflicting matters via the recommendations set forth
within the ITU.
 Regional points of presence ensure that the ITU Secretariat is close to its members and
understands their environments. This underlines the regional and sub-regional relevance of
the ITU Secretariat especially in the context of developing countries. It also affords the ITU
Secretariat the opportunity to collect regionally based facts about its members.
 The ITU Secretariat, with the help of its experts and regional offices, can provide C&I
insight to developing countries through human capacity building activities. Having collected
regionally based requirements from its members via its regional offices, the ITU Secretariat
is well positioned as an advisor to regional political bodies who may need to reach
consensus on critical topics like technology and standards harmonisation.
 The ITU Secretariat can gain insight into region-specific and country-specific C&I
requirements, such as test labs. This enables the ITU Secretariat to continually develop the
programme topics to make them relevant as the member requirements evolve.

 The ITU Secretariat does not have sufficient internal technical expertise nor financial
resources to operationalize test facilities. There is a misperception in Africa that the ITU
Secretariat has the funds required to finance the development of test facilities in the region.
Furthermore, the misperception is that the feasibility study will be funded by the ITU
Secretariat and is a means of an application for the required funds.
 Continuous awareness and profiling of regions are not performed on a regular basis, inter
alia as a result of limited ITU regional office resources. This leaves the ITU Secretariat
fragile to the risk of losing relevance to its developing members in the region and thereby
rendering futile its attempts to assist member states in addressing current challenges
pertaining to conformance and interoperability.
 Developing countries require region-specific adaptations to global standards. The ITU
Secretariat is currently not in a position to provide sufficient guidance to developing
countries in this respect, and to assist them in implementing global standards and
recommendations in the local or regional context. (This would be an ideal opportunity for
the promulgation of the awareness of C&I objectives).
21
See bibliography in appendix A.1 for full list of references to information sources
105
 Collaborative governance processes need to be defined to guide and optimise the
development of new programmes. Formal programme structures and processes need to be
developed and implemented as soon as the right resources have been identified for a
programme. To this end, although the right resources do exist in the context of the C&I
Programme, we have found that the lack of formalised processes and governance has led to
inefficiencies in the programme from a process perspective. These inefficiencies are
addressed in Section 7.2.1
 Resolutions place demands on the ITU Secretariat of which the impact in terms of resource
requirements and operational risks is not determined in advance. The resolutions raise
immediate expectations for implementation, but resources remain limited. This places stress
on operations as the existing resources are stretched, and there is a negative impact on both
“business as usual” activities and the special programme sustainability. In the context of the
C&I Programme, the resource constraint currently experienced carries the risk of seeing the
programme fail to address the increasing/growing member requirements/demand.
 Progress is slow in rendering solid the formal partnerships between ITU Secretariat and
identified partner22 organisations. These partnerships have been hailed as being pivotal to
the success of Pillar 4 as the ITU Secretariat requires them in order to assist the ITU
members with meeting the key C&I objectives.

 Existing partners22, though limited in number, have the capacity to provide the operational
effort required for test facility development. This operational effort refers to the technical
resources required to assist the ITU member/s in carrying out feasibility studies and detailed
guidance in the development project which may result thereof. The ITU Secretariat can
mobilise its existing partnerships and should aim at developing more of these for the
duration of the programme to keep up with ITU member demands.
 There is a possible glide path moving from human capacity development into test lab
development, where training is done in parallel to the step-by-step development of testing
labs. This enables developing countries which see the need for a test facility within their
borders to simultaneously enhance their type approval capabilities as well as build human
resource skills for this.
 Some of the resource constraints in marketing and in communicating with members can be
overcome by using various regional events as well as global communication tools and
technologies. With specific reference to the African regional perception that the ITU
Secretariat does not have enough visibility among its members, likely due to resource
constraints, we suggest the use of alternative means of communication to enforce this
presence in member activities. For example, the use of tele-presence is a growing trend in
most global corporations in order to foster cross-border collaboration. The ITU regional and
head offices may consider this means of communication to attend pressing member
activities where it proves difficult to attend in person.
 Various global funding agencies23 are available to support initiatives in developing
countries, but must align to ITU‟s C&I objectives. The ITU Secretariat could use its
influential standing to positively contribute to the efforts of its members in the cases where
22
During the development of this business plan, the ITU Secretariat began formal partnership negotiations with
CERT only. Other partnership discussions have occurred with ZIINS and Sintesio, but to our knowledge no formal
negotiations has taken place.
23
See “Guidelines for Developing Countries on Establishing Conformity Assessment Test Labs in Different
Regions”, Appendix 4, November 2011 for exhaustive list of international agencies
106
there is a viable and sustainable revenue-generating business case for the development of a
test facility (whether it be local, regional or even an ITTC).

 National interests and political factors across countries in developing regions affect the ITU
Secretariat‟s collaboration efforts between members. Members have varying sub-regional
objectives. Regions have several such political development areas, making it difficult to
reach consensus on certain issues like technology harmonisation and standardisation.
 Limited resources in the ITU Secretariat (both head and regional office) leave members and
some (potential) partners with an incorrect perception. Since ITU resources are insufficient,
it becomes difficult to manage its members‟ expectations and perceptions at all times. It was
noted that some key potential partners were unaware of certain C&I objectives and were
unsure of the arguments leading to the implementation of the programme. Specific reference
is made to an interviewed potential partner24 for whom the C&I Programme and its intent
were not clear. Members25 have shared their uncertainty regarding the C&I Programme and
its relevance in their specific context.
 Vendors, who are ITU members, may consider test labs as another cost which increases the
price of their equipment. The development of additional test facilities in the developing
world is likely to be followed by an increase of regulations and of the costs associated with
compliance to those regulations in the countries (and possibly regions) where the test
facility is being developed.
 General MRAs used between labs across different regions may reduce the effectiveness of
testing, since these MRAs may not cater for region-specific regulations, standards and
technologies. This requires adaptation of general MRA contracts, creating legal issues.
 The lack of technology harmonisation and industry maturity in developing regions
constitute particular C&I obstacles. This introduces an increased level of complexity for the
ITU Secretariat as there may be a need to address such obstacles in the regions prior to the
implementation of concepts like regional test labs and ITTCs (which can be viewed as the
true measure of the maturity of telecommunications environment as conformance and
interoperability is concerned).

As agreed with the ITU Secretariat and specified in the project proposal and kickoff
presentation, KPMG utilises existing information obtained from the ITU Secretariat, ITU
members and partners to define high-level delivery model options for Pillar 1 and 4. The
delivery model options aim to overcome risks/challenges identified in the as-is SWOT analysis,
and build on current efficiencies. The modalities of these options are spelled out in Error!
eference source not found. below to show the alternative approaches for test facility
development. KPMG does not recommend the implementation of any specific delivery model,
but rather identifies and describes tasks which provide a decision-making choice as the basis for
future work of the ITU Secretariat. The number of ITU resources and the scope of their
activities will be determined according to the requirements of the delivery model options.
It was also agreed that KPMG base the delivery model options on factors affecting the
development of test facilities in Africa since the underlying principles and concepts used for
24
Interview with ETSI, Director of the Centre for Testing and Interoperability
25
South Africa Department of Communication (DoC), Members interactions at workshops with the Africa ITU
Regional Office
107
Africa can be retrofitted and reapplied to other developing regions in the course of the ITU
Secretariat‟s subsequent implementation of its C&I programme.
The considered delivery model options are based on the following principles:
 providing support to the creation of test labs in developing countries is one of the primary
objectives of the C&I programme.
 MRAs for globally/regionally common technologies are a suitable mechanism to assist
developing regions that do not have type approval labs and certification bodies/labs.
 test labs are built and funded across phases to ensure that local skills and expertise are
developed over time.
 ITTCs are supported once industry and governments reach consensus on regional C&I
objectives.
The ITU Secretariat should support all delivery model options within the C&I programme, since
developing countries may choose to implement any option. However, the outcome of the initial
country/region assessment remains a crucial step. Such an assessment can have alternative
results:
 Members may continue with their existing approach since it is suitable for the benefit of the
region and themselves;
 Members may choose to implement alternative options, after risks have been identified in
the current approach or thinking;
 Members may define a glide-path to evolve from other available options of test lab
development to their favoured option;
 Members may collaborate with other countries, and the ITU Secretariat can facilitate this, to
ensure the best option is implemented for the benefit of the region and member/s in
question.
108
Table 29: Unpacking the Delivery Model Options
Delivery Model 1: Delivery Model 2: Delivery Model 3:

Human capacity building and MRAs and investigate local test facility Local and regional coordination to promote
partnering/reusing existing lab facilities development ITTC
Description The focus of Pillar 3 follows through to Pillar 4, Fostering the use of MRAs, where applicable, This “big bang” approach allows more resource-
as skills development remains a crucial building ensures that member states‟ immediate wealthy member states among developing
block for test lab development. The emphasis conformance requirements are met for common countries to be “first to market” in developing a
remains on building C&I awareness such that technologies and standards. MRAs remove initial regional test lab. These member states build and
existing labs26 can start investing in skills and resource constraints for C&I testing and allow operate a test lab business model that allows
resources needed to build C&I capability. local effort to be directed into planning and other countries within the region to benefit from
developing test labs that meet members‟ medium the ITTC as well as compete with the ITTC.
and long term C&I requirements.
Modalities  Detailed country and region analysis defining  Detailed country and region analysis defining  Detailed country and region analysis defining
collaboration and coordination required collaboration and coordination required collaboration and coordination required
between ITU Secretariat and members. between ITU Secretariat and members. between ITU Secretariat and members.
 Continuous up-skilling of people and  Identify standards and regulated technologies  Investigate potential partnerships with
monitoring their development is essential to which are common across regions, countries and existing test labs within the region. This also
success. labs, and adopt an MRA that caters to these. requires the promotion of partnerships with
 Human capacity building requirements  Develop local test lab with focus on specific governments in the region.
analysis must be done in parallel or jointly standards and technologies which are local or  In parallel investigate partnerships with global
with test lab development. specific to the country. experts to help leverage their skills and
 Integrate operating model with existing C&I  Developing local test labs is resource expertise in building an ITTC.
and non-C&I labs so as to benefit from intensive and, as a result, requires investment  Regional technology specifics and regulatory
government incentives27. This form of test lab after thoroughly executed feasibility study. specifics must be considered and managed to
development is less costly to start and  Skills development and partnerships are used guide the choice of partners.
increases time-to-market for C&I test labs. to measure and determine the success of test  In all forms of partnership the openness, trust
 Commitment and continuous communication labs and could be entrenched in MRAs. and positive collaboration between regional
between government and industry must be  When agreement is reached between governments will dictate the success of this
maintained. countries, nominate a centre of excellence as form of test lab development.
 Sustainability must be assured as the an ITTC. The ITTC will focus on region-  If no regional labs can be reused there will be
telecommunication market and political specific or common technologies that are not large capital outlays required to build an
environment evolves. covered by any MRAs or limited in cover. ITTC. A formal capital investment business
plan has to be developed to guide the
development of the ITTC by the ITU member.
26
In an interview the South African DoC mentions plans to invest in C&I skills and resources to enhance existing type approval labs.
27
Some incentives seen in South Africa include tax deductions and access to funding.
109
The plan will cover long term test lab
strategy, funding models, resource models
and implementation tactics.
Output  Country and/or regional assessment  Country and/or regional assessment  Country and/or regional assessment
 Skills development strategy outlining  Legal MRA document  Partnership model and contracts,
implementation plan  Local test lab strategy and implementation highlighting key performance indicators
 Partnership model defining integration with plan  ITTC memorandum of understanding
existing labs or facilities  Feasibility study between countries involved
 Marketing plan including a communications  Partnership agreements with key  ITTC business plan coupled with a detailed
strategy performance indicators implementation plan
 Sustainability study with actions  Memorandum of understanding between
countries involved in nominating an ITTC
Benefit to  All options contribute to the formalization of the structure and processes needed to develop and implement Pillar 4.
the ITU  The detailed country/region assessment enhances the ITU Secretariat‟s member profiling activities to better gather, analyse and understand member
Secretariat requirements and challenges.
 All options favour the ITU Secretariat‟s strong coordination and collaboration role in forming and managing partnerships to better serve members.
 Through active engagement with members and partners across all options, the ITU Secretariat can proactively manage C&I programme perceptions.
Benefit to  Provides a glide path for members moving  There will be no increased supply chain cost  The ITU Secretariat establishes the
ITU from human capacity development into test for vendors to test their equipment in a communications channels between
members lab development, where training is done in developing region that has an agreed MRA, governments to gain consensus on the role
parallel to the development of testing labs. covering the required standards and and scope of a regional lab or ITTC. This
 Addresses the needs of developing countries recommendations, with a developed region. has a positive effect on reducing political
that require the development of a test facility  Vendor equipment implementing standards influences since all governments have
within their borders to enhance their type and recommendations not covered in a MRA visibility on the ITTC‟s benefit to their
approval capabilities as well as build the will require certification in local type citizens, economy and region.
C&I skills. approval labs or test labs. This may increase  The massive collaboration between
vendor costs but decreases the ITU developing countries in a region creates
member‟s risk of certifying non-conformant awareness of country-specific adaptations to
and non-interoperable equipment. technologies and standards. This contributes
to a regional technology harmonisation
effort needed across developing countries.
110
Though recommendations can be given, the relevant ITU member is still required to make the
final decision on the option and on the approach to investment and implementation. An example
of the above is seen in the Tanzanian test lab feasibility study done with the aid of the ITU
Secretariat. The study highlighted the costly requirements for a regional lab, but the member has
subsequently committed to implementing a regional test lab (as per its outlined strategy) with
growth ambitions of becoming an ITTC, specifically focused on the testing equipment and
services in the domain of digital television.
KPMG notes the following examples28 of where the involvement of the ITU Secretariat with
C&I specialists will be beneficial:
 The South African Department of Communications (DoC) and regulator plans to enhance
their existing type approval labs, which are well resourced, to support digital television
migration testing that is especially focused on set-top-boxes (STB). The ITU Secretariat
should mediate between Tanzania and South Africa, so that duplication is reduced and both
governments can benefit from an integrated regional lab solution.
 CERT and reference searches29 indicate that Egypt and China have signed a memorandum
of understanding for China to perform type approval testing on behalf of the Egypt National
Telecommunication Regulatory Authority (ENTRA). The ITU Secretariat should investigate
this “MRA-like” approach to type approval testing between regions. This approach can be
used or applied to other ITU members facing conditions similar to Egypt‟s.
 CERT labs aim to perform C&I testing on all categories of electronic equipment, not only
telecommunication products. The ITU Secretariat should formalise partnerships with CERT
to encourage it to provide their services to ITU members. A partnership is currently being
discussed between CERT and the ITU Secretariat;
 CERT is also developing MRAs with the EU due to the growing Tunisian export economy.
The experiences gained here will be valuable to the ITU Secretariat when performing
feasibility studies for other developing countries. This further justifies a formal partnership
between CERT and the ITU Secretariat.

Delivery model options make use of MRAs, local test labs or ITTCs so as to provide the ITU
Secretariat with a set of scenarios that it can use in an open dialogue with members. However,
the use of an MRA, the implementation of a local test lab or the development of an ITTC has
associated advantages and challenges.
Through data gathering30 and analysis, KPMG has constructed an “advantage and challenge
matrix” as a means to illustrate the appropriateness of MRA, test lab and ITTC. The matrix is
shown below and explains the use of the three elements against specific perspectives.
28
Examples were extracted from the interviews conducted with KPMG
29
http://www.hk.sgs.com/sgs_signs_memorandum_of_understanding_with_egypt_ntra_hk?viewId=741
30
See bibliography in appendix A.1 for full list of references to information sources
111
Table 30: Advantages and Challenges of MRAs, Local Test Facilities and ITTCs
Components of the Delivery Model Options
MRA Local Test Facilities Sub-regional Labs or ITTC

Country Perspective Advantages: Advantages: Advantages:
(effects at regional  Fosters existing or new political treaties  The member state has the capabilities to  Enables a unified regional view on the
and country level) with developed nations for better control attain a level of independence from other risks and benefits of C&I affecting each
over the implemented MRA between the countries and regions by performing its country as well as the country specifics
two or more countries. own C&I testing. that need to be managed within the
 Provides better guidance and structure to  It gains better control over its ICT market charter of the ITTC.
incumbent governments on the current by having access to test facilities that can  Propagates a single regional view, versus
testing processes and the possible positive quickly gauge the state of the country‟s numerous country views, when discussing
regulations and market control. market players against regulated and C&I strategies and developments in any
unregulated C&I criteria. political workshop or forum.
Challenges: Challenges: Challenges:

 Assumes that the countries have enough  Lack of momentum in developing these  Nominating a regional lead and defining a
technical expertise, political skills and labs becomes a risk when coordination formal governance framework to develop
expertise to manage the details of the between government departments is the ITTC could be a lengthy process due
legal, technology and regulatory limited. to the need to streamline and find
management of the MRA regime.  If a healthy business model incorporating common ground for different agendas.
 Failure of this regime may lead to a government and private sector funding is  Additional costs are incurred over time to
negative impact on relationship between not well defined, the test lab may not be support testing of global standards that
the countries involved if not managed sustainable in the medium/long term. are also used in the region.
correctly.  Strong collaboration with private sector is  Countries have to agree on the selection
 Change in government incumbents may essential to ensure the test lab will be of standards that are most pressing to
impact continuity as the new governments utilised for the benefit of the local their entire region‟s context to reduce
may institute different heads for economy. costs and focus effort.
regulators and state-run entities required
to run the MRA regime.
Economic Advantages: Advantages: Advantages:
Perspective  Trusted equipment that has passed C&I  Ability to test equipment locally for local  Ability to test equipment against regional
(effect on the tests, within the MRA framework, may C&I specifics, thereby reducing time-to- C&I specifics, thereby reducing the effort
member‟s economy) reduce costs of integration. These savings market of new services as well as cost of required to service the entire region or
can be passed through the products and integration into the current network. New sub-regions.
services being delivered by the network. services should cost less due to  Reduction in costs and overall
 MRA frameworks represent a less costly reductions in integration. Also, services efficiencies are gained by successful
option than the development of a physical stimulate usage of telecom infrastructure equipment manufacturers if they can
test facility. and have a direct benefit for consumers. satisfy all tests applicable to the entire
112
 MRAs may also be lobbied for by the  The ITU member will be able to promote region. These cost saving can be used by
local network operators in order to drive sub-industries built upon C&I labs and vendors to reinvest in R&D for the
their supply chain costs down by reducing their activities, such as testing of other region.
the amount of equipment testing to be electronic equipment. Therefore labs can
done. extend and enhance their business model
to focus on other revenue streams that
ensure their sustainability.

 Developing countries which want to  Finding, applying and obtaining funding  High costs for the ITTC can be justified if
create/promote an export economy would is a critical issue that affects the success implemented as a regionally based test
prefer to build local test labs to test their of C&I efforts for developing local test lab, but consensus on its implementation
products before agreeing on MRAs. facilities. This risk is further enhanced in and operating model must be agreed
between country regulators, which can be
 Decreases the competiveness and economies that do not support an export
difficult.
effectiveness of local labs as the states industry or countries who aim to test
turn to MRAs as solutions to overcome expensive technologies.  Countries with more resources which
the costs and challenges associated with  Vendors may not support these local support the ITTC may implement a larger
testing locally. facilities due to their products undergoing part of the ITTC and therefore control
more of the investment, as opposed to
 Limited investment in local labs, if additional local tests that can increase the
countries that have fewer resources to
available, to evolve into C&I test labs that overall costs of their equipment.
contribute to the regional lab.
can leverage existing resources.  ITU members have to ensure that the
right technology and consulting partners  Promoting the economic benefit of co-
are identified and engaged to provide the developing an ITTC between many
services needed that align to their test countries can be difficult since the
facility strategy. business case must ensure all parties
benefit in some form.
Consumer Advantages: Advantages:
Perspective  Vendors can decrease their time-to-  Both regional and local test facilities can perform more country-specific tests, especially
(effect on end user market for successfully tested equipment those dealing with consumer complaints.
and telecoms
consumer market)
thereby rapidly developing the telecom  As a result of the investment made in the test lab, products are approved to enter the market
industry of the country in question. which increases consumer confidence in regulators and regulations. This also improves the
 MRAs reduce vendor costs since consumer perception of regulators.
equipment is not re-tested. The cost
savings can be passed to the consumers of
the telecommunications network.
Challenges: Challenges:
 If MRAs are not managed for local C&I  Consumer-focused marketing has to be done to foster C&I awareness and ensure complaints
network specifics there may be service are funnelled into the correct channel, especially in the regional context.
gaps, opportunity for fraud and possible
revenue leakage in local networks.
113
Technology Advantages: Advantages: Advantages:
Perspective  The developing region can become  Local test labs become the haven for  ITTCs are developed to become centres
(effect of choosing exposed to the best available expertise expertise and skills involving new of excellence for technologies specific to
specific telecom and testing standards to test newer and technologies, standards and products. the region. This is seen in the Tanzania
standards and
technology at
evolving standards.  Local innovation also takes place in these and South African case: both see benefits
regional and country

 Decreases time-to-market for newer labs, such as the development of effective in a regional test lab for aiding their
technologies in the local country which and efficient test suites for specific digital television migration.
level)
may see positive spin-offs or adaptations standards.  Provides a central repository of
as a result.  Harmonisation of local technology knowledge that can be shared throughout
 Reduces the entry of low quality specifics against global standards can also the region and does not have any political
telecommunications equipment into the be achieved here and shared with other or vendor biases.
region. labs.

 Differences in country infrastructure,  Facilities require a basic set of C&I  Regulators require deeply skilled
technologies and standards can block the services that provide the foundation on resources to implement an ITTC concept
use of regional MRAs that apply to which technologies are tested. These may  Business models that ensure revenue
globally common technologies and be cumbersome and large in number for generation are an issue that developing
standards. start-up facilities. For example CERT countries have to investigate and agree
 The various network configurations and started with 44 services. upon.
implementations make it difficult to  Technology testing models must be  Marketing of the lab and its relevance is
harmonise standards in developing aligned to a business model that ensures essential and has to be done by sensitising
countries. This requires many more revenue generation. any or all feasibility studies undertaken
custom tests to be conducted, resulting in  To finance the lab there is a need to across the local ICT industry and region
more complexity when trying to mobilise local and mostly foreign  Lack of technology harmonisation across
implement regional MRAs. resources. This investment may influence the region leads to political, technology
the choice of technologies the facility and skills development difficulties in
must test by default. implementing an ITTC.
Competition and Advantages: Advantages: Advantages:
Cooperation  Streamlines access to foreign developed  Developing countries can use their labs to  If multiple ITTCs are developed in a
Perspective markets and allows easier access to perform general tests such as type region due to competitive reasoning, their
(effect on developing markets. approvals, while developed countries‟ overlap is reduced by the creation of a
partnerships and
“competitors”)
 Within an MRA the developed countries labs can test more specialised/new regional conformance authority that
can test more specialised/new technology standards. brokers product testing between the most
technologies, which would be costly if appropriate labs.
undertaken by the developing country.

 Due to region-specific considerations and  Local labs should evolve over time to  Moving too fast to be first in the market
competition, some countries would not start to test more complex technologies could impact the quality of the services
114
favoour entering into MRAs. For relevant to the region. It allows them to and skills in the ITTC, thus impairing its
instance, each country would want to obtain returns from new product credibility as a reputable regional lab.
develop more local C&I skills to gain a offerings. This may cause competition  Skills and expertise require time to be
more competitive position in the region. between labs situated in different regions. developed and this should also be
 A clear partnership strategy must be factored into the development plan of the
defined to ensure competition is limited ITTC.
and cooperation is promoted.
Regulatory
Perspective Advantages: Advantages: Advantages:
(effect on telecom  Trust and ease of information sharing is  With a local test facility, members should  Some developing countries can provide
regulations and achieved, since test results are shared see improvements in their regulation, less expensive labour for testing which
policies) between the developing region/country development of specific test suites and represents a business opportunity for
and developed region. preliminary test results used to promote developing countries to co-create ITTCs.
 There is a reduction in cost by not having industry discussion. The end result is a  Harmonisation of regulations can be
local resources to manage the full C&I process that informs the regulator if achieved across developing regions, like
complexities related to country equipment is suitable to enter the country. those currently benefitting the European
regulations.  The test lab is used to develop, maintain, market.
 Developing countries may temporarily update, create regulations, based on  A collective developing region ITTC can
accept tests of developed countries which changes to the telecom market. be used to shape and change global
they consider of superior quality, while policies for C&I.
they develop/improve their own test
quality.

 Management of the quality of the overall  In some countries regulators do not have  Regulators regulate the type approvals in
MRA process so that it promotes regional the capacity and expertise to perform the their own country. There is also a
interactions, such as how non-conformant tests according to international standards. requirement for regulators to agree on
equipment is treated across regions.  Skilled resources are required in these standards that are used across their
 Some developing countries do not have labs and this may take time to develop. region. As a result, regulators must
strict regulatory laws to help filter Global and local partnerships can be used identify generic standards or technical
manufacturers who want to bring in the short term to provide skills. domains that are mutually beneficial if all
equipment into the country. This impacts  Continuous monitoring of test results and countries are involved
the use of the MRA. their impact on the industry and
 The need for skills in the country to regulations is required to ensure an open
manage the complexity inherent in the and competitive market.
MRA regime.
115
The approached used to derive the human resources for all Pillars is described and illustrated in
the Appendix A.4.
7.2.1 Recommended High Level Processes

Having analysed the previously defined as-is process of the test facility development process we
have sought to maximise the efficiency and effectiveness of the process. We aim to also show a
comprehensive approach in integrating Pillar 3 into the development of test facilities in
developing countries. The processes are sequenced as follows:
1 The five ITU regional offices take a proactive role in engaging with the various ITU
members within their respective region. The aim is to filter all requests (such as the interest
to develop test facilities) from the members prior to the requests reaching headquarters.
2 As in any new process, we cannot rule out the possibility in the foreseeable future (2012 –
2016) that ITU members will abandon their modus operandi of contacting the respective
expert with their individual requests. This possibility should be discouraged but however it
cannot be excluded at this stage.
3 With regular interaction with members, the respective ITU regional office can quickly build
member intelligence and thereby gain insight into the member‟s general needs. For example
if some members within a sub-region have expressed the need to develop a test facility, such
an observation should be noted by the regional office.
4 Similarly the expert can gather member requests at a regional level, i.e. all African regional
members‟ requests can be grouped. This fosters a more efficient means of analysis of
individual member needs into a regional perspective and/or requirement.
5 A regular, frequent and rigorous consultative process should be introduced between regional
offices and headquarters in the context of the C&I Programme. The key discussion points in
these meetings should relate to the insight collected in the above-mentioned steps.
6 The region and headquarters consultation process should be a two-channel form of
communication, and can be initiated from either side. A stringent governance model should
accompany this process to ensure its sustainability and to measure its performance and
effectiveness within the C&I Programme. This could also be automated via a business
intelligence or knowledge management system.
7 With the discussions held between the regional office and the expert concerned, a consensus
should be reached on the need to take the discussions further with the relevant ITU
member/s that have the higher prioritised requirements. This would be a round of
discussions to further analyse the requirements of the member/s and give practical guidance
on the way forward for the matter.
8 Moving forward with the discussion, it is recommended that the ITU investigate
requirements further by means of a test lab feasibility study. At this point the ITU expert can
introduce potential partners or external consultants to assist in the endeavour. The role of the
ITU would be to provide guidance and facilitate a meaningful self-sustainable partnership
between the member/s and the potential partners (including external consultants). Both the
expert and the regional office should play an equal role in monitoring the progress of the
partnership, feasibility study and provide guidance wherever necessary.
9 The outcome of the feasibility study could be to engage in Human Capacity Building (Pillar
3) activities which could assist the relevant member/s to gain more insight into their own
116
requirements. This process then takes the Pillar 3 Route. However, relevant member/s
maintain the possibility of pursuing the other two options in parallel to this first option.
10 Engaging in a Mutual Recognition Agreement (MRA) Framework is a possible option for
the relevant member/s to temporarily meet their identified requirements. Once again this
does not need to be the only option chosen, and the member/s are free to select a
combination of the available options in parallel.
11 Relevant member/s may want to take an “aggressive” approach to meeting the identified
requirements with the development of a test facility.
12 With the selection of an MRA framework approach31, the member/s would have to make the
decision on which Route to take, i.e. regulated or unregulated equipment – or even engage
in both.
13 Following process step 12, the decision has to be made on the preferred delivery model for
the MRA. This includes the selection of a number of partners and the identification of
partners that test for standards which are applicable to the member state(s) in question. The
ITU Secretariat should provide the required assistance in terms of pointing out the relevant
partners with which ITU already does business. If there is a regional consensus among all
members on standards, then this would be simplified. Driving harmonisation among the
various regional and sub-regional telecommunication bodies would be the key role of the
ITU expert and regional office in this Pillar.
14 The delivery model is then implemented. This would entail formal negotiations with the
selected partners, and signed agreements.
15 Implicit in any partnership model there is the degree of relationship and contractual
management that is inherent to the chosen delivery model of this framework. The ITU
Secretariat could provide some minimal input in this regard.
16 We believe that in the forefront of the process of test facility development is the selection of
an implementation model for the relevant member/s. The key driver of this model will be
dually presented by the technology and regulatory focus in question. If technology and
regulation are country-specific, then the choice would be obvious – a national testing facility
until there is a level of harmonisation in the region or an MRA is feasible with another
region/state (this is a long term view for collaboration within C&I). It is possible in a
harmonised region for the technology and regulation to lead to the development of a test
facility for the region – and possibly evolve into an International Telecommunications
Testing Centre (ITTC). Another implementation model option is a sub-regional lab that aids
the collaboration of two or more countries focusing on similar C&I challenges, technologies
and standards.
17 Developing a robust funding model is critical to the success of test facility development.
The model should sense disturbances in the rollout of the implementation model, such that
funding could be managed accordingly to reflect any changes. This is brought about by the
notion that the telecommunications industry is highly fluid and there is a need to be
constantly aware of the technology and regulatory factors that constitute some of the drivers
of the telecommunications market.
18 There needs to be selection of the appropriate partners, as mentioned in step 13 above.
19 The test facility will have to be developed with the identified partners. The ITU expert and
regional office should monitor the progress of this development, and collect the lessons
learnt over time to provide meaningful insights for other such endeavours – this would
31
KPMG includes regulated and unregulated options for MRAs, so as to align to the existing guidelines document
being offered/published to developing countries in building test facilities. Also, both options ensure the ITU
Secretariat covers more scope of its members‟ requirements.
117
greatly increase the experience and value the ITU can provide to its other members. The use
of Human Capacity Building during the development stage could be ideally used to up-skill
the human resources required to manage the development and implementation of the test
facility.
At any stage of the management of the test facility and MRAs there could be identified
opportunities than could trigger step 8 – a renewed feasibility study. This feedback loop ensures
the ITU Secretariat and partners continue to provide relevant test facility options to ITU
members.
118
Figure 12: To-be Processes for Pillar 4
119
For the C&I Pillar 4, we assign to each process a set of responsibilities. Processes and the associated responsibilities are listed in table 31
below. Some workload estimates are not quantified since this not within the scope of this business plan and neither the ITU Secretariat nor
KPMG have visibility of how members or partners will implement some responsibilities associated with Pillar 4 options. Also, regional
related tasks and responsibilities are determined per region but will be applied to all 5 regions in Section 7.3 to accurately determine the
human resource budget.
Table 31: Table 3: Processes quantified with Complexity and Workload

Process Activity Tasks/Responsibilities Complexity Estimated Functional Role
Reference Reference Workload
(Person
days per
year)
1 1.1 Proactively discuss with members regarding C&I objectives 3 5 RR
1.2 Follow up with any member queries pertaining to C&I 2 3 RR
1.3 Encourage member participation, via ITU regional AGMs, before they engage HQ 3 4 RR
directly
1.4 Maintain records of the requests and queries for continuous follow up and 2 2 RR
discussion
2 2.1 a Members will contact HQ directly on C&I matters for advice, counselling or 3 24 Member
guidance
2.1 b Members will contact HQ directly on C&I matters for advice/counsel/guidance 3 24 Expert
2.2 Maintain records of the requests and queries for continuous follow up and 2 2 Expert
discussion
3 3.1 Ensure that log/record of requests and/or queries is maintained and up to date 2 2 RR
3.2 Collate all the member requests into regional categories aligned to central C&I 2 2 RR
themes
3.3 Further discussions and follow-ups on older queries to officially close requests 3 3 RR
4 4.1 Ensure that log/record of requests and/or queries is maintained and up to date 2 2 Expert
4.2 Collate requests and/or queries into member and region specific C&I themes 2 2 Expert
5 5.1 Discuss regional requirements with Expert for synergy 3 3 RR
120
5.2 Prioritise themes and develop high level strategy to address requests and/or queries 3 2 RR
6 6.1 Discuss regional requirements with regional representatives for synergy 3 3 Expert
6.2 Prioritise themes and develop high level strategy to address requests and/or queries 3 3 Expert
7 7.1a Agreed priority concerns are discussed with the members in question 3 4 Expert
7.1b Agreed priority concerns are discussed with the members in question 3 2 RR
7.2a Identification of detailed requirements 3 4 Expert
7.2b Identification of detailed requirements 3 3 RR
7.3 Solution (detailing roles and responsibilities) and Roadmap is created 3 2 Expert
7.4 Identify partners to assist in the solution 3 2 PL
8 8.1a Feasibility study is carried out within a partnership model approach 3 20 Member
8.1b Feasibility study is carried out via a partnership model 3 10 Partner
8.1c Manage partnership between parties via a controlled governance process 3 20 PL
8.2 Results of the feasibility study are used to debate across government agencies and 3 20 Member
make a decision by the member/s in question
8.3 Strong guidance is given by the ITU and partners at this stage 3 5 Expert
8.4 Strong guidance is given by the ITU and partners at this stage 3 5 Partner
9 9.1 Engage in the Human Capacity Building objective of the C&I Programme 1 0 Member
9.2 Follow the Pillar 3 process 1 0 Member
10 10.1 Engage in the MRA framework with select partners 3 0 Member
11 11.1 Engage in the development of Test Facility 3 0 Member
12 12.1 Engage in an MRA for Regulated equipment and technology 3 0 Member
12.2 Engage in an MRA for Unregulated equipment and technology 3 0 Member
12.3 Engage in an MRA for both Regulated and Unregulated equipment and technology 3 0 Member
12.4 ITU guidance to be given to the member/s 3 5 Expert
13 13.1 Identify potential partner(s) 3 2 PL
121
13.2 ITU to facilitate potential partnerships 3 3 PL
13.3a Discuss the details of the partnership with partners 3 12 PL
13.3b Discuss the details of the partnership 3 12 Member
13.4 Finalise Partnership Agreement between parties 2 5 PL
14 14.1 Develop an implementation plan 3 10 Member
14.3 Mobilise the required resources 3 60 Member
14.4 Provide services to member 3 60 Partner
14.5 Manage the partnership from an ITU and quality assurance perspective across the 2 10 PL
implementation
14.6 Drive completion of the model 3 20 Member
15 15.1 Manage the MRA 3 48 Member
15.2 Ensure that all objectives are met 3 240 Member
15.3a Monitor the change in environment to trigger the feasibility of implementing other 3 3 Member
actions
15.3b Provide technical support in determining other implementation options 3 3 Expert
15.3c Provide partnership support in determining other implementation options 3 3 PL
16 16.1 Development of a National Test Lab 3 0 Member
16.2 Development of a Regional/Sub-regional Test Lab 3 0 Member
16.3 Development of an International Telecom Testing Centre 3 0 Member
17 17.1 Consult with the ITU on funding models 3 5 Expert
17.2a Provide and manage partners to support model development 3 3 PL
17.2b Consult with the ITU partners on funding models 3 5 Partner
17.3 Develop a funding model 3 20 Member

17.4 Approve finance 3 20 Member
122
18 18.1 Identify potential partner(s) for design and implementation 3 2 PL
18.2 ITU to facilitate potential partnerships 3 3 PL
18.3a Arbitrate partnership scope, KPIs, governance and deliverables 3 12 PL
18.3b Finalise the details of the partnership via internal processes 3 12 Member
18.4 Finalise Partnership Agreement across parties 3 6 PL
19 19.1 Develop an implementation plan 3 10 Member
19.3a Mobilise the required resources 3 420 Member
19.3b Provide services to member 3 60 Partner
19.3c Manage the partnership from an ITU and quality assurance perspective across the 2 10 PL
implementation
19.4 Drive completion of the Test Facility 3 1050 Member
19.5 Monitor the change in environment to trigger the feasibility of implementing other 3 3 Member
actions
Total Workload (in person days per year) for Test Facility Development 2’332
123
NOTE: The total workload for Pillar 4 is 2‟332 person days. We provide details on the
allocation of workload into roles and resources in the following sections.
The table above provides the required level of detail on processes by assigning tasks or
responsibilities. In the table we provide a complexity criterion that defines the required level of
experience needed to take ownership and complete responsibilities/tasks, there are:
 Level 1 – 2-3 years administrative experience (grades: G3-G5)
 Level 2 – 3-5 years technical and operational experience (grades: G6, G7, P3)
 Level 3 – 5-10 years senior management and business development experience (grades: P4
or P5 depending on technical and management experience required)
Using estimates and assumptions based on ITU data and interview data, we provide a workload
column that associates workload per year needed for completing the corresponding
responsibility. In addition, we classify the responsibilities into generic roles supported by the
ITU. These roles are discussed below.

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 4.
Once these generic roles have been defined, the ITU Secretariat can relate them to the current
resources used within Pillar 4‟s current mode of operation.
Inherent in this process we have also included the roles and responsibilities that we believe lie
outside the ITU Secretariat. The roles in question are those of the ITU member and Consultant
or Partner, which would be roles played by the ITU member/s who seek the guidance as per
request in the beginning of the process and the potential partner(s) with an external consultant or
organisation (as per the recommendation of the ITU Secretariat). These roles consume
approximately 90% of the workload to implement Pillar 4 options.
By grouping processes according to complexity and workload, we have identified roles that are
required in the C&I Programme specific to test facility development in the developing world.
The C&I Expert will provide the deep technical expertise on the C&I domain. This expert will
have the relevant telecommunication qualifications and be recognised within the industry as an
expert on C&I human capacity building and test facility development. In addition to his/her
expertise, the expert will have a network of professional colleagues that will be able to:
 be a point of contact for ITU members for guidance and consultation;
 provide perspectives on ITU member states and their requirements; and
 promote partnerships with various commercial and non-profit C&I organisations.
Therefore, we recommend the C&I expert operate at a P5 level.
We foresee a highly strategic role that needs to be fulfilled, above and beyond the C&I Expert in
question. The incumbent of this role will be responsible for maintaining and establishing and
managing new partnerships among the ITU stakeholder group mentioned earlier. This resource
is the C&I Partnership Liaison whose processes average out to a high complexity, and who
operates at a P4 or P5 level. This role is a continuation role from the liaison already identified in
Pillar 3 with the task to develop the overall scope of partnerships to be utilised across both
Pillars 3 and 4 – and if and when required across Pillars 1 and 2 as well. We consider that the
individual(s) will have the capacity for all the activities. Thus, we recommend this role at P4
level to align with the Partnership Liaison role recommended in Pillar 3.
124
The other role identified would be that of an ITU Regional Representative. This role could be
newly created or could be assigned to existing ITU regional professionals. The role would take
on more responsibility to develop skills in regional offices as well as facilitate a closer
relationship required between ITU members and the ITU regional office that is specific to the
C&I Programme. In conjunction with the C&I Expert and Partner Liaison, the Regional
Representative would lead activities common to test facility development activities and MRA
development initiatives. In addition, the Regional Representative must drive C&I activities
within the ITU members regional and/ sub-regional telecommunications bodies and forums.
Based on these responsibilities, we recommend this role at a P4 level.
To determine the number of roles required based on cost of FTEs we complete the human
resource modelling in Section 7.3.
125
Table 32: Quantified Roles for Pillar 4

(only high-level process) Complexity Workload
Grade (Person days
per year)
ITU Member Out of Scope
Consultant Out of Scope
C&I Expert 2 – Members approach expert - 10-15 years extensive technical experience in the C&I 3 P5 77
domain.
(Expert) 4 – Consolidate requirements per region
- Broad knowledge of C&I technologies, systems and role-
6 – Consult with Regional Office on players in developing and developed industries
regional requirements
-Relevant telecommunication engineering or science degree.
7 – Inclusive consultation process on
requirements - Proven effective skills in developing and managing
relationships with large number of partners from private
8 – Feasibility Study sector, as well as government officials and other partners.
12 – Regulating equipment - Strong oral and written communications skills.
14 – Implement the designed model - Proven effective skills in strategic communications,
16 – Delivery model decision networking, negotiation, advocacy and ability to relate to
mass media and community.
19 – Develop Test Facility and Manage
Regional 1 – Regional Office consults with members - 5-7 years technical experience in the C&I domain. 3 P4 3032
Representative
3 – Consolidate regional requirements - Relevant telecommunication engineering or science degree.
5 – Consult with Expert on regional - Skilled in analysing diverse data sets and providing trend
requirements and gap analysis
7 – Inclusive consultation process on - Able to read, understand and implement budgets and
requirements logistical plans.
32
This workload is identified for ITU Regional Representatives supporting common activities for MRA development and test lab development across a single region.
126
- Proven effective skills in developing and managing
relationships with large number of partners from private
sector, as well as government officials and other partners.
- Strong oral and written communications skills.
- Proven effective skills in strategic communications,
networking, negotiation, advocacy and ability to relate to
mass media and community.
Partnership 7 – Inclusive consultation process on - 7-10 years extensive technical experience in the C&I 3 P4 93
Liaison (PL) requirements domain.
8 – Feasibility Study - Broad knowledge of C&I players in developing and
developed industries
13 – Delivery model design
-Relevant telecommunication engineering or science degree.
18 – Engage in Partnership model
- Proven interpersonal, networking, negotiation, advocacy
skills.
- Ability to understand and match member requirements with
potential partners.
- Able to develop and manage budgets and logistical plans.
- Business development, negotiation and partnership skills
required.
- Skilled to provide mentoring for junior staff.
Total Workload (in person days per year) for “in-scope” C&I Roles 20033
33
This amount will not equate to the total workload identified in the process as there are roles external to ITU Secretariat whose workload was not in the scope of this
study.
127
To determine the number of posts needed to implement Pillar 4, we complete the human
resource model by allocating a demand forecast for the development of test facility development
in developing countries against workload of the proposed to-be process. We also provide two
options on the budget based on a base scenario and a progressive scenario.
To complement the demand forecast, we make various assumptions on the roles‟ capabilities
that are based on current capabilities of the ITU members working in the C&I programme.

Core assumptions common for the both base scenario and progressive scenario are as follows:
 The human resource estimations are calculated as a total requirement and independently of
the current resources performing pillar 4 activities.
 The number of work days is 210 per year.
 We reuse average ITU cost per grade34 based on monthly rates for 2012 in Swiss Francs
(CHF) and do not include salary increases over the business plan period.
 We use the average ITU cost per grade determined for regional resources 34, provided by the
ITU Secretariat. These average costs do not include salary increases over the business plan
period.
 Test lab and MRA forecast numbers have been assumed by KPMG based on member
requirement scenarios.
 The specified workload covers the development of one (1) test facility
 There is also one (1) MRA that can be supported with the given workload.
 Based on the ITU Secretariat‟s strategic intention to implement the MRA regime in
developing countries, we assume the development of bilateral MRAs between two countries
or regions. Multiple MRAs involving more than 2 countries or regions will require more
workload. The ITU Secretariat could enhance the model presented in this work to forecast
the additional workload for multiple MRAs to determine the effect on the human resources
required for the C&I programme.
 All five (5) regions require coverage in Pillar 4 by the Regional Representative. As a result,
the FTE workload is adjusted to include all five regions, but any priorities of regional
treatment must be negotiated by the ITU Secretariat and ITU members.
 The partnership liaison role is expected to carry out similar partner development activities as
identified in Pillar 3.
Assumptions specific to the base case and progressive case are shown in the tables below.
Table 33: Assumed demand for pillar 4 base scenario
Base Scenario
2012 2013 2014 2015 2016

Test lab development 1 1 2 2 2
MRA support - 1 1 1 1
34
See appendix A.6 for table illustrating the average cost per grade
128
Table 34: Assumed demand for pillar 4 progressive scenario
Aggressive Scenario
2012 2013 2014 2015 2016

Test lab development 1 1 2 3 3
MRA support - 1 1 2 2
Demand forecast for Pillar 4 is somewhat hampered by the lack of historical data as this is a
new domain unique to the C&I Programme. As a result, ITU Secretariat and KPMG have
determined that the development of test facilities will be preferred in the long run to the MRA
framework as countries see the financial and political advantage of having such an asset within
its borders. Hence, based on the successful feasibility study carried out with the Tanzanian
Regulatory Authority, the ITU Secretariat foresees that one or two additional developing
countries will request a similar feasibility study (as indicated in the proposed process), with this
trend remaining constant over the period 2012 to 2016 for the base scenario. For the progressive
scenario the trend increases in 2015 and 2016 due to more countries investigating the
development of test labs.
The MRA framework is relatively new to the developing country environment and there is little
awareness of its implementation and benefits. Based on our fact-finding within the African
context, we expect its uptake to be very low and constant for the base scenario. The ITU
Secretariat also believes that no MRAs will be investigated in 2012, but beyond 2012 the
support for one MRA investigation per year is a realistic target for the base scenario. The
progressive scenario is similar to the base scenario for 2012 to 2014. However, we model a
doubling in 2015 and 2016. The success of the first implementation in 2013 and 2014 will have
a critical role in determining if this estimated progressive trend could continue. The estimated
trend can be used as an illustrative tool to show how resource-intensive these paths for test
facility development prove to be – and it should be managed with as much pro-active discussion
with ITU members as possible, in order to forecast the yearly demand more accurately.
Based on the forecast and assumptions across both scenarios we present the human resource
budget in Table 35 and Table 36. The tables depict the full-time equivalent calculations for each
of the identified roles across scenarios. The workload (in person-days) is then translated into an
FTE in terms of ITU‟s person-year. The average annual salary is a function of the calculated
FTE to show the cost of the resource. The cost is added for the duration of the C&I Programme
(in this case from 2012 to 2016).
129
Table 35: Base Scenario: Calculated budget and FTE utilisation
Resource level
Expert (P5) PL (P4) RR (P4)
Total cost
FTE FTE FTE
grades)
2012 64.00 30% 229 200 69 851 58.00 28% 195 600 54 023 150.00 71% 155 400 111 000 234 874
2013 77.00 37% 229 200 84 040 93.00 44% 195 600 86 623 150.00 71% 155 400 111 000 281 663
2014 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291
2015 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291
2016 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291
Table 36: Progressive Scenario: Calculated budget and FTE utilisation
Resource level
Expert (P5) PL (P4) RR (P4)
Total cost
FTE FTE FTE
grades)
2012 64.00 30% 229 200 69 851 58.00 28% 195 600 54 023 150.00 71% 155 400 111 000 234 874
2013 77.00 37% 229 200 84 040 93.00 44% 195 600 86 623 150.00 71% 155 400 111 000 281 663
2014 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291
2015 114.00 54% 229 200 124 423 200.00 95% 195 600 186 286 150.00 71% 155 400 111 000 421 709
2016 114.00 54% 229 200 124 423 200.00 95% 195 600 186 286 150.00 71% 155 400 111 000 421 709
130
7.3.2 Comments
We recommend that additional regional staff professionals be hired at the P4 level to perform
ITU member-facing C&I specific roles and responsibilities for test facility development. In their
spare capacity they can be allocated general regional responsibilities, since it was noted in our
investigations35 that the ITU Regional Office staff are fully utilised with a large amount of tasks
which sees the regions hiring temporary staff to assist in this regard. These additional activities
can be taken up by the C&I regional representatives on a full-time basis. Based on the Regional
Representative requirements, allocating one resource per region to this role will ensure that each
region has a regional C&I specialist to implement C&I programme responsibilities.
The identification of an expert and partner liaison role is recommended in both pillars 3 and 4.
The ITU Secretariat must optimise the allocation of human resources across these duplicated
roles to achieve cost and workload efficiencies.
35
Interviews conducted with ITU Africa regional office contacts.
131
8 Future Work
During our analysis across the C&I programme pillars, we propose that the ITU Secretariat use
the results of this business plan to initiate the following actions to implement the C&I
Programme:
 Translate the business plan into a formal C&I programme plan, specifically catering for
change management, internal and external communications and governance structures. This
will provide the formal mechanisms and procedures needed to manage the development and
implementation of the C&I programme across all levels of the ITU Secretariat and with
external partners and members.
 Invest in a comprehensive “ICT Services Market Study” to validate some assumptions used
in this business plan, determine services the market requires from the ITU Secretariat and
forecast the market appetite to buy/purchase these services from the ITU Secretariat.
 Develop an implementation strategy and formalised partnership strategy that enables the
ITU Secretariat to define more detailed activities and milestones for their resources to fulfil.
 Craft an operational plan to implement processes and activities identified in this study that
includes the incorporation of regional offices and their resources.
 Manage recruiting processes via existing ITU HR policies and procedures.
 Develop detailed KPIs for programme resources and track KPIs via formal mechanisms
such as programme status reports (weekly or monthly) to determine progress of the C&I
programme. This can be reported to ITU members as on a regular basis.
 Establish a C&I programme office, across TSB, BDT and BR, that continuously monitors
and tracks business plan drivers with intentions to update the associated costs and actions.
132
A Appendix
A.1 Bibliography
Document List
ITU Forum on Conformance and Interoperability Events (Algeria, Accra and Moscow)
Conformity Control Activities Tunisia Case Study, CERT
Algeria presentations by Gwanda, Kilaba, Kuznar, McCrum, Zeuch
Algeria presentations by Andreev, Kuznar, Kwan, Mainwairing, McCrum
Moscow presentations by Andreev, Kuznar, Pieczerak, Kwan, Mainwairing, McCrum
Moscow presentations by Rosa, Passerini
Moscow presentations by Schmitting, Brand
ITU Conformance and Interoperability Programme
Resolution 47, Hyderabad, WTDC-10
Resolution 177, PP-10
Guidelines for Developing Countries on establishing conformity assessment test labs
ITU-T Activities on Conformance and Interoperability
Documents concerning C&I (current)
Elements of a business plan to implement the conformity and interoperability programme (C&I)
(T09-TSAG-110208-TD-GEN-0224!!MSW-E)
Conformity & Interoperability
Questionnaire results and replies on the status of C&I of Equipment and Systems
Conformity and Interoperability of Equipment and Systemsx
Germany - Interoperability
The Concept of the ITU Conformity programme
Interoperability Problems in the Developing Countries
Mutual recognition agreements
Other
BDT Operational Plan 2012-2015
BRIEFING NOTE-Conformance and Interoperability
Report by the Secretary-General, Conformance and interoperability – a status report, 22.08.2011, Document:
C11/38-E (S11-CL-C-0038!!MSW-E)
ITU Acronyms
ITU – Organigramme
ITU - Organigramme & Office numbers
Overview of Mutual Recognition Agreements/Arrangements (MRAOVERVIEW)
IEEE ICAP - C&I Issues
ETSI White Paper No. 3 - Achieving Technical Interoperability - the ETSI Approach
ETSI Achieving Interoperable Standards - the ETSI Approach
ETSI Principles of ETSI specifications creation using STFs
ETSI Interoperability Best Practice
ETSI Position Statement on Using Interoperability Events to Validate Standards
IEEE Managing Industry Standards
IEEE ICAP - Packet Network Synchronization - Conformity Assessment and Certification
Human Capacity Building Events Actuals and Forecasts
2011-COE and HAP Training Events
Action Plan doc CoE AFR 2012 Final Programme
Training plan 2012 (Africa LSP)
ITU Average Salary Costs
Average salary cost per grade and across regions provide by ITU Secretariat
133
Interview List
CERT, Sami Trimech and partners, January 2012
Department of Communications (DoC) South Africa, Fred Thomas, January 2012
ETSI, Anthony Wiles, November 2011
ETSI, Gavin Craik, December 2012
ETSI, STF leaders Peter Schmitting and Martin Brandt, December 2011
IECEE, Pierre de Ruvo, February 2012
IEEE-ICAP, Peter Lefkin, January 2012
Iometrix, Bob Mandeville, February 2012
ITU BDT, Mike Nxele and Svein Tenningas, December 2011
ITU BDT, Riccardo Passerini, Numerous meetings/calls between November 2011 and February 2012
ITU Consultants, Bill Mccrum and Keith Mainwaring, November 2011 and January 2012
ITU-D, Jean Paul, January 2012
ITU Regional Office, Andrew Rugege, December 2011
ITU Regional Office, Chali Tumelo, January, 2012
ITU SG 11 and 13, Tatiana Kurakova and Stefano Polidori, December 2011
ITU TSB, Kaoru Mizuno, November and December 2011
ITU TSB, Malcolm Johnson and Reinhard Scholl, January 2012
ITU TSB, Paolo Rosa, Numerous meetings/calls between November 2011 and February 2012
Orange Labs, Janusz Pieczerak, December 2011
NSN, Dr. Helmut Schink, March 2011
Sintesio, Roman Kuznar and partners, November 2011
Tanzania Communications Regulatory Authority (TCRA), Prof Nkoma, February 2012
ZIINS, Denis Andreev, December 2011
A.2 List of Technical Domains for Training Events and

Workshops
Technical Domains Descriptions

Electromagnetic
Electromagnetic compatibility properties of equipment needed for type approval
compatibility (EMC)
Non-ionizing radiation
Understanding equipments non-ionizing radiation effects for health and safety
(NIR)
Safety properties of equipment to reduce any negative effects on the environment
Safety
and technicians operating them
Fixed narrowband
Type approval for legacy services based on fixed narrowband networks
networks (FNN)
Acoustic Testing acoustic properties of equipment
Transmission and Conformance type approval for transmission equipment as well as interconnection
Interconnection (TI) specific equipment
Fixed broadband
Conformance type approval for fixed broadband network equipment
networks (FNB)
Mobile and wireless
Conformance type approval for mobile and wireless network equipment
networks (MWN)
Broadcast Networks
Conformance type approval for broadcast network equipment
(BN)
134
A.3 Partnerships
The following list of organisations mentioned during the study provides illustrative examples of
potential partnerships with the ITU Secretariat, which might benefit the C&I programme.
Additional work is required by the ITU Secretariat to formalise a Partnership Strategy to ensure
existing and potential partners align to the objectives of the C&I programme.
Applicable to Applicable to Applicable to Applicable to

Partners Contribution as Partner
Pillar 1 Pillar 2 Pillar 3 Pillar 4
CERT Provide certification
services and consultancy
Yes Yes Yes Yes
services for test facility
feasibility studies
CINTEL Testing and certification
Yes Yes
facilities. training
CPqD Testing and certification
facilities. Training Yes Yes Yes
standardization.
CTTL Testing and certification
facilities. Training Yes Yes
standardization.
Supplement relationships
among accreditation
bodies, lab creation and
IAF Yes
accreditation of labs via
mutual agreements and
mechanisms
Provide training through
access to testing resources
and databases needed to
IECEE Yes Yes Yes
develop labs and skills, as
well as accreditation of
test labs
Supplement lab creation
and accreditation of labs
ILAC Yes Yes
via mutual agreements
and mechanisms
Provide local facilities
that can be used to expand
Innovation
into many C&I functions Yes Yes
Hubs36
and provide facilities to
host training.
ICONTEC Accreditation of
laboratories,
standardization, testing
and training. Yes Yes Yes
Contributions to the
establishment of test
centres.
Iometrix Testing and certification Yes Yes
Offer expertise in
ISO/IEC conformance testing of Yes Yes
standards
NYCE Accreditation of
laboratories,
standardization, testing Yes
and training.
Contributions to the
36
Examples from Africa include South Africa‟s Innovation Hub, Cameroon‟s Active Spaces, Uganda‟s Hive Colab
and Botswana‟s Innovation Hub
135
establishment of test
centres
Provide technical
expertise in the
development of the test
Sintesio Yes Yes
specs and consulting
services for feasibility
services
UNH-IOL Testing and certification
facilities. Training Yes Yes Yes
standardisation.
Provide funding for the
UNIDO Yes
development of labs
Provide scientific and
ZIINS Yes Yes
technical consulting
A.4 Human Resource Modelling Methodology

Our approach to human resource modelling is shown in the figure below. We have started our
analysis of each Pillar by identifying key ITU stakeholders (Secretariat and members) to whom
we have been exposed during the course of this study. These stakeholders will be generic
throughout the document so as to provide an independent and unbiased view on the C&I
programme. We also show some key relationships between stakeholders, which we consider to
be of strategic importance. These relationships may be of a formal nature (i.e. membership,
associates, etc) or informal (i.e. they have not yet been formally established by the ITU) and we
feel these could be explored at a later stage by the ITU.
Following the identification of the business model, we outline the high level processes for all
Pillars including the responsibilities or tasks in each process. These responsibilities were elicited
from the investigation that we undertook in this study.
Some responsibilities may already formally exist and others may only have been discussed in
view of implementation. Nonetheless we have included all relevant responsibilities, as we have
identified some of them as adding efficiency to the entire C&I programme. We differentiate
between the responsibilities which are relevant to the C&I Programme, and as such would have
to be carried out within the context of each Pillar, and those which are part of the larger ITU
business model (without which our processes and responsibilities would not be holistic).
136
Figure 13: Schematic to Human Resource Modelling Approach
NOTE: some responsibilities may occur per annum or once off, however, for all Pillars all
responsibilities are performed yearly to ensure member requirements are adequately
recorded, prioritised and managed.
Inherent in responsibilities is their complexity. In our model, complexity ranges from low to
medium and high. This measure identifies the level of experience that is required to drive the
responsibilities to completion. Therefore with the complexity inherently showing the experience
required we group the responsibilities and assign them to roles. Grouping of responsibilities is
based on the theme of work required, for instance, administrative responsibilities are grouped
into an administrative role. By grouping responsibilities into roles we also average their
complexity to determine the overall experience required. These roles name the generic resource
(expressed by professional or general service grade) that is required to complete a set of
responsibilities based on an average complexity when combined. These “roles” do not describe
the number of resources required but rather the specific type of resource the ITU C&I
programme requires for developing and implementing a particular Pillar.
To determine the number of resources needed to implement the identified roles, we provide an
estimate of workload required to complete each responsibility across one person-year or 210
person-days. With roles, processes, responsibilities, complexity and workload we are able to
provide a base on which the C&I programme budget for all Pillars human resources can be
forecasted.
A.5 Business Model

We have defined a generic ITU business model, based on data analysed from our discussions
with ITU contacts, members and other stakeholders. This generic ITU business model is shown
in Figure 14.
137
The business model highlights the various stakeholders influenced by and influencing the ITU,
including its members. In addition, roles and relationships are described among stakeholders.
Figure 14: Generic ITU Business Model
For Pillar 1, it is crucial for the ITU Secretariat to establish and maintain good relationships
with other market players like SDO, Forums, independent test labs, etc, in order to effectively
conduct activities connected with writing test specifications and implementation of CDB. ITU
Secretariat should also identify and involve representatives of ITU members skilled in test
specification development in works of Study Groups in order to avoid or at least minimize costs
incurred in process of preparing test for selected key standards.
For Pillar 2, it is crucial for the ITU Secretariat to survey its members, partners and the industry
in general and to identify the needs for interoperability testing and product showcasing activities
defined in the C&I programme. The ITU needs to maintain strong relations with market players
to identify potential event participants, gather their requirements and to involve technical
partners and focal points in the implementation of interoperability events.
For Pillars 3 and 4, the relationships with governments and certification entities are crucial. The
ITU must also maintain healthy relationships with member states and regulators since they must
benefit from the implementation of the human capacity building activities, test lab feasibility
studies, MRAs and implementation of test facilities of the C&I programme. For Pillar 4, this
ensures that the ITU Secretariat, especially BDT, can provide services to help members manage
their regulated C&I requirements. The model also caters for members‟ voluntary C&I
requirements by maintaining strong collaboration between the ITU Secretariat, especially TSB,
certification bodies/labs, vendors and other SDOs.
138
With regard to vendors and operators, the ITU should continue to focus on a collaborative
relationship, and on rectifying certain negative perceptions37 of the C&I programme, using, inter
alia, the outcome of the present study. For test facility development, these stakeholders should
be considered in the feasibility study to understand the commercial impact of developing labs or
supporting MRAs.
Based on the requirements for Pillar 4, the ITU C&I programme team must facilitate
partnerships with as many relevant partners as possible. Relevant partners must have the
required C&I resources, skills and expertise. Thus, technology consultants and testing labs
represent strategic partners. The business model also shows the relationships between member
states as well as regulators that benefit from collaborating with partners for test lab
development.
A.6 Average Salary Cost per Grade

The table below illustrates the average salary cost for ITU Secretariat resources as well as ITU
Regional Office Resources. These costs are used in the human resource model to determine the
total costs for each pillar.
Table 37: Average Salaries
Grade Average HQ Salary Average Regional Office Salary

G3 CHF 108 000 NA
G4 CHF 115 200 NA
G5 CHF 121 200 NA
G6 CHF 144 000 NA
G7 CHF 154 800 NA
P3 CHF 163 200 CHF 129 620
P4 CHF 195 600 CHF 155 400
P5 CHF 229 200 CHF 182 060
37
Examples include increase in complexity of vendor supply chain, decrease of market penetration of specific
technologies due to increased testing costs, ITU recommendations become “law” in specific developing regions and
ITU seen as a C&I funding organization.
139
A.7 Routes to Inclusion in Conformity Database
Figure 15: Four routes to populate CDB
140

KPMG BP C&i s12 CL Inf 0007!!PDF e

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

KPMG BP C&i s12 CL Inf 0007!!PDF e

Uploaded by

Copyright:

Available Formats

Council 2012

Geneva, 4-13 July 2012

Report by the Secretary-General

FINAL REPORT - PROVISION OF A BUSINESS PLAN FOR

2 General Conclusions and Executive Summary 3

3 Methodology and Scope of Work 18

4 Pillar 1: Conformance Assessment 19

5 Pillar 2: Interoperability events 67

6 Pillar 3: Human Capacity Building 86

6.3 Integrated Human Resource Budget 98

7 Pillar 4: Test Facility Development 102

8 Future Work 132

© 2012 . All rights reserved. 1

© 2012 . All rights reserved. 2

2.2 Scope of the Study

© 2012 . All rights reserved. 3

2.3 Main General Conclusions of the Study

© 2012 . All rights reserved. 4

© 2012 . All rights reserved. 5

© 2012 . All rights reserved. 6

2.5.2 Key Findings

© 2012 . All rights reserved. 7

2.5.4 Conclusions for ITU from comparative case studies

© 2012 . All rights reserved. 8

2.6 Pillar 2: Interoperability events

2.6.2 Key Findings

© 2012 . All rights reserved. 9

© 2012 . All rights reserved. 10

2.7.2 Key Findings

2.8 Pillar 4: Test Facility Development

© 2012 . All rights reserved. 11

2.8.2 Key Findings

© 2012 . All rights reserved. 12

© 2012 . All rights reserved. 13

Total for period

Procurement Advisor 0.06 0.11 0.13 0.17 0.21 -

Web Designer 0.19 0.20 0.21 0.22 0.23 -

CDB Administrator 0.37 0.54 0.63 0.63 0.63 -

ITU Mark Administrator 0.08 0.12 0.22 0.27 0.27 -

Outputs Number of test suites 3 6 7 9 11 36

Number of ITU Mark applications 2 15 45 60 60 182

Procurement Advisor 0.08 0.17 0.21 0.27 0.32 -

Web Designer 0.19 0.22 0.23 0.25 0.27 -

CDB Administrator 0.37 0.54 0.63 0.63 0.63 -

ITU Mark Administrator 0.09 0.20 0.50 0.87 1.07 -

Outputs Number of test suites 4 9 11 14 17 55

Number of products entered in the CDB - - - - - -

Number of ITU Mark applications 5 40 130 240 300 715

Total for period

Web Designer (G3) 0.03 0.04 0.05 0.05 0.05 -

Outputs Number of interoperability events 3 4 5 5 5 22

Web Designer (G3) 0.03 0.06 0.08 0.10 0.10 -

Outputs Number of interoperability events 3 6 8 10 10 37

Total for period

Coordination Assistant (P3) 0.27 0.27 0.27 0.27 0.27 -

Outputs Number of courses 5 5 5 5 5 25

Coordination Assistant (P3) 0.37 0.37 0.37 0.37 0.37 -

Outputs Number of courses 7 7 7 7 7 35

Total for period

Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -

Outputs Test lab support 1 1 2 2 2 8

Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -

Outputs Test lab support 1 1 2 3 3 10