W-TL Project Operation

BOM
Product Names
Intended Audience
Product Version
Editing
Department
Document
Version
Project Operation Guide for Team Leaders

Prepared by
Yang Dechun, Li Wenhui, Liu Xinquan, Gao Yunfeng, Guo

Zhenping, Xu Zili, Sun Sidi, Liu Jialiang, Zhang Chengsheng,
Zhu Yu, Xu Jianguo, Hu Wensu, Miao Jiashu, Chen Jing, Chen
Qi, Zang Liang, Zhi Bo, Xie Zhibin
Date
2006-10-31
Reviewed
by
Yang Dechun
Date
2006-10-31
Approved
by
Li Wenhui
Date
Huawei Technologies Co., Ltd.

All rights reserved
TL Project Operation Guide of UMTS Network Planning Dept.
Confidentiality
Change History
Date
Versio
n
Specification
Author
2006-10-31
1.00
Draft complete
Yang Dechun, Li Wenhui, Liu Xinquan, Gao Yunfeng,

Guo Zhenping, Xu Zili, Sun Sidi, Liu Jialiang, Zhang
Chengsheng, Zhu Yu, Xu Jianguo, Hu Wensu, Miao
Jiashu, Chen Jing, Chen Qi, Zang Liang, Zhi Bo, Xie
Zhibin
2006-12-28
1.01
Revised according to
the trial use of the
initial draft
Yang Dechun
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Contents
1 Preface....................................................................................... 19
1.1 Introduction......................................................................................................................................................19
1.2 Key Issues and Risks to Consider in a Project................................................................................................21
2 Project Preparation and Planning Stage.......................................22

2.1 Introduction to Project Planning......................................................................................................................22
2.1.1 RNP Project Planning.............................................................................................................................22
2.1.2 RNO Project Planning............................................................................................................................26
2.1.3 Related Documents.................................................................................................................................29
2.2 Subcontracting.................................................................................................................................................30
2.2.1 Preparations............................................................................................................................................30
2.2.2 Responsibility Matrix.............................................................................................................................31
2.2.3 Procedure................................................................................................................................................32
2.2.4 Key Issues and Risks to Consider..........................................................................................................39
2.2.5 Input........................................................................................................................................................40
2.2.6 Output.....................................................................................................................................................40
3 Radio Network Planning (RNP).....................................................42

3.1 Detailed RNP Work Plan.................................................................................................................................42
3.1.1 Preparations............................................................................................................................................42
3.1.3 Procedure................................................................................................................................................45
3.1.5 Input........................................................................................................................................................46
3.1.6 Output.....................................................................................................................................................46
3.2 RNP Project Kick-Off Meeting.......................................................................................................................47
3.2.1 Preparations............................................................................................................................................47
3.2.3 Procedure................................................................................................................................................48
3.2.5 Input........................................................................................................................................................49
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3.2.6 Output.....................................................................................................................................................49
3.3 Information Collection and Preparation..........................................................................................................49
3.3.1 Preparations............................................................................................................................................49
3.3.3 Procedure................................................................................................................................................51
3.3.5 Input........................................................................................................................................................52
3.3.6 Output.....................................................................................................................................................52
3.4 CW Test and Propagation Model Tuning.........................................................................................................53
3.4.1 Preparations............................................................................................................................................53
3.4.3 Procedure................................................................................................................................................54
3.4.5 Input........................................................................................................................................................55
3.4.6 Output.....................................................................................................................................................55
3.5 Co-located Site Survey....................................................................................................................................55
3.5.1 Preparations............................................................................................................................................56
3.5.3 Procedure................................................................................................................................................56
3.5.5 Input........................................................................................................................................................57
3.5.6 Output.....................................................................................................................................................57
3.6 Network Dimensioning....................................................................................................................................57
3.6.1 Preparations............................................................................................................................................57
3.6.3 Procedure................................................................................................................................................58
3.6.5 Input........................................................................................................................................................59
3.6.6 Output.....................................................................................................................................................59
3.7 Pre-Simulation Preparations............................................................................................................................60
3.7.1 Traffic Map Preparation.........................................................................................................................60
3.7.2 Simulation Parameter Mapping and Engineering Parameter Input........................................................62
3.8 Pre-planning Design Simulation......................................................................................................................64
3.8.1 Preparations............................................................................................................................................64
3.8.3 Procedure................................................................................................................................................67
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3.8.5 Input........................................................................................................................................................68
3.8.6 Output.....................................................................................................................................................69
3.9 New Site Survey..............................................................................................................................................69
3.9.1 Preparations............................................................................................................................................69
3.9.3 Procedure................................................................................................................................................71
3.9.5 Input........................................................................................................................................................73
3.9.6 Output.....................................................................................................................................................73
3.10 Final Planning Design Simulation.................................................................................................................73
3.10.1 Preparations..........................................................................................................................................73
3.10.2 Responsibility Matrix...........................................................................................................................74
3.10.3 Procedure..............................................................................................................................................76
3.10.4 Key Issues and Risks to Consider........................................................................................................77
3.10.5 Input......................................................................................................................................................78
3.10.6 Output...................................................................................................................................................78
3.10.7 Related Documents...............................................................................................................................78
3.11 Indoor Coverage Planning Design.................................................................................................................78
3.11.1 Preparations..........................................................................................................................................79
3.11.3 Procedure..............................................................................................................................................81
3.11.4 Key Issues and Risks to Consider.........................................................................................................85
3.11.5 Input......................................................................................................................................................86
3.11.6 Output...................................................................................................................................................86
3.12 Network Planning Report..............................................................................................................................86
3.12.1 Preparations..........................................................................................................................................86
3.12.3 Procedure..............................................................................................................................................87
3.12.5 Input......................................................................................................................................................88
3.12.6 Output...................................................................................................................................................88
4 Pre-Launch Network Optimization (RNO)......................................89

4.1 Detailed RNO Work Plan.................................................................................................................................89
4.1.1 Preparations............................................................................................................................................89
4.1.3 Procedure................................................................................................................................................90
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4.1.5 Input........................................................................................................................................................92
4.1.6 Output.....................................................................................................................................................92
4.2 RNO Project Kick-off Meeting........................................................................................................................92
4.2.1 Preparations............................................................................................................................................92
4.2.3 Procedure................................................................................................................................................93
4.2.5 Input........................................................................................................................................................94
4.2.6 Output.....................................................................................................................................................94
4.3 Information Collection and Preparation..........................................................................................................94
4.3.1 Preparations............................................................................................................................................94
4.3.3 Procedure................................................................................................................................................94
4.3.5 Input........................................................................................................................................................95
4.3.6 Output.....................................................................................................................................................95
4.4 Single Site Verification....................................................................................................................................95
4.4.1 Preparations............................................................................................................................................95
4.4.3 Procedure................................................................................................................................................97
4.4.5 Input........................................................................................................................................................98
4.4.6 Output.....................................................................................................................................................98
4.5 Cluster RF Optimization (1)............................................................................................................................98
4.5.1 Preparations............................................................................................................................................99
4.5.3 Procedure..............................................................................................................................................103
4.5.5 Input......................................................................................................................................................106
4.5.6 Output...................................................................................................................................................107
4.5.7 Related Information..............................................................................................................................107
4.6 Cluster RF Optimization (2)..........................................................................................................................107
4.6.1 Preparations..........................................................................................................................................107
4.6.3 Procedure..............................................................................................................................................107
4.6.5 Input......................................................................................................................................................108
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4.6.6 Output...................................................................................................................................................108
4.7 Cluster Service Optimization.........................................................................................................................108
4.7.1 Preparations..........................................................................................................................................108
4.7.3 Procedure..............................................................................................................................................109
4.7.5 Input......................................................................................................................................................110
4.7.6 Output...................................................................................................................................................111
4.8 3G/2G Network Optimization........................................................................................................................111
4.8.1 Preparations..........................................................................................................................................111
4.8.3 Procedure..............................................................................................................................................113
4.8.5 Input......................................................................................................................................................117
4.8.6 Output...................................................................................................................................................117
4.9 Indoor Coverage Optimization......................................................................................................................117
4.9.1 Preparations..........................................................................................................................................117
4.9.3 Procedure..............................................................................................................................................119
4.9.5 Input......................................................................................................................................................122
4.9.6 Output...................................................................................................................................................122
4.10 Whole-Network Optimization.....................................................................................................................122
4.10.1 Preparations........................................................................................................................................122
4.10.2 Responsibility Matrix.........................................................................................................................123
4.10.3 Procedure............................................................................................................................................124
4.10.4 Key Issues and Risks to Consider......................................................................................................125
4.10.5 Input....................................................................................................................................................126
4.10.6 Output.................................................................................................................................................126
4.10.7 Related Documents.............................................................................................................................126
5 Acceptance and Delivery............................................................127

5.1 KPI Baseline and Guidelines for Complying with Customers Acceptance Criteria....................................127
5.2 KPI Acceptance.............................................................................................................................................127
5.2.1 Preparations..........................................................................................................................................127
5.2.2 Familiarizing with the Contractual KPI Test Items and Acceptance Criteria.......................................127
5.2.3 Pre-Assessment....................................................................................................................................127
5.2.4 Application and Preparation for Formal Acceptance Tests..................................................................128
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5.2.6 Procedure..............................................................................................................................................130
5.2.8 Input......................................................................................................................................................131
5.2.9 Output...................................................................................................................................................131
5.3 Related Documents........................................................................................................................................132
6 EOT.......................................................................................... 133
6.1 Customer Self-Managed Operations..............................................................................................................133
6.2 Managed Services..........................................................................................................................................133
6.2.1 Preparations..........................................................................................................................................134
6.2.3 Procedure..............................................................................................................................................137
6.2.5 Input......................................................................................................................................................141
6.2.6 Output...................................................................................................................................................141
7 Network Capacity Expansion......................................................143

7.1 Typical Scenario............................................................................................................................................143
7.1.1 Sporadic Expansion..............................................................................................................................143
7.1.2 Large-Scale Expansion.........................................................................................................................143
7.2 Expansion Implementation............................................................................................................................144
7.2.1 Preparations..........................................................................................................................................144
7.2.2 Contacts and Responsibility Matrix.....................................................................................................144
7.2.3 Procedure..............................................................................................................................................145
7.2.5 Input......................................................................................................................................................148
7.2.6 Output...................................................................................................................................................148
8 Network Swap........................................................................... 149

8.1 Swap Implementation....................................................................................................................................149
8.1.1 Preparations..........................................................................................................................................149
8.1.3 Procedure..............................................................................................................................................152
8.1.5 Input......................................................................................................................................................164
8.1.6 Output...................................................................................................................................................164
9 Project Wrap-Up and Assessment...............................................166

9.1 Project Wrap-Up............................................................................................................................................166
9.1.1 Preparations..........................................................................................................................................166
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9.1.3 Procedure..............................................................................................................................................167
9.1.4 Key Issues to Consider.........................................................................................................................169
9.1.5 Input......................................................................................................................................................170
9.1.6 Output...................................................................................................................................................170
9.2 Project Assessment........................................................................................................................................170
9.2.1 Preparations..........................................................................................................................................170
9.2.3 Procedure..............................................................................................................................................171
9.2.5 Input......................................................................................................................................................172
9.2.6 Output...................................................................................................................................................173
10 Project Management Experience..............................................174

10.1 Cost Control.................................................................................................................................................174
10.1.1 Basic Concepts...................................................................................................................................174
10.1.2 Earned Value Analysis Method..........................................................................................................175
10.1.3 Earned Value Analysis Example.........................................................................................................177
10.1.4 Precautions.........................................................................................................................................178
10.2 Project Plan Management............................................................................................................................180
10.2.1 Key Contents......................................................................................................................................180
10.3 Project Risk Management............................................................................................................................182
10.3.1 Introduction........................................................................................................................................182
10.3.2 Risk Management for a Network Planning Project............................................................................184
10.3.3 Risk Management Guide for the TL...................................................................................................187
10.3.4 Project Issues Management................................................................................................................188
10.4 Communication Regulations and Techniques..............................................................................................189
10.4.1 Communication Classification...........................................................................................................191
10.4.2 Key Contents......................................................................................................................................192
10.4.3 Communication FAQs........................................................................................................................195
10.5 Customer Satisfaction Management............................................................................................................200
10.5.1 Key Contents......................................................................................................................................201
10.6 Professional Service Project for Network Planning and Optimization.......................................................202
10.6.1 Key Contents......................................................................................................................................202
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11 Attachments...........................................................................203
11.1 General Documents......................................................................................................................................203
11.2 Related Documents......................................................................................................................................203
12 Acknowledgements.................................................................205
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Figures
Figure 1-1 Key aspects to consider in a project....................................................................................................21
Figure 2-1 Workflow for network planning..........................................................................................................24
Figure 2-2 Workflow for network optimization....................................................................................................28
Figure 2-3 Workflow for RNP subcontracting......................................................................................................32
Figure 3-1 Workflow for a typical RNP project....................................................................................................43
Figure 3-2 Workflow for developing a detailed RNP plan...................................................................................45
Figure 3-3 Workflow for information collection and preparation........................................................................51
Figure 3-4 Workflow for CW test and model correction......................................................................................54
Figure 3-5 Workflow for network dimensioning..................................................................................................58
Figure 3-6 Workflow for traffic map preparation.................................................................................................61
Figure 3-7 Workflow for simulation parameter mapping and engineering parameter input................................63
Figure 3-8 Workflow for pre-planning design simulation....................................................................................65
Figure 3-9 Workflow for site survey.....................................................................................................................71
Figure 3-10 Workflow for final planning design simulation................................................................................75
Figure 3-11 Workflow for indoor coverage planning design................................................................................81
Figure 4-1 3G/2G optimization workflow..........................................................................................................114
Figure 4-2 Workflow for indoor coverage optimization.....................................................................................119
Figure 4-3 Workflow for network-wide optimization.........................................................................................124
Figure 5-1 Workflow for acceptance and delivery..............................................................................................130
Figure 6-1 Workflow for wireless managed service project bidding..................................................................137
Figure 6-2 Workflow for managed service delivery...........................................................................................139
Figure 7-1 Workflow for network expansion......................................................................................................145
Figure 8-1 Organization structure of the network planning team in a swap project...........................................150
Figure 8-2 Workflow for network swap project..................................................................................................152
Figure 8-3 Key steps in a network swap project.................................................................................................159
Figure 9-1 Workflow for document archiving and project wrap-up...................................................................168
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Figure 9-2 Workflow for project assessment......................................................................................................171

Figure 10-1 Cost baseline diagram.....................................................................................................................175
Figure 10-2 Earned value analysis in cost control..............................................................................................177
Figure 10-3 Workflow for project issue management........................................................................................189
Figure 10-4 Communication regulations and techniques for information transfer.............................................190
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Tables
Table 2-1 Point-of-contacts and responsibility matrix for network planning service...........................................23
Table 2-2 Point-of-contacts and responsibility matrix for network optimization service.....................................27
Table 2-3 Subcontractor critical event record.......................................................................................................37
Table 2-4 Subcontractor evaluation scores............................................................................................................39
Table 3-1 Responsibility matrix for the development of the detailed RNP plan..................................................44
Table 3-2 Responsibility matrix for the RNP project kick-off meeting................................................................48
Table 3-3 Point-of-contacts and responsibility matrix for information collection................................................50
Table 3-4 Contacts and responsibility matrix for CW test and model correction.................................................53
Table 3-5 Point-of-contacts and responsibility matrix for traffic map preparation...............................................60
Table 3-6 Contacts and responsibility matrix for simulation parameter mapping and engineering parameter input
...............................................................................................................................................................................62
Table 3-7 Point-of-contacts and responsibility matrix for pre-planning design simulation..................................65
Table 3-8 Point-of-contacts and responsibility matrix for site survey..................................................................69
Table 3-9 Contacts and responsibility matrix for final planning design simulation.............................................75
Table 3-10 Point-of-contacts and responsibility matrix for indoor coverage planning and design......................79
Table 3-11 Table for resource allocation in indoor coverage planning design (example)....................................82
Table 4-1 Contacts and responsibility matrix for single-site verification.............................................................96
Table 4-2 Network optimization teams responsibility matrix for Cluster RF optimization (1).........................102
Table 4-3 Project teams responsibility matrix for Cluster RF optimization (1).................................................103
Table 4-4 Contacts and responsibility matrix for 3G/2G optimization...............................................................112
Table 4-5 Contacts and responsibility matrix for indoor coverage optimization................................................118
Table 4-6 Resource allocation for indoor coverage optimization (example)......................................................120
Table 4-7 Point-of-contacts and responsibility matrix for network-wide optimization......................................123
Table 5-1 Acceptance and delivery contacts and responsibility matrix..............................................................129
Table 6-1 Point-of-contacts and responsibility matrix at the managed service bidding stage............................135
Table 6-2 Point-of-contacts and responsibility matrix at the managed service delivery stage (1)......................135
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Table 7-1 Contacts and responsibility matrix for network expansion.................................................................144
Table 8-1 Point-of-contacts and responsibility matrix for network planning in a swap project.........................150
Table 9-1 Point-of-contacts and responsibility matrix for project wrap-up........................................................166
Table 9-2 Point-of-contacts and responsibility matrix for project assessment....................................................170
Table 10-1 Earned value calculation example A in cost control.........................................................................177
Table 10-2 Earned value calculation example B in cost control.........................................................................178
Table 10-3 Preparation table for a project analysis meeting...............................................................................194
Table 11-1 List of related documents..................................................................................................................203
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Project Operation Guide for Team Leaders

Keywords
Project, project planning, RNP, RNO, TL
Abstract
Based on the process and characteristics of UMTS network planning, this project operation
guide was compiled by UMTS experts under the organization of the UMTS Project
Supervision Team. The objective of this document is to guide the frontline team leaders (TLs)
in RNP/RNO business operations.
Acronyms and Abbreviations
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Abbreviation
Full Spelling
AM
Administrator Manager
CEG
Commodity Expert Group
EOT
Establish Operate Transfer
GTS
Global Technical Service Department
GTS
Global Technical Service Department
LOI
Letter of Intent
PAC
Preliminary Acceptance Criteria
PM
Project Manager
PO
Purchase Order
PR
Purchase Requisition
RF
Radio Frequency
RFI
Request For Information
RFP
Request For Proposal
RFQ
Request For Quotation
RFS
Ready For Service
RFT
Request For Tender
RNO
Radio Network Optimization
RNP
Radio Network Planning
TL
Team Leader
TS
Technical Support
TSD
Technical Service Department
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Preface
1.1 Introduction
There has never been a complete instructive document to guide network planning TLs in
project operations, from project planning and preparation to project implementation and to
project wrap-up. From the perspective of project operations and the full process of RNP/RNO
services, this document is intended to provide a guide to TLs on what and how to do, what the
key issues and risks to consider, and what needs to be input and output during different phases
of a project.
At the same time, Chapter 10 of this document presents some theories and methodologies of
project management, and shares with the reader a summary of the experience gained from
RNP/RNO project implementations.
This project implementation guide is organized as follows:
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1Preface
Introduces the objective and significance of this document and the

organization of this document. The main structure and content of the
document is also introduced.
2Project
Introduces how a network planning TL should accept a project and start

project planning and preparation.
3Radio
Network
Planning
(RNP)
Introduces how a network planning TL should mastermind, plan, and

complete a network planning project according to the network planning
service flow.
4PreLaunch
Network
Optimizati
on (RNO)
Introduces how a network planning TL should mastermind, plan, and

complete a network optimization project according to the network
optimization service flow.
5Acceptan
ce and
Delivery
Introduces how a network planning TL should perform project

acceptance preparations, pre-acceptance test and KPI acceptance test.
6EOT
Introduces how a network planning TL should consider and implement

network maintenance through network optimization.
7Network
Capacity
Expansion

network capacity expansion, and the operation procedure, key issues and
risks to consider, cases and experience, and precautions for network
capacity expansion.
8Network
Swap

network swap, and the operation procedure, key issues and risks to
consider, cases and experience, and precautions for network swap.
9Project
Wrap-Up
and
Assessme
nt
Introduces how a network planning TL should complete project summary

and help complete project evaluation.
10Project
Manageme
nt
Experience
Introduces knowledge about project management and presents a

summary of cases and experience in project planning projects.
11Attachm
ents
Presents the methods for obtaining the templates, technical guides and
Related Documents involved in this document.
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1.2 Key Issues and Risks to Consider in a

Project
Figure 1.1 Key aspects to consider in a project
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Project Preparation and

Planning Stage
2.1 Introduction to Project Planning

Immediately upon the establishment of a RNP/RNO project, the RNP/RNO TL should collect
sufficient information, analyze the information and make proper planning before the
commencement of project implementation. Project planning should cover the following
aspects:
1.
Project overview (project objectives, service mode, scope of work, acceptance and
delivery)
2.
Cost control
3.
Organization structure and responsibility matrix
4.
Project schedule and resource plan
5.
Project interfaces and reporting
6.
Project supervision and management
7.
Risk assessment and preventive measures
2.1.1 RNP Project Planning

Preparations
Step 1 Hand over related documents from presales to the project team.
When a project contract is signed, the after-sales project starts. At this time point, the
presales project team should hand over the related documents to the after-sales project
team.
The documents to be handed over include: presales bidding summary, statement of
compliance (SoC) to the RFP/RFQ, formal contract of the project (parts related to
network planning and network optimization), and other documented presales
information. For a detailed list of documents to be outputted during the presales phase,
refer to Output of this section.
Step 2 Consult relevant parties (i.e. the marketing, customer, and so on) for more details.
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The network planning TL should pay special attention to the targets and deliverables for
each milestone of the project delivery, including responsibility agreement, KPIs, and
acceptance criteria.
Step 3 Get familiar with the flow and tasks of network planning.
The network planning TL must be familiar with the workflow of network planning
service. For details, refer to Procedure of this section.
Responsibility Matrix
Figure 1.1 Point-of-contacts and responsibility matrix for network planning service
Department
Coordinator
Network
Planning
TL
Customer
Person-inCharge
XXX
YYY
Rep. Office
Product
Manager
Marketing
Product
Manager/Ac
count
Manager
Subcontr
actor
Personin-Charge
Project analysis
and planning
RNP project
kick-off meeting
Customer
training and
workshops
Information
collection and
preparation
CW test and
propagation
model tuning
(optional)
Co-located Site
Survey (optional)
Network
dimensioning
3G traffic model
and map
development
Simulation
parameter
mapping and
engineering
parameter input
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Department
Coordinator
Rep. Office
Product
Manager
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Network
Planning
TL
Customer
Person-inCharge
Marketing
Product
Manager/Ac
count
Manager
Subcontr
actor
Personin-Charge
XXX
YYY
Pre-planning
Design
Simulation
New Site survey
Final Planning
Design
Simulation
Indoor coverage
planning
Network
planning report
RNP Report
Submission and
Reporting
"R" stands for responsible party, "S" for supporting party, "I" for informed party, and "A" for
approving party. Others are blank.
The items in the table above may vary from project to project. The network planning PL can add or
amend as per needed.
Procedure
The network planning TL must be familiar with network planning operations, as shown
below:
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Figure 1.1 Workflow for network planning
Step 2 Collect information.

The network planning TL should ascertain the project objectives by referring to the
project contract and other related documents, obtain further project-related documents
from the presales staff and marketing staff, and further clarify with the customers on
their requirements.
Step 3 Plan the project.
Based on the full understanding of the contract content and customer requirements, the
network planning TL analyzes the network planning deliverables, makes a detailed
project plan, and outputs an RNP project planning report. For the contents of project
plan, refer to the Template of RNP Project Planning and Risk Assessment Report for
WCDMA_XXXX Project Phase X _YYYYMMDD.
Step 4 Review and revise the planning report.
The network planning TL sends the RNP project planning report for review to the project
supervision coordinator of the subdivision, the project supervision coordinator of the
headquarters, and the marketing person-in-charge.
Step 5 Submit the project planning report.
The network planning TL sends the reviewed project planning report to:
The project supervision coordinator of the subdivision
The project supervision coordinator of the headquarters
The marketing person-in-charge
The network planning manager of the representative office
The network planning manager of the regional office
The product manager of the representative office
The contents of the planning report should be fulfilled and supervised in the subsequence
phases of the project.
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Key Issues To Consider
The network planning TL should pay special attention to the following five parts in the
project planning report: project overview (project objectives, service mode, scope of
work, and acceptance and delivery), organization structure and responsibility matrix,
project scheduling and resource planning, project interfaces and reporting, and project
risk assessment and preventive measures. These parts will be used as the pre-requisites
and basis for the subsequent execution of the project.
Upon completion, the project planning report should be issued to the members of the
network planning team, marketing person-in-charge, product manager/network planning
manager of the representative office, network planning manager/project supervisor of the
regional office, and the headquarters (project supervision team).
Input
Contract (network planning part) or related agreements officially signed
Service bidding documents:
RNP Information Collection Form
RNP Bidding Planning and Risk Assessment Report
Radio Network Dimensioning Report
RNP Technical Proposal
RNP Bidding Summary
Pre-planning documents:
RNP Project Planning and Risk Assessment Report
Propagation Model Tuning Report
Radio Network Dimensioning Report
XX Site Selection (Search Ring) Report
Electromagnetic Test Report
XX Site RF Survey Report
RNP Simulation Report
RNP RF Design Guide
Engineering Parameters Table
RNP Report
RNP/RNO Project Summary
Output
RNP Project Planning and Risk Assessment Report for WCDMA_XXXX Project Phase X
_YYYYMMDD
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2.1.2 RNO Project Planning1

Preparations
Step 1 Obtain related documents.
Contract (network optimization part)
Documents outputted during the planning output phase and related conclusions,
including RNP Project Planning and Risk Assessment Report for WCDMA_XXXX
Project Phase X _YYYYMMDD, Electromagnetic Background Test Report, and
Engineering Parameters Table.
Step 2 Consult relevant parties (i.e. the marketing, PM, GTS and customer) for more details.
The network planning TL should pay special attention to the targets and deliverables for
each milestone of the project delivery, including responsibility agreement for the prelaunch optimization and operation phases, KPI agreed, and acceptance criteria.
Step 3 Get familiar with the flow and tasks of network optimization
The network planning TL must be familiar with the flow and tasks of network
optimization. For details, refer to Procedure of this section.
Figure 1.1 Point-of-contacts and responsibility matrix for network optimization service
Department
Coordinator
Networ
k
Plannin
g TL
Custome
r
PersoninCharge
Rep.
Office
PM
Project
Team
AM/PM
Market
ing
Produc
t
Manag
er
Engine
ering
Manag
er
(GTS)
Subcont
ractor
PersoninCharge
XXX
YYY
Project analysis
and planning
RNO project
kick-off meeting
Customer
training and
workshops
Information
collection and
preparation
Single Site
Verification
The optimization here only refers to that of the engineering project for which we have won the bid. The
optimization of a professional service project of network planning and optimization will be introduced in a
relevant chapter.
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Department
Coordinator
Networ
k
Plannin
g TL
Custome
r
PersoninCharge
XXX
YYY
Rep.
Office
PM
Project
Team
AM/PM
Market
ing
Produc
t
Manag
er
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Engine
ering
Manag
er
(GTS)
Subcont
ractor
PersoninCharge
Cluster RF
optimization (1)
Cluster RF
optimization (2)
Cluster service
optimization
3G/2G
optimization
(optional)
Indoor coverage
optimization
Global network
optimization
KPI acceptance
"R" stands for responsibility, "S" for support, "I" for informed, and "A" for approve. Others are
blank.
The items in the table above may vary from project to project. The network planning PL can add,
adjust and modify items as needed.
Procedure
The network planning TL must be familiar with network optimization operations, as shown
below:
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Figure 1.1 Workflow for network optimization
Step 2 Collect information.
Project contract (network optimization part)
Obtain the project planning report from the project manager
Obtain further Related Documents from the presales and marketing staff
Communicate with the customer person-in-charge to confirm related details and

clarify questions.
Step 3 Plan the project.

Based on the full understanding of the contract content and project information, the
network planning TL analyzes the RNO project deliverables, makes a detailed project
plan, and outputs an RNO project planning report. For the contents of project plan, refer
to the RNO Project Planning and Risk Assessment Report for WCDMA_XXXX Project
Phase X _YYYYMMDD (Template).
Step 4 Review and revise the project planning report.
The network planning TL sends the plans to the project monitor of the representative
office, the project monitor of the headquarters, the PM and AM for review.
Step 5 Submit the project planning report.
The network planning TL sends the reviewed project planning report to the project
supervision coordinator of the subdivision, the project supervision coordinator of the
headquarters, the PM, the project AM, the network planning manager of the
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representative office, the network planning manager of the regional office, and the
product manager of the representative office.
The contents of the planning report should be fulfilled and supervised in the subsequence
phases of the project.
Key Issues To Consider
The network planning TL should plan the project within the framework of the PMs
general planning report. Pay special attention to the interrelationship mutual influence
between the general plan of the project and the target plan of the network planning
project, especially the connection between the plan of the engineering manager (GTS)
and the RNP plan.
The network planning TL should pay special attention to the following 5 parts in the
project planning report: project overview (project target, service mode, scope of work,
and acceptance and delivery), organization structure and responsibility matrix, project
scheduling and resource planning, project interfaces and reporting, and project risk
assessment and preventive measures. These parts will be used as the pre-requisites and
basis for the subsequent execution of the project.
Upon completion, the planning report should be issued to the members of the network
planning team, project manager (PM), account manager (AM), marketing product
manager, engineering manager (GTS), product manager of the representative office,
network planning manger and project supervisor of the subdivision, headquarters
(project supervision team).
Contract (network optimization part)
Project master plan (prepared by the PM)
Documents outputted during the planning output phase and related conclusions,
including RNP Project Planning and Risk Assessment Report for WCDMA_XXXX
Project Phase X _YYYYMMDD, Electromagnetic Background Test Report, Engineering
Parameters Table, and RNP/RNO Project Summary
Input
Output
RNO Project Planning and Risk Assessment Report for WCDMA_XXXX Project Phase X
_YYYYMMDD
2.1.3 Related Documents
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2.1.00 RNP_TL_003 RNP Project Scope Management.ppt
2.1.01 RNP Project Planning and Risk Assessment Report for WCDMA_XXXX Project
Phase X _YYYYMMDD (Template_v2.0)
2.1.02 RNO Project Planning and Risk Assessment Report for WCDMA_XXXX Project
Phase X _YYYYMMDD (Template_v2.0)
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2.2 Subcontracting
2.2.1 Preparations
The objective of this preparation phase is to communicate with various parties and to finalize
on the subcontracting/outsourcing strategy for the RNP/RNO project.
The preparation work is basically initiated by the RNP/RNO TL during the presales stage or
once after the contract has been secured.
Step 1 Understand the companys subcontracting/outsourcing policies.
As stipulated in Tech Engineering Notice 2006 (019) A Notice About Engineering Resources
Reallocation and Recommendations on Cooperation Rate in the Half of 2006, issued by the
Engineering Center in August 2006, the subcontracting for high-end network planning and
network optimization should be stopped in principle, while selective subcontracting can be
implemented for low-end network planning and network optimization. In September 2006,
the radio technical service and RNP departments made a clear principle for subdivisions about
network planning and optimization services.
1.
Outsourcing of the high-end services (like cluster optimization, end-to-end system

optimization etc.) is in-principle prohibited by the company. Any
subcontracting/outsourcing requirement shall first be reviewed on the local
representative or regional office level. The local/regional office shall need to assess if the
local/regional resources are sufficient to support the delivery of the services. If the
project delivery is indeed beyond the capacity of the local/regional resources, the
outsourcing/subcontracting requirement shall then be brought up to the headquarters
level for review and approval. The headquarters review group members are Wang
Yongxiang, Shen Chaojun, Tian Hetao and Zhao Zhengdang.
2.
The subcontracting cost for low-end network planning and optimization services is to be
reduced by 50%. The product manager and network optimization manager of
subdivisions should be involved in cooperation and subcontracting to reduce the
subcontracting cost.
3.
This policy also applies to turn-key network planning projects on regional office level.
The following are some guidelines for subcontracting/outsourcing:
Before WCDMA licenses are issued and large-scale networks are built, only low-end
services of WCDMA network planning and optimization projects should be
subcontracted while high-end services should be completed by our own work force.
When possible, the regional and headquarters manpower should provide support to
release the cost pressure of the local representative offices.
When the customer requires only a small number (1 to 2 persons) of highly skilled
personnel for instance dedicated consultants, the consultancy service can be completely
subcontracted to a RNP/RNO consulting firm (such as WFI), with the subcontracting
report submitted to the radio network technical service department and RNO
headquarters for approval.
Step 2 Confirm subcontracting with the regional/local representative office.

The network planning TL should primarily discuss with the regional and local
representative office network planning managers to determine whether subcontracting is
necessary and what the subcontracting contents are.
The TL should consider whether subcontracting is needed based on the network planning
resources of the representative office, the network planning resources of the
headquarters, the project progress requirement, visa impact, work contents, difficulties in
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acceptance tests, and preliminary work plan (refer to the project planning part above),
and submit the preliminary considerations about subcontracting to the subdivision and
representative office network planning managers for approval.
Step 3 Confirm subcontracting with the network planning product division.
Inform the network planning project monitor of the headquarters about the project
subcontracting plan and determine whether the headquarters resources can support the
project requirement. If the headquarters resources can support the project requirement,
the headquarters resources should be used; otherwise, use subcontractors resources.
Step 4 Notify the regional office.
Finalize the network planning and network optimization policy in the project and notify
the customer service manager and project manager of the representative office for
comments. In the case of different opinions, return to step 2, until a consensus is reached
on network planning and network optimization subcontracting.
Step 5 Submit the subcontracting request to the headquarters for approval.
The network planning manager of the subdivision should submit the subcontracting
request to the headquarters for approval. The review group members are Wang
Yongxiang, Shen Chaojun, Tian Hetao and Zhao Zhengdang.
----End
2.2.2 Responsibility Matrix

For the detailed responsibility matrix, see the following document:
20050918.xls
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2.2.3 Procedure
Figure 1.1 Workflow for RNP subcontracting
Step 1 Subcontractor Certification (Optional)

1.
Subcontractor qualification certification
Department In-Charge: TK CEG
Participants: GTS engineering manager, GTS cooperation manager, director of the

representative office, service department staff (network planning manager or network
optimization manager).
The TK CEG subdivision should be responsible for the sourcing and certification of
suppliers that have local supplying capability and suppliers for the representative
offices under the subdivision.
The engineering managers and cooperation managers of all the regional and
representative offices of the GTS should participate in the certification.
Service departments: participate and provide technical guidance in the on-site

certification of subcontractors.
In the early stage of the project, the network planning TL can consult the local
TSD product manager/director or the regional office TK CEG for certified
subcontractors of the regional and local representative office.
When network planning and network optimization subcontracting is required but
the regional or representative office does not have a pool of available and
certified subcontractor resources, the network planning TL must put forward the
subcontractor certification request without delay.
RNP and RNO Subcontractor Engineer Positioning Module
(GSM&CDMA&WCDMA20060706).xls
2.
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Training and skill development for subcontractors
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The training and skill development phases include school training, work training,
certification, and skill development.
Responsible for school training: TK CEG
Responsible parties for training and certification: Cases and training department,
regional training department, service departments (providing assistance in training)
Responsible for subcontractor skill development: service departments
Responsibilities of service departments:

Arrange post-training practice, practice evaluation and review for subcontractors.
Issue technical learning materials to subcontractors, and track the skill
improvement of the subcontractors.
TSD Cooperation Service Management Department: Responsible for ensuring
the proper execution of the process flow.
Normally, qualified subcontractor engineers do not need on-site training by the project
team. In actual operation, however, subcontractor engineers are often found to be
unqualified for the work subcontracted to them. To ensure project progress and quality,
the network planning TL should provide necessary on-site training to improve the
subcontractor engineers skills to fulfilling the subcontracted work.
Training Courses and Certification Criteria for Subcontractors.rar
Step 2 Subcontract Request Initiation
1.
Initiator: network planning TL or network planning manager
2.
Owner for subcontracting contents and SOW: network planning TL or network planning
manager
3.
Form of subcontracting request initiation: procurement request (PR)
4.
Request handling department: subdivision TK CEG, subdivision engineering

management department
The subcontracting request PR needs to be signed by the person-in-charge of a service
department (typically the network planning manager of the regional office) and the TSD
engineering manager of the regional office for confirmation. Then, the PR should be
submitted to the headquarters. The review group members are Wang Yongxiang, Shen
Chaojun, Tian Hetao and Zhao Zhengdang.
Issue bidding invitation to subcontractors based on the subcontracting policy and the
Cooperation Business Dept. A major task for the network planning TL in this phase is to
complete the technical part of the subcontracting request for tender (RFT). Generally,
subcontracting is considered after the main contract is signed, when no network planning
TL is appointed. In this case, the subcontracting RFT should be written by the presales
support engineer. The subcontracting RFT should be reviewed by the network planning
presales engineer of the subdivision. If the network planning TL has not participated in
the early stage subcontracting bidding work, the TL needs to obtain the subcontracting
bidding documents from the presales staff.
Clarify the following points in the subcontracting RFT:
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1.
Project background: project size, coverage areas, phase plan, and so on.
2.
Subcontracted modules, the content of each modules, SOW, and document output
requirements
3.
Project implementation period, schedule and progress requirement, and tools

requirement
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4.
The RF team organization structure of the subcontractor during project implementation,

and the qualification and number-of-people requirements for critical job positions
5.
Acceptance criteria, KPI definition and requirement (the KPIs can be a little higher than
those in the contract with the customer to ensure KPI fulfillment), and statement of
payment reduction in case of KPI fulfillment failure
6.
Upon completing the technical part of the RFT, send the RFT to the cooperation personin-charge of the representative office to complete the commercial part. After the whole
RFT is completed, it should be sent to the subdivision or to the headquarters in case of a
major project, for review.
Re details, refer to RNP Subcontract RFT V1.1 in Related Documents.

Step 3 Subcontract Procurement Phase
The procurement phase consists of three parts: subcontractor selection (namely bid invitation
and evaluation), subcontract signature, and PO issuing.
Owner: TK CEG
Related departments: GTS Engineering Management Department of the subdivision, service
departments of the subdivision.
Main tasks:
The network planning TL assists in completing the subcontract agreement, clarifying the
contents of subcontracting, SOW, and acceptance criteria.
The network planning TL assists in completing the information and requirements related
to delivery of subcontracted services in the RFT.
The TK CEG initiates cooperation resource procurement, and the network planning TL
take part in bid evaluation in technical aspects.
The TK CEG is in charge of subcontracting procurement.
Subcontract signature: subdivision TK CEG.
PO issuing: GTS engineering management department of the subdivision.
1.
Subcontracting bid proposal evaluation

As a network planning department is a user of cooperation service, the network planning
TL must actively put forward the subcontractor selection. The network planning TL and
the cooperation business department of the subdivision should jointly determine the date
of bid evaluation and bid opening. In the bid evaluation period, the subcontractors are
normally asked to provide a technical proposal, quotation and the resumes of RF Team
staff. The network planning TL should mainly evaluate the technical proposal and
resumes and carry out telephone review for the critical persons (the team leader, for
example). For the skills requirement for subcontractors, refer to Training Courses and
Certification Criteria for Subcontractors.rar in section 2.2.3 II.
Currently, we have only a small number of long-term network planning and network
optimization subcontractors. Having a clear understanding of a subcontractors ability is
a critical step for smooth project implementation. The current means of bidding by Email and telephone are not sufficient for us to know the ability of new subcontractors. It
is recommended that we organize parties interested in bidding for cooperation for on-site
negotiation and bid evaluation. In case of an overseas project, the bidding documents and
presentations should be made in English. After a long-term cooperation partnership is
established, this flow can be simplified. The commercial price of a subcontractor is not
an important point of attention for the network planning TL. The specific price should be
determined by the regional TK CEG, and different reference prices should be available
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for different regions. The network planning PL can lower the subcontracting price in
technical negotiation.
Bid evaluation consists of technical evaluation and commercial evaluation. The TK CEG
is in charge of bid evaluation, and the network planning managers or network planning
TLs of the subdivision and representative office should participate in technical
evaluation.
The objectives of technical bid evaluation are as follows:
2.
Eliminate obviously unqualified parties and thus ensure that all parties that have
passed the technical bid evaluation are qualified for the project. A threshold can be set
in technical bid evaluation. Parties that fail the meet the threshold should be directly
eliminated.
Lead subcontractors to improve their ability. To win the bid, the subcontractors will
surely try their best to meet Huawei requirements.
Technically rank subcontractors
Preparation and signature of the subcontract

Based on the knowledge about the bidding parties and the consideration of the project,
commercially and technically rank the bidding parties jointly with the Cooperation
Business Dept. The party that ranks the first place should win the subcontracting bid and
should start to fulfill the project after contract signature.
Currently there are two types of subcontract agreements: modular project cooperation
agreement and modular framework subcontract agreement 2. The representative can make
choices based on the actual subcontracting policy. These two types of subcontract
agreements have basically similar contents. The following is a brief description of the
Subcontract Template (each model):
Operator- Subcontract Agreement is the main contract.
Operator Appendix 1 Engineering Preparation And Responsibility Division describes

the project background (including project size, coverage areas, and phase plan), The
RF team organization structure of the subcontractor during project implementation,
and the qualification and number-of-people requirements for critical job positions),
the arrival date of subcontractor personnel after the contract signature, tools and
modules to be provided by the subcontractor, and so on. The template is for reference
only. Describe the requirements for the quality and quantity of critical personnel and
the SOW.
Operator Appendix 2 Technical and Engineering Requirement describes the work

content of each module, KPI acceptance criteria, KPI definitions and test methods,
document output requirements for subcontractors, and resource platform
requirements during project implementation. The template is for reference only. This
appendix is an important part. The work content, acceptance criteria and document
output requirements must be clearly described.
Operator Appendix 3 Inspection Standard is the project checklist standard.
Operator Appendix 4 Project Price List and Payment Condition describes the project
price and payment terms. The subcontract price is normally determined by the TK
CEG. The network planning TL can enhance management of the subcontractors by
guiding the setup of the payment conditions, penalty measures, and acceptance
scores.
RNP FRT mainly applies to the bidding requirements of a single project, while Frame Subcontract for RNP
mainly applies to the bidding requirements of framework bidding in a representative office or regional
division (usually at least one year of validity).
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Operator Appendix 5 Implementation Schedule describes the project implementation

period, schedule and progress requirements. The project progress requirement should
be determined according to the customers need.
Operator Appendix 6 Penalties describes the penalty terms for breach events during
the project implementation.
Annex 7- Misc Payment Form presents PR and PO templates and payment forms.
Operator Appendix 8 Training describes the training requirement to be assumed by

the subcontractor during project implementation.
Operator Appendix 9 Rating Scheme describes the determination of payment ratio

based on the KPI acceptance and process management ratings.
Operator Appendix 10 Inspection Standard for Service Model describes the work
contents, acceptance criteria and output conditions for each module.
Operator Appendix 11 Service Model Choice describes the specific module for the
current subcontract.
The appendixes related to acceptance conditions are Appendix 2, Appendix 3,

Appendix 9 and Appendix 10. For details, refer to RNP Subcontract Template (RNP
Subcontract Agreement) V1.1 in Related Documents.
Issuing of subcontract PO
After contract signature, the network planning TL should closely communicate with the
team leader of the subcontractor and ask the partner team to be installed and get contact
with the customer as early as possible, and develop a management system and project
planning report.
Step 4 Subcontract Implementation Phase

1.
Subcontract process supervision

The network planning TL must supervise the subcontract process and control the
subcontract service quality based on the complete the project operation flow. Mainly pay
attention to the following activities:
2.
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Thoroughly read the sales contract and the subcontract agreement. As a network
planning and network optimization supervisor in project implementation, the network
planning TL must understand the contents of the finally signed sales contract and the
subcontract agreement. The network planning TL must have a clear picture about the
SOW, project schedule, payment mode, penalty measures, and customer
requirements.
Subcontract kickoff meeting
After the subcontractor staff arrive at the site, the network planning TL must organize
a subcontract kickoff meeting, and must make sure that the project manager attends
the kickoff meeting.
Before the meeting, ask the subcontractor TL to complete the project planning
report based on the requirement in the Project Planning section, develop a
communication and reporting mechanism, and identify the key points and work
templates for each work phase (refer to sections blow).
Help the subcontractor further understand the project, including the customer
information, overall project arrangement, and specific project implementation
requirements. Reiterate the subcontractor management regulations. Most
importantly, make the subcontractor team leaders know their roles in the project,
the SOW and responsibilities, and the necessary outputs.
Subcontract process management
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Supervise and score the subcontractors work on a monthly or quarterly basis. This
review consists of three parts:
Score Based on Technical describes how to score the project implementation through
a checklist, and the result takes 60% of the total rating. See the template.
Huawei Project Team Evaluation describes how to score the subcontractor project
team through a project evaluation checklist, and the result takes 15% of the total
rating. See the template.
Customer survey and satisfaction toward Huawei Project RF team describes

customer visit using a customer satisfaction questionnaire, and the result takes
25% of the total rating. See the template.
Exercise penalty measures on subcontractors based on critical events. The network

planning TL must record critical events and collect evidence. Refer to Operator
Appendix 6 Penalties in the previous section.
Figure 2.1 Subcontractor critical event record

Incident Grade
Penalty amount per incident
Extreme Cases/Incidents
USD6,000 ~ USD12,000 per incident
1st Class Cases/Incidents
USD2,500 ~ USD 8,500 per incident
2nd Class Cases/Incidents
USD 600 ~ USD2,500 per incident
3rd Class Cases/Incidents
USD 600 per incident
Item
Incidents and Cases
Grade(A, B, C, D)
Radio network quality decreased dramatically and

customer strongly complaint due to Subcontractor
reason(Lack pre-caution, error operation)
Project implementation delay above 2 weeks because

of lack of resource provision or bad management
Project implementation delay above 1 week because of

lack of resource provision or bad management
Project team strongly complaint because of manpower

change without working transfer or bad management
Service delivery delay during each step of project

implementation, re-delivery successfully after project
team remind in target time
Service delivery delay during each step of project

implementation, and failure to re-delivery after project
team remind in target time
Bring difficulty to project team because of bad quality

control without customer strongly complaint
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Incident Grade
Penalty amount per incident
Bring difficulty to project team because of bad quality

control and customer strongly complaint
Check the work plan and plan fulfillment. Play special attention to subcontractors
work plan arrangement and plan fulfillment. The network planning TL should
evaluate subcontractors work plan and performance. Point out any unreasonable
parts or low efficiency and give relevant suggestions.
Make good use of critical events and penalty measures. During process management,
give formal notifications or warnings for breaches of the subcontractors, through fax
or minutes of meeting, for example. In addition, timely inform the cooperation
management department or the radio product line manager of the representative
office for supervision. After public notification of a critical event, there must be
correction actions and correction result. Otherwise, the related personnel of the
representative office must be notified of the impairment to the project so that due
attention should be paid. If there is no obvious improvement, the person-in-charge of
the network planning cooperation management team to seek solutions with the
headquarters.
Step 5 Subcontract Acceptance and Delivery Phase

1.
Subcontract acceptance and evaluation
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KPI acceptance
In the case of complete subcontract, we should transfer all the KPI requirements
put forward by the customer back-to-back to the subcontractor, and should
organize an acceptance test for the subcontractors KPI fulfillment before the
customers acceptance on Huawei. The KPI acceptance operations will be
described later. A strict pre-acceptance must be carried on the subcontractor
submit the project for acceptance by the customer.
KPI compliance evaluation must be conducted on a regular basis during project

implementation, rather than in late stages of the project. The network planning
TL should know very well the KPI compliance situation of the current network
and the major factors that affect KPI compliance, and accordingly check the work
of the subcontractor to lower the risk for KPI acceptance.
After the completion of the project, summarize the monthly or quarterly supervision
result and scores on the subcontractors work. This review consists of three parts:
Score Based on Technical describes how to score the project implementation

through a checklist, and the result takes 60% of the total rating.
Huawei Project Team Evaluation describes how to score the subcontractor project
team through a project evaluation checklist, and the result takes 15% of the total
rating.
Customer survey and satisfaction toward Huawei Project RF team describes

customer visit using a customer satisfaction questionnaire, and the result takes
25% of the total rating.
Relate the final score of the subcontractors to the payment on each service phase.
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Figure 1.1 Subcontractor evaluation scores

Final Score
Deduction Level of total payment on each service

phase
>=85
0%
>=75 and <85
10%
>=60 and <75
20%
<60
Terminate or suspend Agreement
After the project is completed, report the checklist score, project evaluation score and
customer satisfaction score as the project evaluation data to the person-in-charge of
the cooperation business department of the subdivision and the network planning
headquarters (coordinator: Feng Xiaoping). The cooperation management department
of the headquarters implements quarterly analysis and ranking on the evaluation data
to establish a subcontractor credit evaluation system. Subcontractors having low
scores in the quarterly evaluation will be punished.
Step 6 Payment
After the project is completed and passes the KPI acceptance, the subcontractor will
communicate with the project manager to initiate the payment flow. The network
planning and network optimization TLs and the network planning managers of the
representative office and the subdivision need to review the acceptance documents
submitted by the subcontractor. The requirements for the documents are set forth in the
annexes of the subcontract. The network planning TL needs to review the document
integrity and document quality.
----End
2.2.4 Key Issues and Risks to Consider
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1.
The network planning TL tends to consider subcontracting issues according to the

characteristics of the project itself. Before this, however, the network planning TL must
be aware of the companys outsourcing policies, and determine whether subcontracting is
required based on the policies and the actual situations of the project. If the resources of
the subdivision cannot support the project and subcontracting should be considered, the
network planning TL must submit a request to the headquarters for review. The review
group members are Wang Yongxiang, Shen Chaojun, Tian Hetao and Zhao Zhengdang.
2.
If the representative office has no certified subcontractors or the available subcontractors

are of poor quality, the network planning TL should actively push forward the
certification of subcontractors to form an effective competition environment and ensure
the quality of subcontract implementation. As a service department representative, the
network planning TL must consider in advance the effectiveness of cooperation
resources and actively create a good cooperation resource environment.
3.
The network planning TL must take part in the compilation of the RFT during
subcontract bidding and clearly write the requirements in the RFT. In the subcontract
bidding process, the network planning TL should eliminate unskilled subcontractors
through technical review to technically ensure the project delivery ability of the
subcontractors. In the compilation of the final cooperation contract, the network planning
TL should pay special attention to contents related to project acceptance, penalty and
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subcontracted service that may affect the overall project to lower the risk brought by the
cooperation delivery.
4.
The network planning TL needs to guard against cooperation risks by backing up

cooperation resources so that the cooperation resources can be timely replaced in case of
major changes during subcontract implementation and ensure the progress of the overall
project.
5.
During subcontractor supervision, the network planning TL should pay special attention
to daily supervision and regular evaluation, and set up requirements on subcontractors
based on the complete project implementation process set forth in this document. The
major supervision objects include project plan, plan implantation compliance, customer
satisfaction, network KPI compliance, service standardization, and report quality.
6.
The network planning TL should timely point out problems for the subcontractors to
correct, make detailed records of critical events, and notify the related persons such as
the cooperation manager of the representative office.
7.
When working with subcontractors, the network planning TL should bear in mind the
mutual respect principle, avoid doing things in a simply and tough manner. The ultimate
purpose is to solve problems and ensure smooth project implementation while sticking to
our principle.
2.2.5 Input
Service Responsibility Matrix for Network Planning Cooperation 20050918
RNP and RNO Subcontractor Engineer Positioning Module

RNP RFT(service model).rar
RNP Subcontract Template V1.1
2.2.6 Output
Score Based on Technical
Huawei Project Team Evaluation
Customer Survey And Satisfaction Toward Huawei Project RF Team
RNP Subcontract FRT
RNP Subcontract Agreement
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2.1.00 RNP_TL_005 RNP Project Subcontract Management.ppt
2.2.01 RNP and RNO Subcontractor Engineer Positioning Module

2.2.02 Training Courses and Certification Criteria for Subcontractor.rar
2.2.03 RNP Subcontract Template V1.1
2.2.04 RNP Subcontract FRT V1.1.rar
2.2.05 Frame Subcontract for RNP V1.1.rar
2.2.06 Frame RFT V1.1.rar
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Radio Network Planning (RNP)
3.1 Detailed RNP Work Plan

For a WCDMA RNP project, the development of the work plan is a key step in project
implementation. A well-prepared detailed RNP work plan should satisfy the following
requirements:
Expectation of customer and marketing staff on the project schedule
Project quality assurance
Efficient use of manpower
Tangible and clear breakdown of work/tasks
Clear on how to manage and supervise the work/tasks
A good detailed RNP work plan should cover the following information:
Project resource plan (available resources and resource allocation)
Project scheduling and progress reporting (key milestones)
Project interfaces and reporting plan
Project assurance plan (risk prevention, and so on)
The following are pre-requisites for the development of a feasible detailed RNP work plan:
Good understanding of the RNP workflow
Thorough knowledge of the RNP project background
Sufficient level of communication with parties involved in the project
Detailed breakdown of the RNP work/tasks
3.1.1 Preparations
To develop a detailed and feasible RNP work plan, the network planning TL must make good
preparations in different aspects.
1.
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Analyzing and understanding the RNP workflow, and making appropriate adjustments
according to the actual circumstances
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Figure 1.1 Workflow for a typical RNP project
Based on our project experience, propagation model tuning and electromagnetic

background interference test in the figure are optional and can be skipped if not
required by the customer. In the workflow, NodeB site survey, system simulations,
parameter design, RNP report preparation and work reporting contribute the most to the
project workloads and therefore should be mainly considered in the development of the
resource plan and progress plan.
2.
Understanding the contents of the RNP project planning report

In the project planning report, sufficient considerations are given to the plan part. When
making a detailed RNP work plan, the network planning TL must carefully understand
these considerations. The process of making a detailed plan is in fact a process of
refining, modifying and improving these considerations.
These contents are in the following documents of the RNP Project Planning and Risk
Assessment Report:
3.
RNP Project Resource Plan for WCDMA_XXXX Project Phase X
RNP Progress Plan for WCDMA_XXXX Project Phase X
RNP Communication Plan for WCDMA_XXXX Project Phase X
RNP and RNO Assurance Plan for WCDMA_XXXX Project Phase X
Exploring project requirements

Before making a detailed RNP work plan, the network planning TL should be clearly
aware of the key milestones of the RNP project, especially the milestones that the
customer and marketing staff are concerned about. Common milestones include:
4.
Completion of the site survey
Completion of the Pre-planning Design Report
Completion of the Final Planning Design Report
Being aware of resource conditions, and analyzing potential changes and risks
Analyze the manpower and equipment resources that may be acquired for the project to
make resource preparations for the specific plans. Meanwhile, analyze possible changes
of these resources in project implementation and the risks such changes may bring about.

The following table shows the responsibility matrix in developing the detailed RNP work
plan.
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Figure 1.1 Responsibility matrix for the development of the detailed RNP plan
Part
Networ
k
plannin
g TL
Networ
k
plannin
g TS
Networ
k
planne
rs
Projec
t
manag
er
Market
ing
staf
Cust
omer
Collecting
information
from related
parts based on
the project
target
Analyzing the
available
resources
Developing a
preliminary
plan
Communicatin
g the plan
Developing the
detailed plan
"R" stands for responsibility, "S" for support, "I" for informed, and "A" for approve. Others are blank.
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3.1.3 Procedure
Figure 1.1 Workflow for developing a detailed RNP plan
1.
Collecting information from related parts based on the project target

Based on thorough understanding of the plan part of the RNP Project Planning Report,
the TL should communicate with related persons (project manager, marketing person-incharge and project owner of the customer) about the resource plan, progress schedule,
project interfaces and reporting structure, and assurance plan in the report, to determine a
direction and the objectives for the detailed RNP work plan.
2.
Analyzing available resources and requirements

Based and collected information, analyze the time requirement, resource requirement,
communication requirement and potential risks about the RNP project, and list major
points that need to be modified.
3.
Revising the preliminary plan

Make preliminary modifications to the plans in the planning report. First develop a
preliminary progress plan by modifying the Project Progress Schedule, making sure that
important milestones meet the customer's requirement. Output the modified Project
Progress Schedule (draft).
4.
Communicating the plan

The network planning TL should discuss face-to-face with project manager, marketing
person-in-charge, and project owner of the customer about the Project Progress
Schedule (draft) to reach a consensus on key milestones, and on the outlines of refining
the plans as the basis for the detailed work plan.
5.
Developing the detailed plan

Based on the preliminary communication result, revise and refine the Project Progress
Schedule (draft) and output a complete, detailed RNP Progress Schedule that defines
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each specific task. Then, based on this schedule, develop the Project Resource Plan,
Project Interfaces & Reporting Plan, and Project Assurance Plan (risk prevention).
Refer to the following templates:
RNP Work Schedule for WCDMA_XXXX Project Phase X (template)
RNP Resource Plan for WCDMA_XXXX Project Phase X (template)
RNP Communication Plan for WCDMA_XXXX Project Phase X (template)
RNP and RNO Assurance Plan for WCDMA_XXXX Project Phase X (template)

1.
The network planning TL must be clearly aware of the project target and related
requirements from related departments, especially some critical milestones, such as
survey completion time, simulation completion time, and the completion time of the
overall RNP scheme.
2.
Locate the weak points in RNP project implementation. For example, the network
planning TL should make good resource arrangement and coordination for site survey,
which features a big workload, so that the progress of site survey is well controlled and
will not affect the progress of the project. In the time and manpower arrangement for
such critical paths of a project, try to use experience in other projects for reference,
together with the characteristics of the project, to determine the standard work hours
suitable for the project.
3.
Effective communication on all levels plays an important role in the development of the
good detailed RNP work plan. To ensure smoothness in the subsequent project
implementation, the TL should approach and maintain good communication with all
relevant and involved parties in the project.
4.
Be careful when making a plan to ensure that the plan is as complete and accurate as
possible and can be well performed. Although the plans will surely be adapted to
changes in project implementation, this initial plan is the basis.
3.1.5 Input
RNP Project Planning and Risk Assessment Report (project resource plan, progress plan,
communication plan, and project assurance plan)
RNP workflow
3.1.6 Output
RNP Project Schedule for WCDMA_XXXX Project Phase X
RNP Project Resource Plan for WCDMA_XXXX Project Phase X
RNP and RNO Assurance Plan for WCDMA_XXXX Project Phase X
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3.1.00 UMTS Network Planning Department RNP Service Flow.rar
3.1.01 TL Training Courses RNP Project Management 200608.rar
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3.2 RNP Project Kick-Of Meeting

The kick-off meeting of an RNP project is to determine the SOW (including service activities,
materials, and vehicles), persons in charge, communication channels, project preparations,
project plans, and problem handling flow.
3.2.1 Preparations
1.
2.
Determine in advance the kick-off meeting time, location, and participants. The
participants mainly include:
Leader of the 3G site implementation office
PIC of the customers RNP department
Principal/senior engineers from the customer side
Product manager of the representative office
Account manager of the representative office
Project manager.
List the topics of the meeting, prepare meeting materials and issue the materials to the
participants so that the participants can have a rough idea about what will be discussed
on the meeting.
An RNP project kick-off meeting typically involves the following topics:
3.
RNP project objectives
Project schedule
Project SOW (including personnel, equipment, and vehicles)
RNP project organization structure (including team organization of Huawei and the
customer)
RNP project daily management and coordination (determine the coordinators of both
sides)
Management system and regulations for RNP site operations (which can be
regulations for the overall project or the regulations with necessary supplements)
Daily communication mechanism between both parties (for example, the time,
senders and recipients of daily and weekly reports, and the time of regular report
meetings)
To prepare for the project kick-off meeting, communicate with the meeting participants
by telephone and ask for their comments about the meeting materials. Meanwhile, notify
the participants about the meeting location and time, and make clear whether every
participant can attend the meeting. If any participant cannot attend the meeting, make
sure that the participant will ask someone else to attend the meeting in his or her place.

The following table shows the participants and responsibility matrix for the RNP project kickoff meeting.
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Figure 1.1 Responsibility matrix for the RNP project kick-off meeting
Part
Network
planning
TL
Network
planning
TS
Network
planners
Project
manager
Marketin
g staf
Custom
er
Meeting
preparation
Meeting
discussion
Meeting minutes
Meeting summary
Problems followup
3.2.3 Procedure
1.
Meeting discussion: The meeting is hosted by the network planning TL. The
predetermined topics are discussed one by one. The network planning TL should control
the discussion time for each topics and make sure that the discussion sticks to the topics.
The discussion on each topic should lead to a conclusion. For each pending problem, a
person-in-charge must be appointed. At the end of a topic, the network planning TL
should make a summary and confirm the conclusion with the participants.
2.
Meeting minutes: The network planning TL should appoint a person to record the
discussion of each topic discussed on the meeting to form the minutes of meeting, which
should clearly indicate the conclusion of each topic and the persons-in-charge for
pending issues. The minutes of meeting should be finalized and output after the meeting
and submitted to and signed by the RNP PIC of the customer and the Product manager.
3.
Meeting summary: Before the meeting is ended, the network planning TL should make a
summary on each topic discussed on the meeting and confirm the discussion conclusion
again with the participants. For each pending problem, make sure the person-in-charge is
registered and the solution time is forecast.
4.
Problem follow-up: After the meeting, the network planning must pay close attention to
the follow-up of pending problems, especially the vehicle issues, accompanying
personnel issues, on-site data and materials. Check with the corresponding persons-incharge about progress of problem solution before the date committed by the customer. In
case of any sign of delayed solution, seek help from the marketing product sales manager
and Account manager to push the customer to solve the problems as early as possible.

Key contents of the meeting:
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1.
Confirm the critical milestones in the progress plan
2.
Determine the materials to be provided by the customer in the RNP project and the
specific persons-in-charge
3.
Determine the SOW for CW test and NodeB site survey
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4.
Determine the vehicle plan for CW test and NodeB site survey
5.
Determine the accompanying persons for site survey and jointly develop a detailed site
survey plan
6.
Determine the coordinators for daily work and the communication mechanism (daily
report, weekly report, routine meeting, and so on)
Make sure that the critical persons for the project are present to avoid discussion without
conclusion, especially the persons that can make decisions on the customer side (for example,
the network planning department leader, the planning department leader, and 3G office
leader).
Timely output the minutes of meeting and track the pending problems so that subsequent
project implementation will not be affected by pending problems.
3.2.5 Input
RNP Project Schedule for WCDMA_XXXX Project Phase X
RNP Project Planning and Risk Assessment Report (SOW, responsibilities of project
team members)
3.2.6 Output
Minutes of RNP Kick-off Meeting for WCDMA_XXXX Project Phase X (including SOW,
responsibilities, important discussion conclusions, and problem follow-up).

None.
3.3 Information Collection and Preparation

3.3.1 Preparations
By means of the existing information channels, obtain the information about the customer
background and the historic planning of the targeted area and transfer known information
about the customer within the company as the preparation material for the information
collection discussion meeting.
1.
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If the network planning presales personnel took part in early-stage project bidding, ask
the network planning presales personnel to provide the following documents:
Project Proposal
Project Q&A
Presales Project Support Report
2.
Learn information about the operators background, business operation and competition
situation through the marketing personnel.
3.
Get the market intelligence (MI) information about the operator at Huaweis internal
information website (http://3ms.huawei.com/mi/).
4.
Collect the information about the size, population and economic status, topographic
feature distribution, and market situation of the planned region.
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5.
Consult Huawei Global Simulation Center to obtain the latest maps of the planned cities,
including digital maps and Mapinfo maps, or download the latest maps of the planned
cities through Google Earth.
6.
Refer to RNP Information Collection Form for W-XXXX Project Phase X, which is
available at Huaweis file server (szxptn02-fs).

Figure 1.1 Point-of-contacts and responsibility matrix for information collection
Part
Network
planning
TL
Network
planning
presales
Marketing
Customer
Information provided by
presales staff
Provide Customers
background information
Organize workshops and

meetings
Provide network planning

inputs: marketing material
and requirements, current
network information etc.
Review network planning

inputs
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3.3.3 Procedure
Figure 1.1 Workflow for information collection and preparation
1.
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Attend the information collection discussion meeting, which mainly covers the following
subjects:
Determine the information collection coordinators of both parties and unify the
information input and output specifications.
Submit the Template of RNP Information Collection Form, and describe the
important points in the template to eliminate the customers misunderstandings.
Clarify the contents and responsibilities of information collection, such as subscriber

parameters, traffic model parameters, and size of the area.
Clarify the party to provide the latest maps of the planned city and the deadline for
map provision.
Discuss and determine the propagation model type and the origin of CW test data.
The customer should provide information as per the Template of RNP Information
Collection Form.
Organize field engineers to review the RNP Information Collection Form completed
by the customer, paying due attentions to the following:
Check whether the project target provided in this section is consistent with the project
target in the project planning report.
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List ambiguous and mutual-conflicting parameters. For this reason, engineers familiar
with network planning must take part in information collection.
Learn information about the customer.
2.
In case if incompleteness or mistakes in the information provided by the customer,

timely communication with the technical coordinator of the customer until all the
information is confirmed by both parties.
3.
Refine and finalize the RNP Information Collection Form, and have it confirm by both
parties. Once confirmed by both parties, the RNP Information Collection Form must not
be easily changed.

1.
In the planning phase, information collection is the source of information input for
network planning and a critical step in the whole project. Any inaccuracy or error in
information input will cause waste in the subsequent network planning work and delay
the project progress. Therefore, information collection must be given due attention.
According to the past experience, there had been repeated simulation in many projects
due to changes of input parameters.
2.
In many cases, a customer does not have a clear understanding of the network target and
network planning parameters. Therefore, it is necessary to guide the customer according
to use Huaweis network planning experience and help the customer clarify the network
planning target and network planning parameters.
3.
Collect the information about the existing 2G sites of the operator or competitors. On
one hand, we can learn much useful information from the existing 2G site distribution,
such as traffic hot spot distribution and user density distribution; on the other hand, the
size of the existing 2G network can be an important reference for 3G network planning,
especially for estimation reasonability.
4.
Learn the information about the operators historic 3G planning, and learn the
shortcomings in the previous planning. Try to avoid the shortcomings in the current
planning. If Huawei has had more than one network planning projects in the target
region, pay attention to the consistency in the results.
3.3.5 Input
RNP and RNO Project Proposal (bidding project)
RNP and RNO Project Bidding Summary (bidding project)
RNP Project Schedule
3.3.6 Output
RNP Information Collection Form for W-XXXX Project Phase X confirmed by both
parties
Division of scenarios on the Mapinfo maps
Minutes of the information collection discussion meeting

None.
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3.4 CW Test and Propagation Model Tuning

Based on the collected information, determine whether it is necessary to carry out CW test
and model correction for this project. Note that CW test and propagation model tuning are not
mandatory steps.
3.4.1 Preparations
1.
2.
Make a preliminary plan.
Learn the customers requirement and comments on CW test and model correction,
such as the requirement on the number of CW test sites of each scenario and the
propagation model. However, do not ask for this if not required by the customer.
Preliminarily determine the number of CW test sites of each scenario and the CW test
routes based on the scenario division result.
Work out a draft of the SOW and schedule of the current project phase based on the
result of the information collection meeting as the discussion material for the CW test
kick-off meeting.
Prepare resources.
Refer to the Propagation Model Correction Report for W-XXXX Project Phase X of a
completed project.
Based on the above-mentioned plan, determine the quantity of CW test and model
correction tools and their available time.
Perform pre-test on borrowed tools to ensure the normal functioning of the tools.

Figure 1.1 Contacts and responsibility matrix for CW test and model correction
Part
Network planning
TL
Marketing
Customer
Information Collection
Organize meetings
Site survey
Antenna feeder
installation
CW test
Propagation Model
Tuning
Progress monitoring
and work supervision
Providing drive test

vehicle
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3.4.3 Procedure
Figure 1.1 Workflow for CW test and model correction
1.
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Attend the CW test kick-off meeting, which mainly covers the following subjects:
Determine the technical coordinators of both parties for the CW test.
Discuss and determine the types and number of test scenarios, the number of CW test
sites of each scenario, and the CW test routes.
Discuss and determine a refined SOW, coordination and progress plan.
Determine the party to provide the latest maps of the planned city, the party to install
the antenna feeder system, and the party to provide vehicle service.
Determine the type of the propagation model. In the case of ray tracing model that a
high map requirements, it is recommended to use 5-meter precision.
2.
Complete site survey in the presence of the customer personnel, and output a XX Site
Survey Report. The TL should organize the field RNP engineers to review the survey
information and radio environment, and organize re-survey and supplemented survey.
3.
Organize the field engineer to check the antenna installation quality and correct improper
installations.
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4.
Perform test as per the agreed route, and out put XX Site CW Test Data. On the site,
check the test data amount, test standard compliance and route distribution, and perform
retest or supplemented test if needed.
5.
If applicable, perform model correction at the same night to make sure that the test data
is reasonable. If model correction conditions are not available (no simulation dongle and
digital maps), preprocess the test data using CE Editor to determine whether the test data
is reasonable, so that remedy actions can timely taken to improve the test efficiency.
6.
Repeat Steps 3 through 5 until all the sites have been tested.
7.
Based on the preliminary model correction, perform a complete propagation model

correction, and output a Propagation Model Tuning Report for W-XX XX Project Phase
X. The TL must organize field engineers to review the Propagation Model Correction
Report.
8.
Submit the output input information to the headquarters for review, and submit the
information to the project monitor.
9.
After review, forward the Propagation Model Correction Report and drive test data to
the customer.

1.
The selection of test sites, antenna installation quality, test route distribution, test
standard compliance, and test data amount can largely affect propagation model tuning.
All these conditions must satisfy the requirement of model correction for CW test.
2.
The CW test information document must be complete, detailed, and filed for future
inquiry.
3.
Prior to the CW test, be sure to get familiar with the local radio spectrum administration
policy, restrictions on antenna installation, and other related local laws and regulations.
3.4.5 Input
Propagation Model Tuning Report for W-XX XX Project Phase X (template)
Project Schedule
3.4.6 Output
Drive Test Data for XX City xx Site of WCDMA_XXXX Project Phase X.dat
CW Test Records
Propagation Model Tuning Report for W-XX XX Project Phase X
Minutes of the Kick-off Meeting

None.
3.5 Co-located Site Survey

This section focuses on obtaining the information of and surveying co-located sites. For the
general aspects of new sites, refer to section 3.9New Site Survey. This section only deals with
the aspects to look at when constructing co-located sites.
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There are mainly 2 types of co-located sites: sites co-located with other operator(s), and
2G/3G co-located sites of the current operator.
3.5.1 Preparations
For sites co-located with other operator(s), obtain information such as the frequencies and RF
performance specifications of other operators equipment. If necessary, you also need to
prepare related instruments for interference tests, analysis of the isolation between the
operators systems, and so on.
For 2G/3G shared sites of the same operator, obtain the 2G site information, check whether
the antennas and feeders are shared, and, if yes, find out how the antennas and feeders are
shared or combined.

Refer to the sections discussing site surveys.
3.5.3 Procedure
For the operation procedure, refer to the section discussing site survey (section 3.9New Site
Survey). When constructing a shared site, note particularly the following:
1.
Interference test analysis plan (It is optional and dependent on the actual situation and
the contract.)
2.
Isolation analysis plan (It is optional and dependent on the contract, with the RF
department playing a key role and the RNO department cooperating.)
3.
Prepare the related instruments according to the interference test plan (Instruments used
vary with project conditions and requirements).
4.
Perform interface tests and output test reports.
5.
(The RF department) Output isolation analysis reports.
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1.
Understand the customer's requirements on urban antennas before deciding antenna

types.
2.
Obtain the frequencies and RF specification data of other operators equipment. For
example, if the transmitting frequency band of another system is close to our WCDMA
receiving frequency band, obtain the maximum output power per carrier measured from
cabinet top, the cabinet top measured spurious emission of multi-carrier all transmitting
at the max power, and the antenna gain. Verify that inter-system interface requirements
are met, and decide the proper antenna types and customize such RF devices as filters
3.
Obtain the 2G site information of the current operator, including directional angle/downtilt angle of the antenna, frequency band and frequencies used, antenna type, and
transmitting power.
4.
In case of 2G shared site without antenna/feeder sharing, ensure that there is enough
room for base station installation on the site. Check the horizontal and vertical distances
from the W antenna and other existing antennas. If possible, implement vertical isolation.
5.
In case of 2G shared antenna/feeder, note the antenna sharing modes (sharing antenna
and feeder, sharing antenna but not feeder, sharing feeder but not antenna), obtain the
system antenna feeder connection map, device mode and quantity, feeder model and
length; verify that the inter-system interface equipments are met; verify that the down-tilt
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angles of both systems are adjustable; verify that the antenna directional angles are
consistent in the shared antenna mode.
3.5.5 Input
General Engineering Parameter Table, namely, list of candidate sites. (It is emulated by
the system and contains the existing site information).
Geographic profile and city map, including base station topology, azimuth angle
information, and coverage predication and distribution.
Contract Configuration List (optional), Contract Problem Feedback Table (optional)
Frequencies, device performances, and so on, of the original system or other operator
networks
3.5.6 Output
Base Station Survey Report
General Engineering Parameter Table
Project Survey Memorandum
Interference Test Analysis Report
Isolation Analysis Report

None.
3.6 Network Dimensioning

Network dimensioning means obtaining the network scale information based on the coverage
goal, number of users, service proportion, and quality of service requirements of the operator
to achieve the optimized network scale meeting the operator's expected coverage, capacity,
and quality of service requirements.
3.6.1 Preparations
1.
Goals and policies

Communicate with the marketing personnel to understand (or confirm) the network
building policies and investment scale of the operator, and other Related Documents.
Further analyze the project planning report and information collection table for
parameters useful for network dimensioning.
2.
Tools
Determine the versions of the network dimensioning tools and download the tools from
the support website.
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Part
Network
Planning
TL
Marketing staf
Customer
Preparations before
dimensioning
Inputting dimensioning
parameters
Confirming dimensioning
results
Writing a report
3.6.3 Procedure
Figure 1.1 Workflow for network dimensioning
1.
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Map to the dimensioning tool such information as network coverage goal, service model,
propagation model, and area per traffic scenario in RNP Information Collection Form for
W-XXXX Project Phase X.
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2.
Obtain the dimensioning results under different scenarios through the RND
dimensioning tools. Check whether the dimensioning results under each scenario are
reasonable based on W-Radio Network Planning Standards and the information
collection table.
3.
Notify the dimensioning results to the marketing staff and confirm with them.
4.
The TL guides the field engineers to draft Radio Network Dimensioning Report for
WCDMA_XXXX Project Phase X.
5.
As required, submit the report to the headquarters for reviewing and the person
responsible for project monitoring.
6.
Submit the report, if approved, to the customer.

1.
Dimensioning parameters should reflect the rollout strategy and objectives, service
models of the operator and the local radio environment. Therefore, only with a thorough
understanding of these aspects during the dimensioning process, can the dimensioning be
successful and arrive at close-to-actual results.
2.
In case of network dimensioning involving multiple cities, ensure the input criteria and
parameters for the cities are consistent.
3.
For a pre-planning project involving several UTRAN vendors, work closely with the
marketing department so as to understand the input parameters and dimensioning results
of the other vendors. At the end of the day, we need to be prepared if asked by the
Customers.
4.
If the dimensioning results are far from what the marketing department expects, ensure
the networking dimensioning results are well supported by input data and try to convince
them that the results are valid and acceptable. If the marketing staff requires that the
dimensioning results be changed, the networking planning TL shall notify the marketing
staff that they shall be held responsible for any consequences resulted from the changes.
If necessary, hold a project analysis meeting for the networking planning team and the
marketing department to decide whether the dimensioning results need to be changed.
3.6.5 Input
Propagation Model Correction Report for WCDMA_XXXX Project Phase X
RNP Information Collection Form for W-XXXX Project Phase X.
RNP Project Schedule
3.6.6 Output
Radio Network Dimensioning Report for W-XXXX Project Phase X

None.
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3.7 Pre-Simulation Preparations

3.7.1 Traffic Map Preparation
Traffic map preparation is an important step in the pre-simulation preparation stage because a
traffic map change will directly affect the output simulation results and the traffic map
directly reflects the customers 3G marketing strategy.
Preparations
1.
Objectives and marketing strategy

Understand the customer's requirements or strategy of the 3G traffic map.
2.
Simulation tool
Determine the versions of the simulation tools and download the tools from the support
website.
Figure 1.1 Point-of-contacts and responsibility matrix for traffic map preparation
Part
Network Planning
TL
Customer
Provide 2G traffic information
UNET parameter mapping
Traffic map preparation
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Procedure
Figure 1.1 Workflow for traffic map preparation
1.
If the customer is a 2G operator, analyze and sort out 2G data, including engineering
parameters, traffic on busy, and propagation model.
2.
Map the 2G data to the simulation software and prepare the traffic map for the 2G
network data according to WCDMA Radio Network Planning Design Guide.
3.
Map the 2G traffic map to a 3G traffic map based on the proportions between 2G traffic
and 3G traffic in different services.
4.
If the customer is not a 2G operator, directly prepare a 3G traffic map by using the traffic
models and user distribution data in RNP Information Collection Form for W-XXXX
Project Phase X.
5.
Save the traffic map for later use in simulation.
Key Issues and Risks to Consider
2016-10-21
1.
UNET simulation software provides four types of traffic maps. Use the proper type of
maps in the simulation based on the customer requirements (or actual project
conditions).
2.
2G and 3G mobile voice user distributions are similar. For data services, GPRS data
characteristics can also be referred to. Handling of the mapping relationship between 2G
and 3G data services should be in accordance with customer policies. Therefore, try to
use 2G traffic distribution to emulate 3G traffic distribution if the customer is a 2G
mobile operator.
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3.
In case no 2G traffic information is available, fully understand customer requirements

and obtain the local population distribution information to prepare a traffic map that truly
reflects the actual conditions.
4.
If the 2G traffic handling method covers the indoor traffic, take measures based on
customer policies.
Digital Map of XX City
Input
Output
3G traffic map
Related Documents
None.
3.7.2 Simulation Parameter Mapping and

Engineering Parameter Input
Preparations
1.
Document review
Guide once again the onsite personnel in reviewing and confirming RNP Information
Collection Form for W-XXXX Project Phase X and Summary of Radio Network
Engineering Parameters for W-XXXX Project Phase X
2.
Simulation tools
Determine the simulation tool versions and obtain the simulation tools, such as software
packages and dongles.
Contacts and Responsibility Matrix

Figure 1.1 Contacts and responsibility matrix for simulation parameter mapping and engineering
parameter input
2016-10-21
Part
TL
Technical
Person-inCharge
Network
Planners
Marketi
ng
Personn
el
Cust
ome
r
Digital map
acceptance
SS
RR
SS
SS
SS
Provide
propagation
model
parameters
SS
SS
SS
SS
RR
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Part
TL
Technical
Person-inCharge
Network
Planners
Marketi
ng
Personn
el
Cust
ome
r
Simulation
parameter
mapping
SS
SS
RR
SS
SS
Onsite reviewing
SS
RR
SS
SS
SS
Procedure
Figure 1.1 Workflow for simulation parameter mapping and engineering parameter input
2016-10-21
1.
Preparations before input: Refer to the part discussing the preparations in this section.
2.
Import the digital map into the simulation tool and check, accept, and fine-tune the
digital map according to W-Digital Map Selection and Acceptance Guide.
3.
Input the radio propagation model parameters under different scenarios into the
simulation tool. Otherwise, refer to section discussing CW Test and Model Correction.
4.
Convert the Related Documents in RNP Information Collection Form for W-XXXX
Project Phase X to the format supported by the simulation tool and import the
information into the simulation tool.
5.
Check whether the base station distribution is reasonable. Confirm in time any doubtful
engineering parameters with the coordinator of the customer. Check whether other
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parameters are reasonable. Confirm in time any doubtful parameters with the contacts of
the customer.
6.
After the information input is complete, guide the onsite personnel in reviewing the
different parameters in the engineering documents.
Key Issues and Risks to Consider

1.
The parameters in the information collection table and those imported into the simulation
software must correspond with each other one to one, and the mapping must be correct.
2.
Avoid any unexpected parameter modifications to prevent the project from being
delayed. In case of parameter change as required by the customer, the project team shall
keep the original records.
3.
Through regular meetings/reporting, ensure that the parameter settings of different subprojects are kept consistent and follow the standardized parameter template. Any change
of the standard should be synchronized among all the sub-projects.
Propagation Model Correction Report for WCDMA_XXXX Project Phase X
Summary of Radio Network Engineering Parameters for W-XXXX Project Phase X
Digital Map of XX City
Input
Output
RNP Engineering Document for W-XXXX Project Phase X

None.
3.8 Pre-planning Design Simulation

3.8.1 Preparations
The TL is responsible for the preparations before the project starts. Preparation work can be
divided within the project team, including, but not limited to, the following:
Inputting detailed contents

Refer to the part discussing the preparations for simulation input.
Focuses of TL
Customer's understanding of the networking planning services and customer's network
planning expertise
Whether any other vendor provided the customer with networking planning guidance and
communicated with the customer on the planning
How the customer evaluates the existing vendor
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Whether the customer is inclined to use particular planning tools and how the customer
evaluates the tools
Customer's expected network scale
Unified marketing strategies, network planning specifications, and so on.

The TL needs to communicate with related contacts on the simulation pre-planning service
flow operations, including, but not limited to, the following:
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Figure 1.1 Workflow for pre-planning design simulation
Figure 1.2 Point-of-contacts and responsibility matrix for pre-planning design simulation
Activit
y Staf
Marketin
g staf
Project
Manag
er
Networ
k
Plannin
g TL
T
S
Team
Membe
rs
Thirdparty
Personne
l
Presales
Personn
el
Technical
Support
Cust
er
Project
requireme
nts
SS
SS
RR
SS
SS
SS
SS
SS
SS
Responsib
ilities and
detailed
work plan
SS
SS
RR
SS
SS
SS
SS
SS
SS
2016-10-21
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Activit
y Staf
Marketin
g staf
Project
Manag
er
Networ
k
Plannin
g TL
T
S
Team
Membe
rs
Reporting
the
Project
progress
and
difficultie
s
SS
SS
RR
SS
SS
Teambuilding
activities
SS
SS
RR
SS
SS
Preempting
risks
SS
SS
RR
SS
Revising
and
reporting
on
detailed
work plan
for every
milestone
SS
SS
RR
SS
Operating
the
simulation
tools
SS
R
R
SS
Standardi
zing the
parameter
template
and the
technical
in-charge
SS
R
R
SS
SS
RR
SS
SS
SS
RR
SS
SS
Skill
developm
ent and
trainings
Customer
guidance
and
addressin
g their
needs
2016-10-21
SS
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Thirdparty
Personne
l
Presales
Personn
el
Technical
Support
SS
SS
SS
SS
SS
SS
SS
SS
SS
SS
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er
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Activit
y Staf
Marketin
g staf
Project
Manag
er
Networ
k
Plannin
g TL
T
S
Team
Membe
rs
Thirdparty
Personne
l
Presales
Personn
el
Technical
Support
Cust
er
Understan
ding of
the
present
project
status and
progress
SS
SS
RR
SS
SS
SS
SS
SS
SS
Reporting
of
planning
results
SS
SS
RR
SS
SS
SS
SS
SS
SS
3.8.3 Procedure
The procedure should be performed under the guidance of the TL and according to the
simulation service flow of the company. The TL should pay special attention to the following:
2016-10-21
1.
During the input phase: Check whether the parameter settings and use meet the customer
requirements. If the procedure is to be performed in multiple cities, determine whether a
standardized parameter template is needed for each city.
2.
In the simulation and adjustment phase: Check the simulation methods and techniques
and whether they need to be standardized, for example, engineering templates and map
use.
3.
Summarize the problems that occurred during the simulation and notify them to each
staff members for tracking and evaluating the implementation effects and results.
4.
Plan/progress tracking: Track, monitor, and adjust the plan in real time based on the
general plan and according to the project progress. Analyze the reasons for progress
delays and come up with solutions.
5.
Regularly report the event progress to the customer and communicate with the customer.
Communicate, share, and discuss phase results with the customer so that the customer
can have an understanding of the results.
6.
Output result phase: The TL and TS work together to review whether the results of the
simulation results are reasonable.
7.
Output reports by using the standardized report template.
8.
Pre-planning design report reviewing (internal reviewing > Determine whether

headquarter reviewing is required based on the requirements > opinions and proposals
from the marketing department > submission to the customer). Work together with the
marketing department to review and plan those having high requirements. Reviewing
and planning are mainly the responsibilities of the marketing department. Communicate
with marketing personnel to determine the planning goals.
9.
Hold routine meetings for communication within the project team. Regularly or
irregularly collect problems and solve them. Categorize the problems fed back from the
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team members for solution and keep related records. TL should be aware of the work
performance of the team members, work progress, and the work atmosphere.
10. The TL should note customer requirement changes, and statuses, tendencies throughout
the whole procedure to ensure that the work of the team members are carried out as
planned. Communicate new customer requirements with the TS. After that, communicate
with the project manager and the marketing department for their opinions and notify
them to the team.
11. Note how the personnel have made progress and improve their work. Help them improve
through the project, division of labor, and assistance.

1.
Whether the morphology and traffic distribution map are reasonable, namely, whether
the customer accept them and whether the results are justifiable. At this point of time, it
is crucial that the customers accepts and are satisfied with the results only with which the
project can proceed in a smooth manner.
2.
Network dimensioning whether it meets the customer expectation. Communication is

the focus of this phase. Understand and confirm the actual customer requirements
through different ways so that the dimensioning results can meet the customer
expectation.
3.
Site selection results whether the results are accepted by the customer's authoritative
department. Not every staff member can correctly understand leader intentions.
Therefore, always confirm that the results obtained are feasible. If possible, confirm the
issue with the leader of the customer's authoritative department.
4.
Network planning report output whether the results meet the customer expectations.
Planning fails if it cannot meet the customer expectations. Therefore, throughout the
simulation, be sure to work together with the marketing personnel to understand the
customer requirements from different perspectives. The output results must be
reasonable and justifiable. From the validity of the simulation to the selection of sites
and to the choice of simulation parameters, all needs to be justified to the customer.
5.
If there are new requirements coming from the customer, the network TL needs to
carefully evaluate whether the requirements are reasonable or whether additional
resources are required, and at the same time, he/she needs to patiently reason with and
guide the customer. Notify any problems that cannot be solved on site to the marketing
department for support.
6.
Plan changes and modifications In case of changes that go against the plan, timely
update the plan and adjust the work. Avoid project delays caused by plan modifications.
3.8.5 Input
Refer to the section discussing simulation requirement input.
In this phase, the TL should pay more attention to customer feature requirements.
3.8.6 Output
2016-10-21
1.
Network pre-planning simulation report
2.
Slides used for communication
3.
List of candidate sites. The information of some sites is yet to be confirmed and the
ultimate configuration is not confirmed.
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None.
3.9 New Site Survey

Site survey involves two main aspects: candidate site selection and detail surveying of
candidate sites.
3.9.1 Preparations
1.
Human resource preparations: Based on the RNP detailed work plan, further determine
the division of labor (survey progress reference: 6 urban areas/day, 4 rural areas/day),
with one network planning survey engineer for each group.
2.
Instrument/equipment preparations: Prepare digital cameras (with chargers), GPS (with

chargers), compasses, tape measures, laptops, and vehicles. Telescopes, laser ranger, and
angle instrument are optional. Verify in advance that the tools work normally.
3.
Software tool information: table of initial engineering parameters (containing simulation

theoretical site information and existing site information); printed copies of Network
Planning Site Survey Table to be filled in during site surveys (print a sufficient number
of copies as each site has multiple candidate sites).
4.
Map preparations: Prepare paper maps and Mapinfo maps. Prepare site distribution maps
based on the initial engineering parameter table and print them out.

Figure 1.1 Point-of-contacts and responsibility matrix for site survey
Department
Marketin
g
Engineeri
ng (GTS)
Subcon
tractor
Networ
k
plannin
g
Cust
omer
SS
SS
RR
SS
RR
SS
Coordinator
Existing site
information
SS
Simulation theoretical
site information
Antenna survey
SS
S*
R*
R*
Radio environment
SS
SS
RR
SS
Engineering
parameter
determining
SS
SS
RR
SS
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1.
The network planning team is responsible for building roof survey, radio environment,
and engineering parameter determination.
2.
Power, transport, infrastructure construction, and property negotiations: Generally, the

customer (design institute) is responsible for non-TK projects, while the TK department
or product engineers are responsible for TK projects.
3.
Equipment room survey: Also known as engineering survey, it mainly includes cabinet
placement, feeder cabling, indoor cabling of transmission lines, indoor cabling of power
lines, and other survey designs. Generally, the product engineers (or the customer)
perform the surveys, depending on the actual project status and engineering interface.
4.
The partner's network planning engineers subcontracted by Huawei generally represent

Huawei network planning personnel, while the partners designated by the customer do
not.
3.9.3 Procedure
Figure 1.1 Workflow for site survey
Frequency reset is optional, depending on the actual project status.
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Pre-Work Coordination
In this phase, Search Ring should be output based on the network preplanning report. TL's
main responsibilities including the following:
1.
Familiarity with the project status: This includes early initial engineering documents,
network background, operators, their basic information, existing network status, contract
configuration list (optional), contract problem feed back table (optional), and the
obtaining of initial engineering parameter table.
2.
Survey coordination meeting: Based on the RNP detailed work plan, further confirm
engineering progress, engineering interface, division of labor, vehicles, cooperation
personnel (drivers, accompanying personnel, and so on), tools, survey routes, and
contacts with the customer and related departments, and properly divide the personnel
into groups according to their technical skills and work statuses.
3.
Regulations and standardization: Draw up the sample check system and standardize the
output report template and document naming conventions.
Obtaining candidate sites

For new sites, appropriate candidate sites are needed based on the initial engineering
parameter table Search Ring, mainly in terms of site height, antenna usability, and equipment
room usability.
Detailed survey
1.
Sample site (optional): A detailed base station survey mainly involves antenna surveying,
radio environment, and engineering parameter determining. During the survey of the first
site, all the personnel must be present to further confirm the survey requirements and
details and use the survey of the site as an example for subsequent surveys. Whether a
sample site is required depends on the technical skills and experiences of the survey
engineers.
2.
Early-phase monitoring: Audit the sites undergoing early-phase surveys. (It is

recommended to select 4 to 6 sites for the first day or the initial surveying in each team).
First, summarize the survey output information and procedure of each team and verify
that they meet the requirements. This is to avoid re-surveys caused by problems not
discovered until the project has begun for a long time. Prepare a checklist containing the
items worth particular attention. Use Mapinfo to check whether the site distribution is
reasonable. Record, summarize, and track the problems. Check the sites again later to
verify that the problems are solved.
3.
Monitoring and sample checking of the project procedure.
For large-scale projects and projects which require long lead-time for site surveys, try to avoid
project delays in the early stage because they will lead to hasty surveys at a later stage.
For a project involving multiple vendors, be aware of the project progress of our competitors.
Implement the close-loop management mechanism by recording, summarizing, tracking,
solving problems, and feeding back results. Timely detect and handle problems through early
warning.
Strengthen the management of the partner's personnel. Timely report the quality problems
caused by the partner's personnel through emails to the project manager and send email copies
to related personnel.
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Submitting and reviewing the survey report

1.
Note when the survey report should be submitted. Review the submitted documents to
check whether the site distribution and sites are reasonable.
2.
For sites that cannot be obtained within Search Ring due to a reason related to the
customer or building owner, write a survey memorandum for the customer to confirm. If
the network coverage and quality are affected as a result, communicate with the
customer to prevent the KPI acceptance from being affected.

1.
Understand the customers requirements and restrictions on antenna installation

(especially in the urban area) before deciding on the antenna types.
2.
Ensure that the safety regulations for the vehicle and rigger team are followed.
3.
When preparing the plan, take into account the effects that special reasons, such as
climate, season, road construction, and local holidays, have on the project progress.
4.
Ensure the coverage of important customers and areas. The sites must be within Search
Ring to fully utilize existing resources.
5.
The negotiation with the building owner may fail. Therefore, make sure candidate sites
are available. If it is very likely that the negotiation will succeed and that the candidate
sites are very nearby, the TL can consider postponing the candidate site surveys.
Otherwise, arrange the candidate site surveys to be on the same day.
6.
Record the sites that do not meet the requirements on the memorandum for the customer
to sign and confirm.
3.9.5 Input
1.
Summary of Engineering Parameters (list of candidate sites) (It is emulated by the

system or contains the existing site information).
2.
Geographic profile and city map, including base station topology, azimuth angle
information, and coverage predication and distribution.
3.
Contract Configuration List (optional), Contract Problem Feedback Table (optional)
3.9.6 Output
1.
Site Survey Reports
2.
Summary of Engineering Parameters
3.
Project Survey Memorandum

Antenna preference information and inventory supply capability report, antenna selection
flow and notice (These are distributed monthly by the department. The company requires that
the antennas in the antenna inventory be preferred). If the requirements cannot be met, other
models must be selected and the product sales manager shall submit the application to start
the purchase flow. The following documents are included:
3.9.00 low-turnover antennas to be consumed as soon as possible XX year XXXX.xls;
3.9.01 October full version (optimized version) of Recommended Antenna & Antenna
Selection Guideline.xls
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3.10 Final Planning Design Simulation

3.10.1 Preparations
The TL is responsible for the preparations before the project starts. Preparation work can be
divided within the project team, including, but not limited to, the following:
Inputting detailed contents

Refer to the Pre-simulation Preparations.
Focuses of TL
1.
The customer's understanding of the network planning services and the customer
technical strength
2.
Whether any other vendor provided the customer with networking planning guidance
and communicated with the customer on the planning
3.
Customers level of confidence on the existing network equipment vendor
4.
Whether the customer is inclined to use particular planning tools and how the customer
evaluates the tools
5.
Customer's expected network scale
6.
Huaweis marketing strategy and the RNP specifications/standards
In this phase, the TL should improve the communication with the marketing department and
the customer to determine what kind of sites the customer may tend to choose and whether the
customer requires a new site or wants to utilize existing ones. In this case, pay particular
attention to the site selection intention of the leaders of the customer.

TL is responsible for communicating the related contacts to perform actions, including, but
not limited to, the following:
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Figure 1.1 Workflow for final planning design simulation
Compared with the pre-emulation service flow, this flow has the additional step of site survey.
Figure 1.2 Contacts and responsibility matrix for final planning design simulation
Action
Personnel
Marketi
ng
Personn
el
Project
Manag
er
Networ
k
Planni
ng TL
T
S
Team
Membe
rs
Thirdparty
Personne
l
Presales
Person
nel
Technic
al
Suppor
t
Cust
er
Project
requirements
SS
SS
RR
SS
SS
SS
SS
SS
SS
Responsibilities
and detailed
work plan
SS
SS
RR
SS
SS
SS
SS
SS
SS
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Action
Personnel
Marketi
ng
Personn
el
Project
Manag
er
Networ
k
Planni
ng TL
T
S
Team
Membe
rs
Reporting the
Project
progress and
difficulties
SS
SS
RR
SS
SS
Team-building
activities
SS
SS
RR
SS
SS
Pre-empting
risks
SS
SS
RR
SS
Revising and
reporting on
detailed work
plan for every
milestone
SS
SS
RR
SS
Operating the
simulation
tools
SS
RR
SS
Standardizing
parameter
templates and
the technical
in-charge
SS
RR
SS
SS
RR
SS
SS
Skill
development
and trainings
Confidentiality
Thirdparty
Personne
l
Presales
Person
nel
Technic
al
Suppor
t
Cust
er
SS
SS
SS
SS
SS
SS
Customer
guidance and
addressing their
needs
SS
SS
RR
SS
SS
SS
SS
SS
SS
Understanding
of the present
project status
and progress
SS
SS
RR
SS
SS
SS
SS
SS
SS
Reporting of
planning results
SS
SS
RR
SS
SS
SS
SS
SS
SS
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3.10.3 Procedure
Perform the simulation according to the company's regulations. TL should note the following
in particular:
1.
Check whether the parameter settings and use meet the customer requirements. If the
procedure is to be performed in multiple cities, determine whether a unified parameter
template is needed for each city.
2.
Check the simulation methods and techniques and whether they need to be standardized,
for example, engineering templates and map use.
3.
Work together with TS to uniformly check whether the simulation results are reasonable.
4.
Summarize the problems that occurred during the simulation and notify them to each
staff members for tracking and evaluating the implementation effects and results.
5.
Regularly report the event progress to the customer and communicate with the customer.
Communicate, share, and discuss phase results with the customer so that the customer
can have an understanding of the results.
6.
Output reports by using the standardized report template.
7.
Organize final planning design report reviewing (internal reviewing > Determine
whether headquarter reviewing is required based on the requirements > opinions and
proposals from the marketing department > submission to the customer). Work together
with the marketing department to review and plan those having high requirements.
Reviewing and planning are mainly the responsibilities of the marketing department.
Communicate with marketing personnel to determine the planning goals.
8.
Hold routine meetings for communication within the project team. Regularly or
irregularly collect problems and solve them. Categorize the problems fed back from the
team members for solution and keep related minutes. TL should be aware of the work
performance of the team members, work progress, and the work atmosphere of the
project team.
9.
Plan tracking: Track, monitor, and adjust the plan in real time based on the general plan
and according to the project progress. Analyze the reasons for progress delays and come
up with solutions.
10. In addition, during the planning, pay particular attention to the special solutions for
coverage scenarios that are of the customer's concerns, such as tourist attractions, hot
spots, and water areas.
11. The TL should note customer requirement changes, and statuses, tendencies throughout
the whole procedure to ensure that the work of the team members are carried out as
planned. Communicate new customer requirements with the TS. After that, communicate
with the project manager and the marketing department for their opinions and notify
them to the team.
2016-10-21
1.
Whether the morphology and traffic distribution maps are reasonable, namely, whether
the customer accept them and whether they are justifiable. At this point of time, it is
crucial that the customers accepts and are satisfied with the results only with which the
project can proceed in a smooth manner.
2.
Network dimensioning whether it meets the customer expectation. Communication is

the focus of this phase. Understand and confirm the actual customer requirements
through different ways so that the dimensioning results can meet the customer
expectation.
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3.
Site selection results whether the results are accepted by the customer's authoritative
department. Not every staff member can correctly understand leader intentions.
Therefore, always confirm that the results obtained are feasible. If possible, confirm the
issue with the leader of the customer's authoritative department. In particular, site
surveying is added in this part. Focus on the customer's site selection basis, such as costs
and reconstruction difficulty).
4.
Network planning report output whether the results meet the customer expectations.
Planning fails if it cannot meet the customer expectations. Therefore, throughout the
simulation, be sure to work together with the marketing personnel to understand the
customer requirements from different perspectives. The output results must be
reasonable and justifiable. From the validity of the simulation to the selection of sites
and to the choice of simulation parameters, all needs to be justified to the customer
5.
If there are new requirements coming from the customer, the network TL needs to
carefully evaluate whether the requirements are reasonable or whether additional
resources are required, and at the same time, he/she needs to patiently reason with and
guide the customer. Notify any problems that cannot be solved on site to the marketing
department for support.
3.10.5 Input
Refer to the section discussing simulation requirement input.
In this phase, the TL should pay more attention to customer feature requirements.
3.10.6 Output
Network planning simulation report
Special solution output
Slides used for communication
Table of Engineering Parameters

None.
3.11 Indoor Coverage Planning Design

There are three common types of business model for in-building projects:
2016-10-21
1.
Huawei is responsible for providing advice on the mobility and optimization strategy,
capacity estimation and choosing the signal source (NodeB or repeaters?). The design
and implementation of the Distributed Antenna System (DAS) are the responsibilities of
the RF design/planning vendors and the indoor DAS integrators.
2.
Huawei is responsible for the indoor coverage design and DAS implementation. Then,
Huawei subcontracts the site surveys and system diagram design to the indoor DAS
integrators.
3.
Huawei is completely responsible for the indoor coverage design and DAS
implementation.
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The on-site TL should send the background and requirements of the operation to the network
planning headquarter and indoor coverage SODT, and discuss the coverage working mode
with the headquarter.
This document uses the first business model, which is common in China, as an example.
3.11.1 Preparations
1.
From the marketing department, project manager, customer, and so on, collect and
understand the information on the indoor coverage planning design scale, planning
design, construction cycle, and budget of the operator. (You can consult marketing
personnel or ask them to help collect such information).
2.
Understand the coverage of nearby macro NodeBs or the planning construction goals.
3.
Obtain information of other vendors, including the information on design institutes or

vendors.
4.
For an existing 2G indoor distribution system, obtain information of the sourced device
supplier, construction party, and maintenance party, of the system.
Project preparation
1.
Predict the project team human resource requirements based on the project scale.
2.
Predict the project cycle.
3.
Predict the cooperation requirements on the marketing department and customer service
department, and notify the needs to the related departments in advance.
4.
Convene internal communication meetings involving the project manager, customer

service department, and marketing department: focus on unifying the requirements in
preparations for the subsequent project kick-off communication meeting with the
operator, including the definition of engineering interface with the customer service
department and the determination of BTS device selection scheme through the
communication with the marketing department.
5.
Ask the operator to invite related parties (such as design institutes and indoor coverage
integrators) to take part in kick-off meetings.

The following is the responsibility matrix used when the telecom design institute is
responsible for surveying sites and designing the indoor distribution system.
Remarks: The telecom design institute does not take part in some of the projects. In those
cases, the indoor distribution system integrator fulfills the responsibilities of the telecom
design institute.
Figure 1.1 Point-of-contacts and responsibility matrix for indoor coverage planning and design
PoC
2016-10-21
Networ
k
Plannin
g TL
Head of
Marketi
ng
XXX
XXX
Project
Manag
er
Huawei Confidential
PIC of the
Customers
Site
Implementati
on Team
RF
Design
Vendo
r
Indoor
Distributi
on System
Integrator
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Networ
k
Plannin
g TL
Head of
Marketi
ng
Project
Manag
er
Preparation phase
RR
SS
SS
Kick-off meeting
SS
SS
Indoor project
planning
RR
SS
On-site survey
SS
Capacity
estimation and
source selection
RR
Mobility strategy
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PIC of the
Customers
Site
Implementati
on Team
RF
Design
Vendo
r
Indoor
Distributi
on System
Integrator
SS
RR
SS
SS
SS
AA
SS
RR
SS
SS
SS
SS
RR
SS
SS
Interference
control
RR
SS
SS
Selecting RF
components
(passive or active)
SS
SS
DAS design
SS
AA
RR
SS
Reviewing the
DAS design
SS
RR
SS
SS
Project wrap-up
RR
SS
SS
SS
SS
RR
SS
"R" stands for Responsibility, "S" for Support, "I" for Informed, and "A" for Approve. Others are blank.
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3.11.3 Procedure
Figure 1.1 Workflow for indoor coverage planning design
Detailed operation steps and TL's key work are as follows:

Step 1 Network Planning Design Kick-off Meeting
Objective: Unify the planning design concepts and define the responsibilities of different
parties.
The meeting should focus on the following:
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1.
Obtain the basic information, such as the address, building type, and longitude and
latitude of the building in which indoor coverage is required. Understand the operator's
requirements on the coverage of the building and the goals. For the construction of an
existing 2G project, obtain the related 2G design documents.
2.
Understand the building types, quantity, and the operator's requirements on the planning
progress to get prepared for the subsequent detailed work plan.
3.
Reach an agreement on the responsibility matrix with the operator: Determine the
persons-in-charge for building survey, capacity estimation, source selection, DAS design,
and so on. A common breakdown of responsibilities is as follows:
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4.
Huawei is responsible for or assists in capacity estimation and source device selection,
coverage and mobility strategy design, interference control strategy and evaluation of the
DAS design.
5.
The RF design vendor or indoor distribution system integrator is responsible for

surveying buildings, writing building survey reports, selecting indoor passive
components, link budgeting, preparing indoor distribution design proposals, and so on.
6.
Determine whether any KPI commitment is made and, if yes, which party made it.
7.
Introduce Huawei's implementation of indoor distribution coverage and the handover

design concepts and policies. Discuss on site with the partners and engineering
implementer. Ask the operator to define coverage and handover policies and determine
the coverage goals.
8.
Recommend and provide specifications on the Huawei source equipment to be used.
9.
Provide the meeting minutes for the meeting participants to make clear the
responsibilities, and send the meeting minutes to all the members of the project team, the
marketing department, customer service department, and other related departments.
Usually, in this phase, multiple meetings need to be held to reach complete agreement and define
responsibilities.
Step 2 Preparing the plan

Determine and outline the responsibilities of respective parties based on the work breakdown
interface with the operator.
Break down the responsibilities for respective parties, draw up the work plan, and allocate
staff for the work. When drawing up the plan, take full considerations of the cooperation
between the design institute and the indoor distribution vendor. Calculate the manpower
required based on the cooperation from other vendors.
The following table shows an example of common manpower/time allocation:
Figure 1.1 Table for resource allocation in indoor coverage planning design (example)
Example of manpower/time allocation (man day)
Type
Coverag
e Area
Work
Breakdown
Survey
Time
Capacity
Estimati
on
Indoor
Distributi
on Design
Plan
Reviewi
ng
Star hotel,
office building
Full
coverage of
16-floors,
with each
floor
covering
2500 square
meters
The indoor
distribution
integrator is
responsible for
preparing the
design plan and
the design
institute is
responsible for
building surveys.
1 person
0.5 days
(coordinated
surveys)
1 person
0.5 days
1 person 2
days (by the
indoor
distribution
integrator)
1 person
0.5 days
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Example of manpower/time allocation (man day)

Type
Coverag
e Area
Work
Breakdown
Survey
Time
Capacity
Estimati
on
Indoor
Distributi
on Design
Plan
Reviewi
ng
Dense
community
Block of
over 20
buildings.
The
coverage
areas
include
blind areas,
lifts, and
parking lot.
The indoor
distribution
integrator is
responsible for
preparing the
design plan and
the design
institute is
responsible for
building surveys.
1 person 2
days
1 person
1 days
2 person 2
days (by the
indoor
distribution
integrator)
1 person
0.5 days
Entertainment,
catering and
recreation
sites
Full
coverage of
five floors,
with each
floor
covering
3000 square
meters
The indoor
distribution
integrator is
responsible for
preparing the
design plan and
the design
institute is
responsible for
building surveys.
1 person
0.5 days
1 person
0.5 days
1 person 2
days (by the
indoor
distribution
integrator)
1 person
0.5 days
Store,
supermarket
Full
coverage of
one floor,
covering
2000 square
meters
The indoor
distribution
integrator is
responsible for
preparing the
design plan and
the design
institute is
responsible for
building surveys.
1 person
0.25 days
1 person
0.25 days
1 person 1
days (by the
indoor
distribution
integrator)
1 person
0.25 days
Step 3 On-site survey

Allocate staff members to accompany the design institute personnel to perform on-site survey
in the target building according the coverage goals set by the operator.
During a survey, TL should focus on the following:
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1.
Building area information
2.
Longitude and latitude information
3.
Population density and distribution in the building Information of the environment

surrounding the building
4.
If a 2G indoor distribution system already exists, you can perform simple 2G signal tests.
5.
Understanding of the source installation environment
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6.
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Monitoring, or cooperating with the operator to monitor, the surveys performed by the
design institute personnel
Step 4 Capacity estimation and source selection

1.
If a 2G indoor distribution system already exists, ask the customer for the Related
Documents, such as 2G traffic information.
2.
Capacity estimation for indoor distribution requires special considerations of data

services and specific capacity estimations.
3.
Perform capacity estimations based on the building survey information and the
customer's requirements on the indoor coverage.
4.
Decide on the type of NodeB/repeater:
When selecting sources, fully consider customer needs and maintain smooth communication
with the marketing department to keep the publicity statements consistent.
If permitted by the operator's budget, try not to use trunk amplifiers or repeaters. Always
guide the operator in using Huawei's RRU devices by comparing Huawei's RRUs with trunk
amplifiers (through playing related slides).
Cautions: Before the guidance, verify that the site environment meet the Huawei device
installation prerequisites, which you can consult with the customer service department or the
related research and development personnel. For example, verify that fiber cabling is possible
and transmission resources are led into the building.
Step 5 Mobility strategy and Interference control
Determine whether inter-frequency handover is required inside the building based on the
operator's frequency usage. If yes, designate network planning engineers to define interfrequency handover policies according to Indoor Coverage Design Guide.
Determine the handover design and interface control plan while taking into consideration the
nearby macro BTSs.
Communicate with the operator, design institute, and indoor distribution system integrator to
draw up the handover plan.
Step 6 Selection of RF components
Check the devices selected by the indoor distribution system integrator and give opinions. To
ensure the engineering quality, select devices strictly.
Step 7 DAS design
Huawei will not take part in this phase. Generally, the operator designates the design institute
or indoor distribution system integrator to prepare the indoor distribution system design
scheme. When necessary, send a staff member to take part in the scheme.
During this phase, complete the following tasks:
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1.
Cooperate with the design personnel in answering questions, coverage, and handover
policy guidance so that the design institute has a clear understanding of Huawei's indoor
coverage design concepts.
2.
Guide the design personnel to design by following Huawei's policies. This helps ensure
the optimized results.
3.
Provide devices and device performance indices.
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4.
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Put forward Huawei's requirements on indoor distribution devices and guide in the
device selection. Try to ensure that the operator uses only the indoor distribution devices
accepted by Huawei.
Step 8 Reviewing of the DAS design

This phase is an important quality assurance step in the whole indoor coverage planning
design.
Be sure to attach much importance to scheme reviewing and perform scheme reviewing
carefully, particularly when the indoor distribution system scheme report involves dozens of
buildings. Be sure to perform the reviewing together with the operator to ensure the scheme
quality. The reviewing should focus on the following:
1.
Link budget, coverage radius
2.
Mobility strategy
3.
Active/passive components, component selection
4.
Interference analysis
5.
Difficulties in implementation (for projects with tight schedules)
Step 9 Project wrap-up

Provide a wrap-up on the work done, so as to portray a professional image of Huawei and
reassure the customer of Huaweis equipment and service reliability.
----End
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1.
In the preparation phase, timely report the engineering information to the network-wide
planning head and consider the indoor coverage planning design from the perspective of
the whole network. For example, mark the buildings in which to implement indoor
coverage on mapinfo and send it to the macro BTS planning personnel so that they can
make targeted planning, thus reducing interferences.
2.
Maintain smooth internal communication with other departments, especially the

marketing department, and project managers. Before communicating with the customer,
convene internal communication meetings to ensure consistent actions. Regularly send
weekly reports and daily reports to the related marketing department personnel and
customer service personnel.
3.
Be sure to ask the operator to hold multi-party meetings (involving the related vendors
and the design institute) to unify the planning design concepts and define responsibilities
to ensure clear responsibilities and organized work.
4.
Before kicking off the engineering, keep and sort out the meeting minutes and send them
to all the meeting participants for filing purpose.
5.
Generally, the planning report is not prepared directly or independently. Other vendors
are usually responsible for completing the indoor distribution system design.
6.
In the building survey and indoor distribution system design phase, cooperate with other
parties to ensure the work progress and meet key time points.
7.
In the survey phase, be sure to check the effects of the surveys done by the design
institute personnel. In particular, for a project with a tight schedule, poor survey
monitoring in the early phase will cause the engineering at a later stage to be severely
behind schedule, affecting the optimization and delaying the inspection and delivery.
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8.
Before capacity estimation and source selection, communicate with the marketing
department personnel to ensure consistent actions.
9.
When selecting RF components, if Huawei's components are selected, check particularly

whether the site environment is suitable for installing them. For example, check the
power supply, installation area, transmission resources, and whether it is convenient to
lay fibers and be sure to communicate with the customer service and R&D personnel
timely. This ensures the selected components are suitable for the site environment.
10. The indoor DAS design can vary greatly from different sites, and the procedure of
verifying the DAS design with simulation is very complex. Therefore, it is recommended
to perform link budgeting only, but not simulation verification. Link budgeting is usually
completed by the RF design vendors or the indoor distribution integrator.
11. Based on the site condition, do not offer to perform the indoor CW test unless required
by the operator. If the customer has such requirements, it is recommended to ask the RF
design vendor or the indoor distribution integrator to complete the test (A major indoor
distribution integrator usually has the related instruments for indoor CW tests).
3.11.5 Input
Project proposals, contract contents related to indoor coverage, meeting minutes, and so on.
3.11.6 Output
Indoor coverage planning design report (or review minutes)

None.
3.12 Network Planning Report

3.12.1 Preparations
With an understanding of the customer during the simulation phase and the output of the
simulation planning results, the TL should pay attention to the contents before submitting the
final planning report to the customer to ensure the best possible planning report.
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1.
Customer requirements: Understand how the customer defines the network planning, for
example, whether RNC planning, scramble planning, and paging area planning are
included, and whether transmission planning is required.
2.
Resource coordination. Coordinate the resources needed based on the actual capabilities
and requirements of the project team. For example, if the customer requires transmission
planning, notify the requirements to the marketing department and the project team and
coordinate resources.
3.
Identify the advantages/disadvantages and customer focuses in the planning reports of

Huawei's competitors.
4.
Complete the analysis of the simulation report and different features for use in the
planning report.
5.
Summarize and refine benefits and special features.
6.
Handle each slide page carefully. For example, ensure that each figure is used properly to
support our reports.
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Refer the contacts and responsibility matrix for the planning simulation part.
3.12.3 Procedure
1.
Obtain templates. Before using a template, communicate with the customer to

understand what templates the customer would like to use. Guide the customer properly
to use Huawei's templates or non-Huawei ones.
2.
Summarize the simulation report, special reports, and feature analysis.
3.
Carefully correct the materials and refine the material basis.
4.
Sum up highlights and prepare the report.
5.
Plan report reviewing (Perform internal reviewing first. Determine whether headquarter
reviewing is required opinions and proposals from the marketing department
submission to the customer). Work together with the marketing department to perform
the reviewing and planning.
6.
Give network planning reports. Attach importance to reports, most of which are available
as slides.
7.
Carefully prepare report slides (based on the planning report and special feature reports)
for internal reviewing (with the presales and marketing personnel taking part). Make sure
the slides highlight the advantages.
8.
Personnel must be available to handle the weaknesses in the report and answer the
questions that the customer may raise about the slide.
9.
Arrange personnel to answer unexpected questions (such as problems not from the report
and related principles) that may arise during the reporting. To make our advantages stand
out, prepare a slide that will make the customer want to raise questions.
10. Summarize the questions raised by our competitors during the reporting. If we are not
the first to give the report, pay attention to the issues that interest the customer and the
panel members, and problems that may arise. See if we can get better prepared.
11. In case it is difficult to immediately answer the questions raised by the customer,
coordinate resources in advance (for example, invite presales personnel and related
experts) to handle the questions.
12. During the procedure, the TL should always pay attention to customer requirement
changes and possible actions. After communicating technical problems with the TS,
directly communicate them to the project manager or the marketing department to obtain
their opinions. Other marketing strategy issues should be clarified with the marketing
department, so as to determine the RNP objectives.

Phase of planning report submission:
Focus on whether the report contents meet the customer requirements. Including the contents
that interest the customer in the report will greatly improve the overall planning effects.
Phase of giving the report and answering questions:
Focus on answering the questions raised by the customer and experts. This phase will almost
determine whether the reporting will succeed and whether the customer will accept the
planning results. This is because the customer may only be interested in how you interpret the
report and how you answer their questions, instead of viewing the report. Therefore, during
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this phase, be sure to prepare the planning carefully, practice answering possible questions,
and work out the measures for handling unexpected questions.
3.12.5 Input
1.
Special customer requirements and areas of interests
2.
Early-stage planning results, including simulation results, estimation results, and model
correction results.
3.
Planning topic description
4.
Competitor information and so on.
3.12.6 Output
1.
Network planning report
2.
Network planning slides for communication
3.
Special topic reports
4.
Engineering parameter table, device configuration list, and so on.

None.
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Pre-Launch Network
Optimization (RNO)
4.1 Detailed RNO Work Plan

A detailed and all-round work plan can provide basis for future RNO rollout polices and
effectively guide subsequent work. Therefore, it is recommended to spend sufficient time on
the work plan preparation, thereby laying a good foundation for subsequent work.
This chapter includes the following contents:
1.
Preparations for drawing up a detailed RNO work plan
2.
Key elements that should be included in a detailed RNO work plan
3.
Specific RNO plan example.
4.
Monitoring and adjustment of the planning
4.1.1 Preparations
Before start drawing up the work plan, fully understand the related flows of RNO work,
familiarize yourself with the specific work contents of each step of network optimization, and
adequately estimate the task time and resource consumption during each step. Meanwhile, pay
attention to the cooperation with other departments on the tasks. For the Related Documents,
refer to Project Planning Report. To understand the work flow, visit http://10.75.47.80/RNP
and click Doc Manager to enter the page displaying the service flow for the corresponding
products.
Meanwhile, before preparing the work plan, review the responsibility matrixes of different
actions in the project to clearly understand the responsibilities and deliverables of the
customer, Huawei, and partners. The TL needs to review again the contents covering project
planning and review project goals, project scope, responsibility matrix, project key
milestones, and so on. In addition, the TL should note that the drawing up of a detailed work
plan is based on the work plan generated during the project preparation and planning stage.
Next, the TL should be familiar with cost estimation and clear about the time and resources
required for each task. If the TL has had no experiences with the current network optimization
project, it is recommended that the TL analyze and understand some work plans of the project
that the TL is familiar with (in terms of scale, time, resource consumption, and so on). Read
carefully Methods of Cost estimation for Radio Network Planning and Optimization and
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Samples of Cost estimation Tools for Radio Network Planning and Optimization, which are
available for downloading at cost estimation at http://10.75.47.80/RNP/Delivery.
After completing all the above-mentioned preparations, the TL can start drawing up a detailed
RNO work plan.

After finishing a detailed work plan, the TL should communicate with the project team
members, related departments, and the customer to obtain their feedbacks. The TL should
always remember that, while preparing a detailed work plan, the TL should prepare project
reporting plan, such as regular meeting, weekly report, and daily report systems to ensure
useful information obtained by the TL and team members can be notified to the customer and
to receive customer opinions and suggestions for team members to improve their work.
TL should make sure the human resource plan is finished when the RNO planning is
complete. The TL should start building a project team according to the task requirements and
resource plan and clearly define the person-in-charge for each task. If the project scale is large
and the work is complicated, the person-in-charge for a task can prepare the work plan in
greater detail as needed.
The TL should notify the team members of the related internal and external contacts,
including the main persons-in-charge for the customer, main leaders of the customer,
customer contacts responsible for miscellaneous work, organizational structures of the
Huawei project team and representative offices so that the members better understand the
customer requirements and internal requirements.
The TL should determine the interfaces or point-of-contacts to the external parties (including
the customer and subcontractors etc.) and the mechanism or feedback system for seeking help
internally (including the RNO team itself, regional office and headquarters etc.).
4.1.3 Procedure
Step 1 Drawing up a detailed work plan
To draw up a detailed work plan, perform the following steps:
1.
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Scope of work:
Define the project scope or Scope of Work (SoW). Refer to the
project planning report, obtain the project goals and fully communicate with the related
parities (including the customer) to ensure both parties reach agreement on the project
goals, project deliverables, project work scope, project start time, and expected project
finish date.
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2.
Task definition and prioritization: Define, prioritize, and estimate the durations of
different tasks in RNO. For task definition and prioritization, refer to the RNO service
flow; for duration estimation, refer to the project plans of other optimization projects.
3.
RNO project schedule: Work out the network optimization schedule based on the
overall project plan (mainly the schedule and key milestones) of the project team,
network optimization activity definition, prioritization, and durations.
4.
Project resource planning: Properly arrange resources according to the project scale,
schedule, and task-specific requirements. Ensure that each task is assigned to the person
able to finish it.
5.
Detailed RNO work plan review: Properly integrate the above-mentioned outputs to
generate a detailed network optimization work plan. Send the plan to the project
manager, local radio product manager, with copies to the regional network optimization
planning mangers, project monitoring contact persons, for confirmation. If contact
relationships have been established with the customer's network planning and
optimization responsibility owners, you can send the report to the network planning and
optimization manager of the customer.
Step 2 An example detailed RNO work plan

The following is an example detailed RNO work plan for your reference.
The attached plan provides the project schedule plan and resource plan and clearly defines the
main person-in-charge for each task.
07 Vodafone Spain
Deployment Plan for First Phase(16 sites).xls
For the tools and resources needed in the tasks of the work plan, refer to Fast Optimization
Solution by Huang Simin. The following attachment provides an analysis table:
Fast Optimization
Process Tool Resource Breakdown.xls
----End
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1.
When preparing the work plan, focus on usability or feasibility of the plan. A plan with
poor usability or feasibility is worse than having no plan.
2.
Therefore, before preparing the project plan, the TL should be familiar with each step in
the RNO work process, the duration (man-days), and the required skill level of the
engineers for each step.
3.
The project plan must be made based on the planning report and keep consistent with the
overall plan of the project team.
4.
In the project implementation phase, the TL must always monitor the project according
to the project plan and modify the plan as needed.
5.
Time often determines whether a RNO project can be delivered as planned. Therefore,
when making the plan, the TL should follow the key milestone time points in the project
planning report and fully consider the time required when applying for resources.
Resources consideration should focus on the smooth completion of the project tasks. TL
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should also control costs. Properly divide and arrange the concurrent tasks and the tasks
that can receive support. At the same time, the TL should schedule or stagger the project
resources efficiently based on the understanding of the lead times involved for each tasks
in the project.
4.1.5 Input
1.
Project planning report
2.
Network optimization flow
3.
Project team proposal
4.1.6 Output
Detailed RNO work plan

None.
4.2 RNO Project Kick-of Meeting

The project kick-off meetings can be internal or external. The project kick-off meeting marks
the official startup of the project. From the perspective of a kick-off meeting with the
customer, it signals that the customer has accepted Huawei's project plan and the related
preparations for project startup. From the perspective of an internal meeting, it means all the
preparations of the project are complete and the project implementation phase has begun.
4.2.1 Preparations
Determine the time, location, and participants of the kick-off meeting.
Prepare the meeting topics, listing the contents to be discussed and Huawei's opinions and
suggestions.
The main contents of an internal kick-off meeting within the project team are as follows:
1.
Review the project plans for the RNO team and other functional teams (RAN team,
logistics team etc).
2.
Review the human resource plan and update on the status for the RNO team and other
functional teams.
3.
Review the list of risks/issues for the respective teams and submit them to the project
manager for monitoring.
4.
Confirm on the Scope of Work and the milestone dates, finalizing on the team objectives,
deliverables and other customers requirements.
5.
Progress of the preparations.
6.
Problem negotiation and handling process
7.
Responsibility matrix within the project team.
For a kick-off meeting with the customer, under normal circumstances, the RNO TL can
request from the project manager to attend the meeting. The meeting focuses on the
responsibility interface negotiation related to pre-launch network optimization and the
negotiation of the overall project progress schedule. The main contents are as follows:
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1.
Work together with the main persons-in-charge for the customer's network optimization
team to review the network optimization work plan.
2.
Understand the customers team structure.
3.
Confirm once again the responsibility matrix for both parties with the customer's
network optimization responsibility owners.
4.
Work out a system of routine project reporting and communication.
5.
Determine the point-of-contacts (PoC) interfacing between the customer and the network
planning team.
Generally, when holding a project kick-off meeting with the customer, the TL only need to
pay attention to the above-mentioned five aspects. For the cooperation and assistance system
during specific work, the TL can communicate with the customers RNO PoC independently.
The contents include:
1.
Cooperation in the access to the equipment room during the network optimization.
2.
Arrangement and guarantee of the vehicles for the network optimization
3.
Provisioning of test cards
4.
Arrangement of accompanied personnel during the optimization and the guarantee of

engineering personnel for the adjustment of the antenna feeder system.
5.
Change Request (CR) approving process for parameter and antenna adjustments.
6.
Process to eliminate/minimize any hardware-related faults before the start of

optimization
7.
Need to discuss how to assure the efficiency and timeliness of the process to implement
the proposed system optimization changes.
After the project kick-off meeting is over, the TL should review once again his/her project
plan and human resource information to ensure they meet project progress requirements and
work out the measures against possible risks.

(To be added)
4.2.3 Procedure
1.
Hold the meeting.
2.
Keep meeting minutes. It is recommended that Huawei keep the meeting minutes,
detailing important conclusions, pending issues, and who the responsible person is.
3.
Locate and track problems.

For a project kick-off meeting, the TL should note the following key aspects:
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1.
The project's key persons, especially those who can decide on behalf of the customer,
must be present.
2.
Make sure key meeting topics are discussed and conclusions made. For an RNO project,
the definitions of responsibility matrix and customer's network optimization PoC, and
the mechanism/interfaces for reporting are the key contents.
3.
Confirm on each persons responsibilities on both the customer and Huawei sides.
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4.
Make clear the responsible person of the pending issues and the expected completion
date.
5.
Sort out and send the meeting minutes to all the meeting participants. The meeting
minutes should focus on the meeting conclusions and the handling of pending issues.
6.
Perform the internal reviewing of the meeting minutes and send them to the related
parties timely (within one working day).
4.2.5 Input
Detailed RNO work plan
Project Planning Report
4.2.6 Output
Minutes of project kick-off meeting (including responsibility interface, work breakdown,
important conclusions, and pending issues)
Pending issue tracking table

None.
4.3 Information Collection and Preparation

As a key step after the project starts, information collection and preparation actually has
begun since the project planning phase until the project is complete. During different project
phases, information collection focuses vary. The contents of information collection and
preparation can be provided by the customer, Huawei, or through negotiation between both.
4.3.1 Preparations
None.

Huawei, customer, partners, and so on.
4.3.3 Procedure
During different project phases, information collection focuses vary. The following
categorizes the different project phase information that should be collected (excluding the
contents output during the project operation):
1.
2.
Project preparation and planning stage
Parts of the contract related to network optimization, mainly the KPI acceptance
criteria, network optimization service scope, and project scope.
Presales bidding summary
Technical proposal for network optimization
Detailed RNO work planning stage:
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Area information related to the network optimization project
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Network planning report and site distribution
RNO project kick-off stage:
Mapinfo map
Spectrum clearance test report
Site Survey Reports
VIP, VIC area distribution information
Acceptance test routes
RAN release notes and related documents, manual or guides.
RNC parameter baseline documents
Naming conventions for cell IDs, cells, and sites.
Customer's planning of LAC/RAC/SAC and the IDs of MNC, MCC
In addition to the general information collection, some special information needs to be

collected in swap projects. For details, refer to W-Base Station Relocation Guide.
4.
5.
Operation stage:
Customer's evaluation of the project progress
Customer's evaluation and improvement opinions on the network optimization

services
Project wrap-up stage:

None.

Make sure the information collection is complete and accurate.
4.3.5 Input
None.
4.3.6 Output
Checklist of radio network optimization information collection
Above-mentioned documents and reports

None.
4.4 Single Site Verification

4.4.1 Preparations
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1.
Human resource preparation: two onsite test engineers and one equipment room RAN
product engineer for each group
2.
Equipment preparation: one test vehicle, one laptop, two test handsets, one scanner, site
location map, and site survey report for each group.
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3.
Detailing the SSV work plan: Obtain the detailed RNO work plan and refine the singlesite verification plan. Perform cluster division for the verifiable BTS and preliminarily
define the tasks of each group.
4.
Network availability check: Verify that the network elements of the site to be checked
work normally, the cell data configuration is consistent with that planned, the cell state is
normal without alarms, and PS service platform works normally (at least FTP download
is available).

Personnel involved in single-site verification: project manager, network planning TLs,
customer service engineers, Huawei network optimization engineers, partner's engineers,
customer's maintenance engineers (note that they are office's maintenance engineers, known
as BTS watchers, but not customer network optimization engineers).
Project manager: Responsible for monitoring the overall project progress, goals, and
coordination of resources, including human resources and materials.
Network planning TL: Responsible for monitoring the progress and quality of single-site
verification, division and coordination of the work interface between Huawei engineers,
partner's engineers, and customer's maintenance engineers, and controlling project key points.
Customer service engineer: Responsible for the commissioning and stable operations of BTS,
RNC, and MSC and the related background tracking during the test.
Huawei network optimization engineer: Responsible for performing specific tests, including
making preparations before the tests, performing tests, and writing reports after the tests are
complete. They are also responsible for training partner's engineers, assigning tasks to them
and supervising their work during the whole process.
Partner engineer: Responsible for independently completing or assisting Huawei engineers in
completing specific single-site verification tests.
Customer's maintenance engineer: Responsible for keeping BTS keys and assisting the
property management to provide support for smooth tests.
The following table shows the contacts and responsibility matrix.
Figure 1.1 Contacts and responsibility matrix for single-site verification
Departme Project
Network
nt
Manager Planning
TL
Customer Huawei
Service
Network
Engineer Optimizatio
n Engineer
Partners Customer's
Engineer Maintenanc
s
e Engineers
Coordinator
Kick-off
meeting for
single-site
verification
Implementatio S
n of single-site
verification
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Departme Project
Network
nt
Manager Planning
TL
Sample check
for quality
control
Engineering
problem
solving
Customer Huawei
Service
Network
Engineer Optimizatio
n Engineer
Confidentiality
Partners Customer's
Engineer Maintenanc
s
e Engineers
4.4.3 Procedure
To carry out single-site verification, a network planning TL generally performs the following
steps:
Step 1 The network planning TL convenes the single-site verification kick-off meetings to make
clear the single-site verification schedule plan, work breakdown interface, and contact
persons. In addition, properly group the personnel according to their technical skills and work
states, work out the sample check system, unify the output report template, and normalize the
document naming conventions.
Step 2 Test sample sites. The network planning TL must require all the single-site verification
implementation personnel to be present. Further define work breakdown and test details, and
track changes to the needed test contents, key points, and test reports to provide samples for
subsequent work.
Step 3 Start the single-site verification in groups.
Step 4 If the single-site verification is done by the partners, be sure to perform all-round checks of
the single-site verification results routinely and in fixed quantity to detect and solve problems
in time. The sample check ratio should not be less than 5%. Centrally solve typical problems,
control the overall progress, and issue early warnings when necessary.
Step 5 Verify and output the documents related to single-site verification.

The key points for single-site verification are as follows:
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If all the single-site verification work is outsourced to partner's personnel, provide the
tools they need for single-site verification. Meanwhile, focus on the quality of the singlesite verification done by the partners. It is very necessary to establish a long-term,
quantity-fixed sample check system.
During the early stage of the single-site verification, provide specific trainings based on
the personnel work states. Keep the output documents and form specifications. Output all
the documents in a uniform format.
Review the single-site verification records and documents provided by the partners to
ensure all the verification items are performed.
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If access to the BTS or antenna roof is needed during the single-site verification, assist
the customer in establishing effective contacts. Provide cooperation in such areas as BTS
equipment room access, BTS access records, and assistance for property management.
If the single-site verification cannot be finished as planned due to slow project

engineering, issue alarms as early as possible and give the reasons.
In case of any inconsistencies between the engineering implementation and the plan,
submit correction reports timely. Establish problem tracking tables to urge the project
manager and the customer service personnel to solve the problems in time.
Attach importance to safety. Throughout the single-site verification, especially in case of

access to the antenna roof, remind the personnel to always take care.
The documents to be archived must be named according to the archive document naming
conventions.
After RF optimization begins, newly added sites must be shut down after the single-site
verification is complete. The RF optimization team decides when to turn on the sites.
Timely report the quality problems caused by the partner's personnel through emails and
send copies to related personnel, and take necessary punitive measures.
Record any inconsistencies between engineering and the plan and report them to the
project manager, who starts the change flow based on the responsibility owners.
Implement the close-loop management mechanism by recording, summarizing, tracking,

solving problems, and feeding back results. Timely detect and handle problems in singlesite verification through early warning.
4.4.5 Input
Planned Engineering Parameter Table, generated BTS location map
4.4.6 Output
Confirmed and Updated Engineering Parameter Table
WCDMA_XXXX Project X Phase_XX Single-Site Verification Table_YYYYMMDD
WCDMA_XXXX Project X Phase_Single-Site Verification Problem Tracking Table

_YYYYMMDD

None.
4.5 Cluster RF Optimization (1)

RF optimization is the fundamental stage of radio network optimization (RNO). RF
optimization refers to the optimization of RF signal and the basic handover functions. It lays a
foundation for network optimization and guarantees the effect of subsequent service
parameter optimization. The major concerns for RF optimization include radio network signal
coverage and adjacent cell optimization. Solve the problems about poor coverage, pilot
pollution, soft handover ratio (DT), and overlooked adjacent cell configuration by adjusting
engineering parameters and adjacent cells, and assess RF optimization effect in terms of
improvement in the network signal coverage and the problem about call drops caused by
adjacent cells. At the engineering optimization stage, DT data is the main basis for RF
optimization, while data collected through other test methods is the auxiliary basis.
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In view of the complexity of radio signal propagation and the randomness in DT data
sampling, RF optimization is a process which involves repeated adjustment and convergence.
In a practical optimization project, most problems about signal coverage and overlooked
adjacent cell configuration can be solved and the work about large-scale engineering
parameter adjustment and adjacent cell configuration is basically completed after two RF
optimization processes. RF optimization and adjustment may be involved in subsequent
optimization, but the workload is comparatively small and what you need to do is just to find
out the overlooked coverage and adjacent cells and fill them in.
In consideration of technical characteristics (such as mutual influence between coverage and
capacity, and the frequency reuse factor = 1) of the UMTS system, RF optimization is
simultaneously performed on one group or cluster of NodeBs, instead of a single site.
Through cluster division, tests and optimization can be concurrently performed on different
clusters, which improves the working efficiency and realizes the quick WCDMA network
construction and optimization strategies.
4.5.1 Preparations
Before RF optimization, you should make good preparations in five aspects.
Step 1 Determining the optimization targets and areas
In the practical operation of a project, the KPI requirements, KPI definitions, and the level of
concern about KPIs vary greatly with network operators. Therefore, the RF optimization
targets should satisfy the KPIs about coverage and handover, which are defined in accordance
with the contract (commercial network) or determined through negotiation (trial network) in
advance. For a trial network, discuss with the customer to determine the optimization targets
in accordance with the results of the final RNP report (or the Huawei KPI baseline) and the
actual network condition.
For both commercial and trial networks, determine all KPIs of the radio network, including
DT-based KPI and performance statistics KPI. Therefore, select RF indexes from all these
indexes (such as CPICH Ec/Io, CPICH RSCP and soft handover ratio, and pilot pollution
ratio) as the RF optimization targets.
In principle, the optimization area is the coverage area of the new sites. For projects involving
sporadic coverage expansion and partial network swap, the optimization area may include
spillage areas or areas influenced by the new sites. In this case, the specific optimization area
needs to be confirmed with the customer in advance.
Notify the project team members of the optimization targets and area so that they can all know
the work target of the project team.
Step 2 Dividing clusters
When dividing Clusters, we need to consider the three factors, namely the terrain,
administrative region, and DT workload. Based on past experience, the following can be
concluded:
About twenty location-continuous NodeBs in one administrative region can be divided into
one Cluster if a DT can be performed in a day. Usually, RF optimization begins when 80% of
sites in a Cluster have been constructed. Note: NodeBs that are not put into operation should
be distributed at the boundary of the Cluster to minimize their effect on the optimization.
Therefore, it is recommended that the project manager on the RAN side should prioritize the
installation and commissioning of the NodeBs at the centre of each cluster at the engineering
installation stage.
Step 3 Determining the test route and test method
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Before a DT, confirm the KPI acceptance test route with the customer. An RF optimization
test route includes the KPI DT acceptance route, major streets, important places, and
VIP/VIC.
Fully communicate the test route with the local driver and mark it on the paper map or
electronic map. Before determining the test route, arrange a person to drive along the route to
confirm it, record the sequence of test segments and information about one-way streets, and
mark the direction of the route on the map.
Test method: Adopt the scanner + continuous voice call test method. Meanwhile, track a
single user and collect the RNC uplink monitoring data.
Step 4 Preparing tools and documents
The tools and documents needing to be prepared for RF optimization include software,
hardware, and various documents.
Software includes Genex Probe, Genex Assistant, Genex Nastar, and Mapinfo.
Hardware includes scanner, test terminal and data line, notebook PC, and vehicle-mounted
inverter.
The documents include summary of engineering parameters, map, network configuration
parameters, survey report, single-site verification checklist, detailed RNO work plan, and
floor plan if indoor tests are necessary.
First ask the network planning department in the regional sub-division to prepare the required
instruments and equipment according to the project plan. If the regional sub-division cannot
meet the requirements, the project supervision coordinator of the UMTS network planning
department coordinates to prepare them. Coordinate the project manager or the customer to
prepare the vehicle according to the contract. When preparing instruments, observe the
following four aspects:
1.
Confirm the version of the software and test terminals used in the project.
2.
Include a number of spares when applying for damageable equipment such as the DTI
scanner receiver antenna, GPS antenna, and data cable for test handsets.
3.
Include a number of spares when applying for test terminals.
4.
Coordinate the project team to think about other ordinary types and models of
commercial terminals that may be used during optimization.
Step 5 Learning the detailed RNO work plan

Before RF optimization, the project team members together read carefully the work plan of
the whole optimization project, refresh and modify it in time according to the current
situation. During this stage, the network planning project TL mainly accomplishes the
following three tasks:
1.
Define the specific work, completion time, and output for each person participating in
the optimization project.
2.
Specify the document output workflow.
3.
Define the regulations on the progress report and discussion by project team members.
----End
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The following describes the roles and their responsibilities involved in an RNO on-site project
team:
Network planning project TL: Responsible for staff and work arrangement and coordination
of the whole project, and ensuring the successful implementation of the project to achieve the
optimization targets.
Network planning project TS: Responsible for providing technical guidance and assurance for
the whole network optimization project team, dealing with major technical issues and
difficulties of the network, and technically ensuring the delivery of the network optimization
project
Cluster optimization PIC: Responsible for staff and work arrangement and coordination of the
network optimization team, reviewing the optimization solution or CR and supervising the
implementation, and ensuring that the optimization of the Cluster can be carried out
successfully.
System engineer: Analyzing DT data, network-side data, and OMC data, finding the causes
for network problems, and making an optimization solution.
DT engineer: Responsible for collecting and analyzing DT data.
Equipment room operation engineer: Collecting OMC data (including performance data,
signaling tracing, and network parameters), and performing OMC operations such as
parameter modification on the RNA side.
According to the project size and the on-site manning, the network planning project TL can be
concurrently the TS, or a technical support team (TST) can be established, with the TS being
the leader.
At the Cluster optimization stage, the on-site network planning project team can be divided
into several optimization teams. Two persons are assigned from each optimization team to be
responsible for the optimization of several Clusters. They perform tests by turns, analyze their
own test data, discuss and output an optimization adjustment solution. One plays the role of
the system engineer and the other plays the role of the DT engineer. In addition, one of them
also needs to concurrently play the role of the Cluster optimization owner.
The equipment room operation engineer usually coordinates the project manager to determine
the RNC commissioning personnel to implement the equipment room operations. The
network planning project TL can intentionally assign network planning engineers to the
equipment room for a short term in turn to help in accomplishing related operations so that
they can master the operation skills and deepen the understanding of the equipment.
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Figure 1.1 Network optimization teams responsibility matrix for Cluster RF optimization (1)
Task
Network
Planning
Project
TL
Network
Planning
Project
TS
Cluster
System DT
Equipme RNO
Optimizati Engineer Engin nt Room Coordi
on PIC
eer
Operatio nator
n
of the
Engineer Custo
mer
Collect and
analyze the
Cluster DT data
Collect the
OMC data and
perform OMC
operations on
the RAN side
Make a Cluster
optimization
solution
Implement the
Cluster
optimization
solution or CR
Arrange work
for Cluster
optimization
Provide
I
technical
guidance and
assurance for the
whole project
team
Arrange work
for the whole
optimization
project
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Figure 1.2 Project teams responsibility matrix for Cluster RF optimization (1)
Task
Project
AM
Project
Manager
Sub-Project
Manager on
the Service
Software
Side
Sub-Project
Manager on
the CN Side
Sub-Project
Manager on
the RAN
Side
Adjust network
optimization
parameters
Guarantee the basic

services
Check network-side
data
Guarantee the PS
Supervise the RAN,

CN, and service
software sides to
cooperate for network
optimization
Customer retention
R
R
The responsibility division in the above two tables is based on the assumption that Huawei supplies the
whole set of equipment and is responsible for adjusting network optimization parameters.
4.5.3 Procedure
1.
Prepare for Cluster tests

For details, refer to section 4.5.1Preparations.
2.
Collect Cluster data

Before the commencement of any cluster drive test activities, the TL needs to standardize
the drive test methodology and procedures and the guidelines for doing post-analysis.
The network planning project TL arranges DT engineers to perform DTs according to the
test plan, and meanwhile asks the equipment room operation engineer to trace individual
users and start RNC real-time performance monitoring.
If the low end of the project is subcontracted, data collection can be completely done by
the cooperation partner. The network planning project TL arranges a person to focus on
the check of test standardization and effectiveness. If the whole project is subcontracted,
the network planning project TL or the person only needs to randomly check the test
standardization and effectiveness.
3.
Analyze Cluster coverage, interference, and adjacent cells and determine an optimization
adjustment solution
The system engineer analyzes the DT data and RNC-side data, determines an
optimization adjustment solution, outputs Antenna Optimization Adjustment Solution and
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Adjacency Modification Solution, and submits them to the Cluster optimization PIC for
review.
4.
Review and implement the Cluster optimization adjustment solution

After summarizing the Cluster optimization adjustment solution, the Cluster optimization
PIC organizes related personnel to review the optimization adjustment solution in the
following way:
At the early stage of the project, there is an adaptive spell between project tasks and
project team members, and between the company and the customer. Therefore, it is
recommended to try to organize the team members, the project TS, and the RNO
coordinator of the customer to review and confirm the optimization solution at a
meeting.
After the project is put into operation, the review process can be simplified by just
emailing the optimization solution to the project TS and the RNO coordinator of the
customer for confirmation.
The solution implementation involves RNC parameter adjustment implementation and
engineering parameter adjustment implementation. At the startup stage of the
optimization project, the network planning project TL should coordinate the customer or
the project PM to determine the optimization solution implementation process according
to the responsibility matrix of the project. This document mainly introduces the
optimization solution implementation process where Huawei is responsible for adjusting
the network optimization parameters. The network planning project TL coordinates the
project manager and RAN-side sub-project manager to determine the RNC parameter
adjustment coordinator and the engineering parameter adjustment coordinator (these two
coordinators can be one person or the RAN-side sub-project manager). The Cluster
optimization PIC submits the reviewed optimization adjustment solution to the
implementation coordinator. After the solution implementation is completed, the
implementation coordinator feeds the implementation result back to the Cluster
optimization owner, RAN-side sub-project manager, network planning project TL, and
the RNO coordinator of the customer.
The following lists the engineering parameter adjustment implementation of a project for
your reference:
Before 5:00 PM every day, all optimization teams report the NodeBs involved in the
engineering parameter adjustment implementation solution to Engineer A (the solution
implementation coordinator on the RAN side).
Engineer A notifies the rigger team of the NodeBs involved in the parameter adjustment
before 6:00 PM so that the rigger team could make arrangements for the next days work.
The PICs of all optimization teams email the adjustment solution to Engineer A no later
than 10:30 PM and Engineer A prints it out and submits to the construction brigade.
The adjustment lasts two days: An application for adjustment is submitted on the first
day and the adjustment is accomplished on the second day. After adjustment, Engineer A
asks the rigger team to return it back for filing after signing on the adjustment solution
(explains the return regulations and urges the construction brigade to return it in time).
If the rigger team fails to accomplish adjustment as scheduled for some reasons,
Engineer A notifies the PICs of optimization teams of the reasons and expected
completion time first by telephone and then by email, and carbon copies them to B
(project manager), C (RAN-side sub-project manager), and D (network planning project
TL).
Attention: The PICs of all optimization teams can make proper calls to Engineer A on the
day of adjustment to query the completion of the adjustment so that they can perform
tests partially on the day to quicken the project progress.
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The network planning TS (or TST member) summarizes the output solutions into the
Optimization Solution Summary (template) and issues to the optimization project team
daily or regularly, depending on the adjustment intensity.
5.
Verify the Cluster optimization effect

After learning that the optimization solution implementation is completed, the Cluster
optimization owner organizes optimization team members to test and analyze the
improvements in areas with problems, verifies the optimization effect, and provides
guidance for further optimization.

In the first Cluster RF optimization, the TL should mainly consider the following aspects:
1.
Determine the key issues that affect the project plan in advance
Engineering optimization (or Pre-launch Optimization) is performed before the
commercial launch of the network. At this time, the network is basically idle. Whether
the network needs to be loaded or not is an issue at the time of test. From the available
experience, the load requirements in the first Cluster RF optimization should be
consistent with those at the acceptance stage.
The uplink or downlink interference troubleshooting process is usually time-consuming
and sometimes extends till the end of the cluster optimization. Therefore, persons should
be arranged to deal with the UL or DL interference at the RF optimization stage
according to the project acceptance requirements and the condition of the entire project
plan.
RF optimization is a repeated process. It is impossible that there is no network problem.
Therefore, RF optimization can be considered completed only when the RF indexes of
the network reaches the acceptance criteria or conditional acceptance criteria (for
example, a site needs to be added in some area). Otherwise, the second RF optimization
is completed, RF indexes need to be concerned and RF optimization is still required in
subsequent optimization processes.
2.
Accumulate experience in engineering parameter optimization and guarantee the

implementation schedule of the optimization solution
Besides experience, simulation software (U-net) and some in-house custom tools (for
example, antenna angle adjustment tool Antenna Angle) can be used to predict the signal
coverage change after the antenna tilt and antenna angle are adjusted. In consideration of
the project implementation schedule and the actual optimization effect, the adjustment
angle of the antenna tilt should be 2 degrees or integer degrees above 2, while the
adjustment angle of the antenna angle should be 5*N (N is an integer greater than 0).
If the antenna cannot be adjusted for the reason of the installation condition and the
building owner, consider project reconstruction and substitute measures (for example,
adjust other surrounding NodeBs and RNC parameters). Meanwhile, record the
information in detail and notify related personnel of the project team, or the customer if
necessary, of the information.
The antenna adjustment of the same NodeB should be performed in a day to improve the
adjustment efficiency and avoid multiple accesses to the same NodeB. Of course,
repeated adjustments are exceptions.
Neighbor adjustment usually accompanies engineering parameter adjustment. Therefore,
neighboring cells need to optimized and adjusted accordingly while the antenna is
adjusted.
If many project quality problems frequently occur at the time of engineering parameter
adjustment, the network planning project TL should coordinate the PM and the sub-
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project manager on the RAN side to submit an engineering quality problem report, and
promote the RAN side to reconstruct the engineering quality in time.
3.
Focus on the optimization method and improve the optimization efficiency

When cluster optimization drive tests are performed, it is possible that there are some ongoing maintenance/testing activities on the RAN or CN side or even site power outages
and transmission link failures. Therefore, the network planning project TL should
arrange personnel to check that the alarm, cell status, and basic functions of the network
are normal before tests.
DT is an important method for network optimization engineers to find and locate radio
network problems. The ultimate purpose of tests is also to analyze and solve problems.
Therefore, the network planning project TL should ensure that the drive test data files are
analyzed in a timely manner and avoid drive tests which are not followed by proper data
analysis.
At the network planning stage, the network planning engineer predicts problems existing
in the network through survey and simulation analysis, puts them in the planning report,
and focuses on the areas with problems.
If many on-site persons are involved in a project, it is inevitable that they have different
levels of capabilities. The network planning project TL needs to arrange the TS to have a
technical discussion at least once a week to improve the working techniques of on-site
personnel.
4.
Consider risks in the optimization process, start Cluster RF optimization, and

successively activate the remaining NodeBs
After 80% of sites in a Cluster have been constructed, the sites are successively
activated. The network planning project TL needs to define the activation process for
new sites together with the sub-project manager on the RAN side. Usually, the on-site
process is as follows: After a NodeB is commissioned, first block it at the RNC
background, and then ask network planning personnel to perform verification for the
NodeB. After the network planning personnel verifies that the NodeB works normally,
ask the RAN side to formally cut the NodeB over into the existing network.
It usually takes a long time to complete drive tests. The equipment is subject to heavy
vibrations on the vehicle and the expensive test equipment is prone to be damaged,
which will affect the optimization work. Therefore, the network planning project TL
should remind the testers of taking good care of the equipment during DT, avoiding any
equipment falloff, and paying special attention to the interfaces of the GPS antenna and
the DTIJ receiver antenna when removing equipment. In addition, a margin should be
reserved for the equipment. For details, refer to section 4.5.1Preparations.
4.5.5 Input
Summary of Engineering Parameters (template)
Antenna Optimization Adjustment Solution (template)
Adjacency Modification Solution (template)
Optimization Solution Summary (template)
RNP Report for WCDMA_XXXX Project Phase X_MMDDYYYY
RNO Information Collection Checklist for WCDMA_XXXX Project Phase X MMDDYYYY
RNO Project Planning and Risk Assessment Report for WCDMA_XXXX Project Phase
X_MMDDYYYY (acceptance part)
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4.5.6 Output
Summary of Radio Network Parameter Adjustment for WCDMA_XXXX Project Phase
X_MMDDYYYY
4.5.7 Related Information

4.5.00 Antenna Angle Calculation Tool.rar
4.6 Cluster RF Optimization (2)

4.6.1 Preparations

For details, refer to section 4.5.2Responsibility Matrix.
4.6.3 Procedure
For details, refer to section 4.5.3Procedure.

In the second Cluster RF optimization, the TL should mainly consider the following aspects:
1.
Load simulation
The load requirements in the first Cluster RF optimization should be consistent with
those at the acceptance stage. The loading method for testing the second Cluster RF
optimization should be combined with the first Cluster RF optimization. The following
gives some suggestions:
If loading is required at the acceptance stage, the loading method for the first Cluster RF
optimization should be consistent with the one at the acceptance stage. However, for the
second Cluster RF optimization, the network must be under the unloaded condition.
When the network is loaded, the poor network coverage problems can be detected and
resolved through RF optimization, but it is difficult to identify pilot pollution and UL/DL
interference problems under the loaded condition. Consequently, after the network is
commercially launched and actual traffic load is built up, it is very possible that the pilot
pollution/interference problems cannot be identified and resolved at an early stage
through the post-launch operations and troubleshooting.
If simulated load is not required for the acceptance, both the first and second rounds of
cluster optimization can be performed under the unloaded condition. Poor coverage
issues arising from increased network traffic load can still be resolved in time during
post-launch operations. This is acceptable to the customer.
2.
RF adjustment
Regardless of whether the loading conditions are changed, the second round of
optimization should be a continuity of the first round, considering all the RF adjustments
implemented in the first round. On the other hand, the TL should also encourage
adjustment suggestions that can bring about significant improvement. Repeated
adjustments should be discouraged.
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3.
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Optimization measures
If network problems cannot be solved through multiple engineering parameter
adjustments, sites need to be added to solve the poor coverage problem.
The RF adjustments made in the first round of optimization should be taken into
considerations during the second round of optimization, so as to avoid creating new
problems after solving one.
4.6.5 Input
X_MMDDYYYY after the first Cluster RF optimization
4.6.6 Output
X_MMDDYYYY

None.
4.7 Cluster Service Optimization

The major purpose of Cluster service optimization is to solve problems about service quality
in the network and make related network indexes meet the acceptance criteria. Solve
problems related services at this stage. Focus on the call completion rate and call drop rate,
and meanwhile, locate and solve outstanding problems about equipment and signal coverage.
4.7.1 Preparations
1.
Determine the service optimization targets

At the preparation stage of the Cluster service optimization, select the service indexes
from all indexes as the Cluster service optimization targets, and meanwhile define the
types of service to be optimized and the acceptance criteria. The indexes involved in the
Cluster service optimization include the call completion rate, call drop rate, soft
handover rate, call delay, and throughput of the CS/PS.
2.
Determine the test method

DT performed at the Cluster service optimization stage should be more detailed and
comprehensive. In the case of multiple services, first optimize the dominating services in
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continuous coverage, and then test other services according to the acceptance
requirements. First adopt the scanner + long call of a service (continuous downloading
for the PS) test method to solve the problem about call drop. Then adopt the scanner +
short calls (continuous PDP activation for the PS) test method to solve the problem
about access.
3.
Prepare user subscription data, test the SIM card correctly and commission the test
services
The RF optimization has relatively low requirements and only needs to ensure the AMR
voice services. At the Cluster service optimization stage, the diversity of services
requires that the tester needs to determine in advance whether all these services are
normal. The network planning project TL confirms in advance with the CN-side
personnel the subscription information (for example, supported services and the
registered rate of the PS) of the test SIM card, arranges personnel to pre-test the services
according to the test method, and coordinates the core network personnel or the service
platform personnel to solve encountered problems in time.
4.
Check the RNC parameter settings

Before Cluster service optimization, the network planning project TL should arrange
personnel to export the MML script file of the RNC and supervise each optimization
team to check the common radio parameters (including common channel power
distribution rate, dedicated channel power distribution rate, cell reselection parameter,
random access related parameters, soft handover parameters, inter-system handover
parameters, RRM algorithm switch of the RNC, and timers and counters related to call
drops) of the Cluster with reference to the planned parameter table.

4.7.3 Procedure
1.
Preparing for Cluster tests

For details, refer to section 4.7.1Preparations
2.
Collect Cluster data

The Cluster optimization owner arranges DT engineers to perform DTs according to the
test plan, and meanwhile asks the equipment room operation engineer to trace individual
users and start RNC real-time performance monitoring. According to the requirement of
problem location, the IOS Trace function can also be started to collect CHR log data.
3.
Analyze Cluster data and determine an optimization adjustment solution

At the Cluster service optimization stage, all existing problems need to be analyzed. The
system engineer analyzes the DT data and RNC-side data, determines an optimization
adjustment solution, outputs Antenna Optimization Adjustment Solution, Adjacency
Modification Solution, and Cell Parameter Modification Solution Template, and submits
them to the Cluster optimization owner for review.
4.
Review and implement the Cluster optimization adjustment solution

After summarizing the Cluster optimization adjustment solution, the Cluster optimization
owner organizes related personnel to review and determine the optimization adjustment
solution, emails the reviewed optimization adjustment solution to the project TS and the
RNO coordinator of the customer for confirmation. The parameter coordinator appointed
by the sub-project manager on the RAN side is notified of the confirmed optimization
adjustment solution and the solution is implemented according to the established process.
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The Cluster optimization owner keeps an eye on the implementation schedule and
coordinates the network planning project TL to solve encountered problems in time.
5.
Verify the Cluster service optimization effect

After learning that the optimization solution implementation is completed, the Cluster
optimization owner organizes optimization team members to test and analyze the
improvements in areas with problems to verify the Cluster service optimization effect.
6.
Cluster optimization report

After the Cluster service optimization, the Cluster optimization owner organizes the team
members to summarize the Cluster RF optimization and the Cluster service optimization,
and outputs a process document RNO Report in XXX Area. This process document helps
the network planning project TL, the coordinator of the customer, and the PM to learn
the network optimization result and effect, and provides basic materials for the final
RNO Report. This document also facilitates the handover of work results if there is any
staff change.

The following aspects should be considered with emphasis:
1.
When modifying the radio configuration parameters, consider improving the on-site
network optimization efficiency but avoid any major accident. At the Cluster service
optimizations stage, the network has not been put into operation yet. However, network
down and alarm generation in a wide range will also affect the customer recognition of
Huaweis equipment. Therefore, major parameters whose modification may cause a
danger should be modified in accordance with the network planning parameter
modification workflow.
2.
When reviewing the Cluster service optimization adjustment solution, pay attention to
the engineering parameters adjusted during RF optimization, and avoid repeated
adjustments. When the adjustment measures conflict with the Cluster RF optimization
adjustment solution, adjust the cell parameters.
3.
The service performance also depends on the parameter settings of the CN side and the
service platform, as well as interoperability between these parameters. The network
planning project TL should remind engineers of considering the modification to these
parameters during optimization, and coordinate the personnel on the CN and service
software sides to discuss the optimization solution and implement the parameter
adjustment.
4.
The performance and defects of the testing handset have a significant effect on the
optimization test results. The network planning project TL should determine the type and
version of the testing handset before the Cluster service optimization. When there is any
doubt that the testing handset has a problem during optimization, the network planning
project TL should coordinate relevant personnel to analyze and solve the problem.
4.7.5 Input
Cell Parameter Modification Solution (template)
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X_MMDDYYYY after the second Cluster RF optimization
4.7.6 Output
X_MMDDYYYY
RNO Report in Area

None.
4.8 3G/2G Network Optimization

If the network operator has a 2G network, 3G-2G interoperability optimization (mainly,
optimization of handover and reselection between 3G and 2G systems) may be involved.
4.8.1 Preparations
Step 1 Gather information about 3G-2G strategies and 2G site information from the customer or the
marketing department
1.
Master the customers 3G-2G network inter-working strategies.

The customers strategies are the starting point and the objectives of 3G-2G network
optimization. These strategies include:
Whether the 2G network acts as a coverage safety net to the 3G network (coveragebased 3G to 2G inter-RAT HO), or the service-based inter-RAT handover strategy is
adopted, i.e. CS voice traffic carried over the 2G network.
Whether the inter-RAT HO is implemented only on certain area/part of the network,

or implemented network wide, configuring 2G neighbors for all the cells in the
network.
Whether the 3G and 2G networks adopt the same PLMN or different PLMNs
Inter-RAT HO strategies for PS and CS voice (for example, no 3G-2G handover for
PS and unidirectional handover for voice)
Whether 2G-to-3G reselection is HPLMN reselection or cell reselection
Apart from understanding the customers preferred strategies, it is vital to consider the
possible implications of these strategies on the later network optimization and
acceptance stage. Therefore, to avoid getting into a passive situation in the
optimization/acceptance stage, the RNO TL should help the customer analyze the
benefits and drawbacks before they finalize on the 3G-2G strategies.
2.
Obtain 2G site information.

Obtain the latest 2G site information from the customer. The subsequent 3G/2G
optimization will be based on this information. The 2G site information includes:
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2G site location and engineering parameters
Data configurations (ARFCN, BSIC, LAC) of 2G cells
Understanding the 3G-2G network architecture and the 2G equipment model and
version.
Learning the networking and the model and version of the 2G equipment can not only
help us to select proper 3G-2G inter-working strategies, but also help us to warn against
or mitigate the known IOT problems (for example, 3G-2G handover failure caused by
the poor interoperability with the core network) as early as possible. The information
includes:
Networking information (Whether the 3G and 2G network share the core network or
HLR)
Manufacturer and model of the 2G equipment
Version of the 2G equipment and whether the version is upgraded to R99
Step 2 Obtain 3G network information from the engineering department (RAN and CN technical
support).
1.
2.
3.
Obtain 3G networking information
Whether the equipment of the 3G core network is supplied by Huawei
Version of RNC and NodeB
Learn the site construction schedule and plan
Sites to cover blind areas, including those that have already been put into use and
those whose construction is not completed
Construction plan for new sites
Obtain data configurations
Data configuration of the core network
RAN data configuration
Step 3 Establish an optimization plan and the optimization targets according to the above
information.
----End

Figure 1.1 Contacts and responsibility matrix for 3G/2G optimization
Departm
ent
Representa
tive office
Proje
ct
team
Coordinator
XXX
YYY
Policy
information
collection
and policy
guidance
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Marketin
g
departm
ent
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Engineeri
ng
departme
nt (GTS)
Cooperati
on
partner
Network
planning
departm
ent
Custom
er
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2G site
information
collection
2G
equipment
information
collection
3G site
construction
schedule
3G
networking
and data
configuration
3G-2G
optimization
plan
preparation
Optimization
test
Parameter
optimization
adjustment
RF
optimization
adjustment
3G-2G
optimization
report
4.8.3 Procedure
Figure 1.1 shows the 3G-2G optimization workflow.
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Figure 1.1 3G/2G optimization workflow
The above workflow actually divides 3G/2G optimization into three stages: function
verification, performance optimization, and KPI monitoring. The TL must define the target,
work division, and supervision means for each stage.
Step 1 3G/2G function test and adjacent cell optimization
The major task is function verification, which should ensure the success of 3G-2G handover
and roaming to make good preparation for subsequent performance optimization.
1.
2.
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Task breakdown and personnel arrangement
Handover/reselection parameters and GSM adjacent cell configuration (network

planning engineer)
Function verification (optimization engineer or cooperation partner)
Test data analysis (optimization engineer)
Adjacent cell optimization adjustment (optimization engineer)
Task supervision
3G-2G parameter and adjacent cell configuration table (or execution script)
3G-2G function verification result
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4.
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Adding/deleting CR to/from GSM adjacent cell and test result
Seeking help
If the network planning engineer cannot locate a problem in function tests, the RAN
department, core network department, and other departments need to cooperate to
locate and solve the problem.
If the interoperability with the 2G network is poor or the information of GSM

adjacent cells is inaccurate, the 2G network engineer of the customer needs to
cooperate to solve the problem.
If a problem is found related to the product or the interoperability between equipment

of different manufacturers, a GCRMS problem report should be submitted.
Things to note
After determining the test place and test route (for example, tunnel and subway without
3G network coverage), perform 3G/2G handover tests and roaming tests. On basis of the
3G/2G inter-working strategy, these tests may involve unidirectional/bidirectional CS/PS
handover and reselection.
The 2G cell information provided by the customer is the basis of GSM adjacent cell
configuration and optimization. Therefore, the 2G cell information must be accurate and
up-to-date. If the 2G cell parameters are changed, adjacent cell information in the 3G
network must be updated at the same time.
Step 2 3G/2G performance optimization

At this stage, the 3G-2G interoperability performance should be concerned, including
handover success ratio, handover delay, and Ping-pong effect.
The performance requirements of 3G-2G interoperability are usually subject to the acceptance
criteria in the contract. If there are no specific 3G/2G KPI requirements in the contract, the
optimization targets are subject to Huaweis 3G/2G baseline KPIs.
3G/2G performance optimization is usually performed by adjusting handover and reselection
parameters or RF.
1.
2.
3.
Function DT and CQT (optimization engineer or cooperation partner)
Test data analysis (optimization engineer)
RF and parameter optimization adjustment suggestions (optimization engineer)
Review of RF and parameter optimization adjustment suggestions (network planning

technical support)
RF and parameter optimization adjustment implementation and verification

(engineering department or cooperation partner)
Task supervision
3G-2G Test Plan
Test results
3G-2G Parameter Optimization Adjustment Suggestions or CR
Comparative test results before and after optimization
3G-2G optimization report
Seeking help
The problems are related to the product and a GCRMS problem report needs to be
submitted.
4.
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Things to note
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If the core network data (for example, LAI and trunk) is changed but the data is not updated
on the access network and the 2G network, 3G-2G interoperability failures may occur in a
wide area.
Step 3 3G/2G KPI monitoring and optimization
3G/2G KPI optimization is performed with a certain amount of traffic on the network. At the
early stage of the network, the traffic is very low and the number of sampling times in
performance measurement is too small, the performance measurement cannot be considered
the 3G/2G optimization basis.
The 3G/2G handover performance requirements in performance measurement are usually
subject to the acceptance criteria in the contract. If there are no specific 3G/2G KPI
requirements in the contract, the optimization targets are subject to Huaweis 3G/2G baseline
KPIs.
1.
2.
Performance data collection and report generation (optimization engineer)
Performance data analysis and log analysis (optimization engineer)
Optimization adjustment suggestions (optimization engineer)
Review of optimization adjustment suggestions (network planning technical support)
Optimization adjustment implementation and verification (engineering department or

cooperation partner)
Task supervision
KPI Daily Report for XX Network
3G-2G Optimization Adjustment Suggestions or CR
Comparative performance data KPIs before and after optimization
3G-2G optimization report
----End

1.
Determining the 3G-2G inter-working strategy

The key point of optimization is to determine a proper set of 3G/2g inter-working
strategies according to the actual network conditions. Therefore, the network planning
engineer should try to participate in the establishment of 3G/2G strategies, put forward
reasonable suggestions, and guide the customer to select policies most favorable to
Huawei.
2.
Modification in 2G network data

If 2G network data (for example, LAC, cell ARFCN, and BSIC) is changed but data on
the 3G network is not updated, 3G/2G handover and reselection will fail.
Since the modification of the 2G network is out of Huaweis control, a process must be
established to trigger 3G network data synchronization after 2G network data is changed.
Data synchronization can be triggered periodically or by event. For periodic triggering,
2G network data is synchronized at fixed intervals (for example, a week), and 3G data is
updated if there is any inconsistency. For event triggering, 3G network data is
synchronously modified each time 2G network data is modified. Event triggering allows
prompter 3G-2G data synchronization but requires the customers cooperation.
3.
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Modification in the core network data
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Alike, if the core network data (for example, LAI and trunk) is changed but the data is
not updated on the access network and the 2G network, 3G-2G interoperability failures
may occur in a wide range of areas.
4.8.5 Input
Site Construction Schedule
3G network coverage test results
2G network site information
Network acceptance criteria
4.8.6 Output
3G/2G optimization report

None.
4.9 Indoor Coverage Optimization

It is advisable to carry out indoor coverage optimization after macro NodeB construction
around the buildings and RF optimization for them. In this case, the NodeB antennas nearby
will not be adjusted greatly, and therefore, it is easier to guarantee the indoor coverage
optimization effect.
Usually, no separate delivery acceptance is performed for indoor coverage optimization.
Instead, a delivery acceptance is performed for the indoor distribution system as a part of the
whole network.
4.9.1 Preparations
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1.
Learn differences between indoor coverage optimization and macro NodeB optimization.
2.
Collect information, for example, information about the indoor distribution system
integrator, construction mode of the indoor distribution system, information about active
components such as repeater and trunk amplifier, building plan, and analysis of the
coverage of other operators systems.
3.
Obtain the planning and design report of the indoor distribution system
4.
Obtain indoor distribution data, including longitude, latitude, and indoor source devices.
5.
Make statistics of the building types and determine the workload.
6.
Determine the key points of coverage optimization.
7.
Combine indoor coverage optimization with macro NodeB optimization. Coordinate

with macro NodeB optimizers in advance to perform macro NodeB optimization, and
solve problems about the indoor coverage optimization together with them.
8.
Obtain the indoor distribution system diagram, information about donor NodeB (repeater
and trunk amplifier serving as indoor distribution sources) and transmission resources.
9.
Get a clear idea of contacts and the responsibility matrix.
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10. Prepare optimization testers and arrange personnel for the test. (It is recommended to
prepare extra batteries for the laptop because no vehicle-mounted power supply is
available for indoor test.)

In indoor coverage optimization,
1.
Huawei should perform or cooperate to perform tests, locate problems, and solve or
cooperate to solve problems.
2.
The indoor distribution system integrator should coordinate with the property
management company, assist in locating problems, solve problems related to the
supplied components (for example, trunk amplifier, repeater, antenna, power divider, and
combiner) or replace the components, and adjust the parameters of active components.
3.
Engineers of the optimization department of the network operator should coordinate the
cooperation among the three parties. For example, if a problem is found related to the
indoor distribution system integrator on site, Huawei can ask the network operator to
coordinate with the indoor distribution system integrator to solve the problem. The
network operator should also assist in vehicle scheduling, staff cooperation, and
coordination with the property management company (it is the network operator to
contact the property management company for some part of the indoor coverage
optimization).In addition, the network operator should provide related transmission
information.
Figure 3.1 Contacts and responsibility matrix for indoor coverage optimization
Network
planning
TL
Oper
ator
Contact
XXX
Optimization target
determination
Work plan preparation
Test preparations
Procedure
Data analysis and

solution adjustment
Solution
implementation
Re-test
Phase acceptance
GTS
project
manager
Indoor
distribution
system
integrator
S
S
S
S
R
S
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Exception:
Huawei contracts the indoor distribution optimization project and then directly subcontracts it
to indoor distribution system integrators. The responsibility matrix between them is linear,
namely, network operator ->Huawei->indoor distribution system integrator. Once there is any
optimization requirement, the network operator will directly contact Huawei and Huawei will
then require the indoor distribution system integrator to cooperate.
4.9.3 Procedure
Figure 1.1 Workflow for indoor coverage optimization
Step 1 Kick-off meeting
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1.
Get a clear idea of the key points, completion time, and expected effect of the
optimization.
2.
Discuss with the customer to determine the acceptance criteria of indoor coverage
optimization (note that the acceptance criteria can distinguish responsibilities between
Huawei and the indoor distribution system integrator), contacts, and the responsibility
matrix among the customer, Huawei, and the indoor distribution system integrator.
3.
Make good preparations (for example, learn the types and quantity of buildings) for
subsequent work plan.
4.
Collect traffic statistics information and the system design drawing of buildings
according to the preparations.
5.
Issue the meeting minutes to all participants (to identify their responsibilities) as well as
all project team members, the Marketing & Sales Department, and the GTS of Huawei.
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Step 2 Making a Plan

When arranging personnel and making a plan, you should consider the following factors:
1.
Quantity of buildings related to indoor distribution optimization
2.
Types and areas of buildings
3.
Completion of indoor distribution system construction
4.
Cooperation with the network operator and the indoor distribution system integrator
5.
You can estimate the schedule and the manpower requirement based on the following
case:
Figure 5.1 Resource allocation for indoor coverage optimization (example)

Example of staf and time allocation
Type
Coverage area
Persons needed to
cooperate
Time
required the
for test
Time
required for
data analysis
Time required
for re-test
Star-hotel
and office
building
16 stories, with a floor

area of 2500 square
meters each, full
coverage
The operator and the

indoor distribution
system integrator
each assign one
person to cooperate.
One person
one day
One person
one day
One person
one half day
Denselypopulated
residential
communitie
s
30 buildings, area to be
covered including dead
zones, elevators, and
parking lots
No person is needed
to cooperate.
Two
persons
two days
One person
one day
One person
one day
Entertainme
nt places
and
restaurants
Five stories, with a

floor area of 3000
square meters each,
full coverage
The indoor
distribution system
integrator assigns
one person to
cooperate.
One person
one half
day
One person
one half
day
One person
one half day
Malls and
supermarket
s
One storey, with a

floor area of 2000
square meters, full
coverage
No person is needed
to cooperate.
One person
one
quarter day
One person
one
quarter day
One person
one quarter day
Step 3 Time for indoor distribution adjustment

It is difficult to determine the time required for indoor distribution adjustment. You can
flexibly select the following adjustment methods according to the site situation:
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1.
Adjust the indoor distribution system: Adjust the parameters of active components. This
method is simple and the required time, usually one or two days, is determined by the
indoor distribution system integrator.
2.
Adjust the macro NodeBs nearby to solve problems about coverage and handover. By
using this method, it is easy to determine the required time. After a discussion with the
general optimization team, you can implement this method.
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Reconstruct the indoor distribution system: Add or remove antennas and trunk
amplifiers. The required time is determined by the indoor distribution system integrator.
Since this method involves construction in the building and coordination with the
property management company, the time is uncertain, usually, very long.
Step 4 On-site test

The on-site test needs to ensure the completeness, accuracy, and pertinence of test data.
Usually, first test the top floor, middle floor, and ground floor of the building respectively to
learn the overall situation of the building, and then focus on analysis of the areas related to the
problems.
Step 5 Prepare an adjustment solution
After data analysis based on the test results, invite the indoor distribution system integrator to
jointly determine an adjustment solution.
If the adjustment solution is difficult to implement, discuss with the network operator and the
indoor distribution system integrator to determine an adjustment solution.
Never establish an impractical adjustment solution, without discussion with the network
operator and the indoor distribution system integrator.
The common adjustment solution involves parameter adjustment, macro NodeB antenna
adjustment, parameter adjustment of indoor active components, and adjustment of indoor
distributed feeder, and indoor components and devices.
Step 6 Adjustment implementation
According to the responsibility matrix of the adjustment and reconstruction solution, ask the
network operator's engineers or the indoor distribution system integrator to coordinate and
cooperate to implement the adjustment solution.
If indoor distribution system reconstruction is required to adjust the indoor coverage effect,
the project TL learns the project implementation schedule against the adjusted project
duration in time during the adjustment implementation to ensure the progress and the quality
of the project.
Step 7 Re-test verification
During re-test, test all areas, including problem areas and otherwise to prevent new areas from
being degraded after adjustment.
----End

To control the project duration, do the following:
1.
Since it is difficult to implement the indoor coverage project adjustment, you should
mainly control the project schedule and reserve a margin to ensure the on-time delivery
of the project.
2.
Test the indoor and outdoor coverage during on-site test and make a comprehensive
analysis of the strength distribution of indoor and outdoor signals.
3.
Determine what the network operator concerns to guarantee the customer satisfaction.
The key points of indoor distribution system optimization include:

1.
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Ensure the signal quality in the indoor coverage to meet the requirement.
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2.
Control the indoor channel leakage, especially when the buildings are located near a
main street or overhead road.
3.
Control the indoor distribution system interference on the macro NodeBs.
4.
Control the handover areas between indoor and outdoor coverage.
5.
Control the inter-frequency handover area in indoor coverage
6.
Optimize the balance between uplink and downlink.
The possible key points of indoor coverage optimization include:

Conventional indoor distribution optimization: Solve problems about handover, call drop, and
call completion rate related to indoor coverage. The indoor distribution optimization is similar
to macro NodeB optimization. Solve related problems by performing tests, adding or
removing indoor antennas, and adjusting macro NodeB coverage and balance between uplink
and downlink of the indoor distribution system.
Optimization by reducing interference on NodeB: This method is frequently applied to indoor
distribution system optimization. Owing to the quality and settings, the active components
(repeater and trunk amplifier) of the indoor distribution system often interfere with nearby
NodeBs or the donor NodeB and the interference will greatly affect their performance. We
must point out problems and require the indoor distribution system integrator to solve the
problems and make optimization cooperation and test verifications.
Risky points of indoor coverage optimization:
1.
It is difficult to control the time required for optimization and adjustment because the
reconstruction of the indoor distribution system involves the property management
company and engineering.
2.
Indoor coverage optimization may affect macro NodeB optimization. It is recommended

to perform indoor coverage optimization and macro NodeB optimization simultaneously,
instead of performing indoor coverage optimization after macro NodeB optimization.
4.9.5 Input
Contents related to indoor coverage optimization in the contract.
4.9.6 Output
Indoor coverage optimization report

None.
4.10 Whole-Network Optimization

Network-wide optimization comes after cluster optimization. The purpose of network-wide
optimization is to ensure that the network performance can pass the acceptance.
4.10.1 Preparations
Step 1 Determine the KPI acceptance test route
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Together with the customer, determine the KPI acceptance test route. The key point of
network-wide optimization is to ensure the network quality of the KPI acceptance test
route.
Step 2 Personnel arrangement
Personnel to be arranged includes:
1.
Drive test engineer (data collection)
2.
Network optimization analysis engineer (data analysis and adjustment proposals)
3.
Rigger team site supervisor (RF adjustment)
4.
RAN maintenance engineer (parameter modification)
Step 3 Optimization tool preparation and test vehicle arrangement

Step 4 Make an optimization plan
Make a detailed plan by referring to Detailed RNO Work Plan. The work of each person each
day is planned.
----End

Figure 1.1 Point-of-contacts and responsibility matrix for network-wide optimization
Department
Represe
ntative
office
Proje
ct
team
Contact
XXX
YYY
Market Engineerin Coopera Network

g (GTS)
tion
planning
partner departm
ent
Custom
er
Optimization
target
determination
KPI acceptance
test route
determination
Optimization test
Data analysis
Optimization
proposal
Optimization
proposal review
RF adjustment
Parameter
adjustment
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Department
Represe
ntative
office
Proje
ct
team
Market Engineerin Coopera Network

g (GTS)
tion
planning
partner departm
ent
Custom
er
Network-wide
optimization
report
4.10.3 Procedure
Figure 1.1 shows the procedure of the network-wide optimization.
Figure 1.1 Workflow for network-wide optimization
Step 1 Network-wide test

The tests include drive test (DT) of the KPI acceptance test route and call quality test (CQT)
of major indoor coverage. The services to be tested include:
1.
AMR voice (12.2 k)
2.
VP (CS64 k)
3.
PS (further divided into PS 64 k, 128 k, and 384 k according to the bearer rate)
Test items and verify the test results according to the KPI acceptance items and acceptance
criteria in the contract.
Step 2 Put forward and review optimization adjustment proposals
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The network optimization engineer is responsible for data analysis and putting forward
optimization adjustment proposals. The optimization adjustment proposals include:
1.
RF adjustment proposal
2.
Adjacent cell optimization proposal
3.
Parameter adjustment proposal
The optimization adjustment solutions/proposals need to be reviewed by the Global Technical

Service (GTS) Department, the Engineering Department, and the customer.
Step 3 Optimization proposal implementation and verification
1.
The Engineering Department implements the adjustment proposals that have passed the
review.
2.
The Network Planning Department tests and verifies the effect of adjustment
implementation.
In addition, some networks (for example, a swapped network) may involve the KPI
acceptance of performance data. In this case, the network-wide optimization should be based
on the performance measurement indexes. The optimization procedure is the same. The basis
for assessment and verification is the performance measurement indexes, instead of the test
indexes of DT and CQT.
----End

Step 1 RF optimization
1.
Perform optimization tests on a loaded network. Do not perform optimization tests on a

commercial network or perform simulation load tests at midnight to avoid influencing
online users.
2.
RF optimization proposals must have adequate evidence to support. It is recommended

that RF optimization proposals are based on the results of multiple DTs and coverage
simulation.
3.
The RF adjustment takes a long time and may involve the coordination with the property
management company. Therefore, you should reserve an extra two or more weeks for
plan implementation when making an optimization plan.
4.
If the RF adjustment is impractical or temporarily difficult to implement so that the KPI

might be affected, record it in the Outstanding Issue Memo and ask the customer to sign
on the memo.
5.
Feeder adjustment may bring about new problems while it solves some network
problems. Therefore, do comprehensive tests and concern the user complaints before and
after the adjustment.
Step 2 Parameter optimization
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1.
After cutover, all parameter modification proposals must be reviewed by the GTS and
the customer. Important parameters need to be reviewed by the headquarters before
being submitted to the customer for review.
2.
All parameter modifications must be made in accordance with Network Data

Modification Workflow. The equipment room maintenance department of the GTS is
responsible for parameter modifications. If the network is cut over, the maintenance
department of the customer is responsible for the modification.
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3.
Many parameters are modified at the cost of some performance. For example, you can
decrease the capacity to obtain a high network quality. You should discuss the
advantages and disadvantages with the customer and obtain consent from the customer
before modification.
4.
Parameter modification may give rise to other new problems. You need to perform
detailed tests, track traffic and concern user complaints before and after parameter
modification.
5.
If all or most parameters of the whole network need to be modified, you should prepare a
rollback strategy and rollback script in advance to ensure a timely rollback in case of
modification failure or otherwise.
----End
4.10.5 Input
Network data configuration
Network planning report and simulation results
Cluster optimization report
Network acceptance criteria
4.10.6 Output
xx Whole-Network Optimization Report
Summary of the radio network planning and optimization project
xx Network Optimization Daily/Weekly Report
RF/parameter adjustment solution
Problem Record and Tracking Table

None.
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Acceptance and Delivery
5.1 KPI Baseline and Guidelines for Complying

with Customers Acceptance Criteria
5.2 KPI Acceptance
5.2.1 Preparations
5.2.2 Familiarizing with the Contractual KPI Test
Items and Acceptance Criteria
The following are key points:
1.
Get familiar with the pre-sales bidding summary and risk mitigation measures.
2.
Inspect the contents to be completed/delivered in the project planning report/contract.
3.
Check the acceptance test plan, review the acceptance time, and assess the possibility of
timely delivery.
4.
Review acceptance test cases and assess the scope and feasibility of test cases.
5.
Assess the manpower requirement for the acceptance test plan and consider the
communication and cooperation between personnel.
6.
Assess the preparations of acceptance test resources and acceptance test route.
7.
Assess the acceptance results. For example, if an acceptance test is performed

immediately, determine whether the requirements stipulated in the contract can be met.
8.
Determine the substandard key performance indexes (KPIs) (high risky items and low
risky items that are substandard)
9.
Submit the acceptance test items that cannot be delivered to the project team in time and
discuss a solution with the project team.
10. Consider solutions to the problems that other customers have concerned, previously
encountered problems, and other potential problems.
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5.2.3 Pre-Assessment
The following are key points:
1.
Test all test cases if the time and manpower is permitted.
2.
Test high risky items if time not permitted.
3.
<
4.
Prepare for the acceptance and contact relevant personnel, and prepare related resources.
5.
Verify the DT route and make good pre-tests to ensure the test results.
6.
Pre-tests are not only the assessment of test results, but also the assessment of methods
and tools for test data analysis.
7.
Pre-tests are also a training process in which people get familiar with the test methods,
and therefore, adequate attention should be paid to pre-tests.
8.
Try to ensure the conditions such as time, performance data, and route for formal tests
are the same as those for pre-tests.
9.
Do not let the customer involved in any pre-tests because the purpose of pre-tests is to
solve problems.
Perform multiple pre-assessments to ensure the acceptance results.
5.2.4 Application and Preparation for Formal

Acceptance Tests
After the pre-tests are assessed, notify the project manager to apply for formal acceptance
tests. Under special situations, the customer may require the presentation of the pre-test
results, which the customer may refer to assess the acceptance test conditions. To this end, the
TL should prepare a corresponding slides to report the test conditions, test and analysis tools,
test items, acceptance criteria, and pre-test results.
Note: Under the pressure of the market, formal acceptance tests have to start before the
problems found in pre-tests are completely solved. In this case, measures must be taken
against the outstanding problems to mitigate the conditions that trigger these problems during
formal tests. For example, when the performance of the MS becomes unstable owing to
heating, MS exceptions can be mitigated by regularly replacing the battery. In addition, an indepth analysis of exceptions, and isolation and location of the exceptions should be made so
as to provide support in case of result clarification.
At this stage, the TL should also make an acceptance test plan according to the contract and
the actual condition of the project. When making the plan, the TL can refer to the acceptance
test plan for the Hong Kong project.
SUNDAY-UMTS -051007-Phas e 2 KPI tes t plan.xls

The following four items need to be completed:
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1.
Define the persons related to the task and the key points to be communicated and
confirmed.
2.
Define the key persons who complete/deliver the task.
3.
Define the responsibility matrix between persons related to the task.
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Prepare resources (manpower and equipment), and define the preconditions and methods
for the task, and cooperation between departments.
The TL can adjust and supplement the following contacts and responsibility matrix according
to the actual conditions of the project:
Figure 4.1 Acceptance and delivery contacts and responsibility matrix
Personnel
Point-of-Contact
Responsibility
CTO or president
Network operator: Contract

signer
Acceptance of the contract deliverables and report to the

upper level
Project contact of
the customer
Network operator: Radio

Network department or RF
department
Review of the acceptance test plan, personnel

coordination, acceptance test arrangement, and
supervision of acceptance test results
Participants
Network operator: Radio

Network department or RF
department
Implementation of the acceptance test plan and

confirmation of the test results
Equipment
operation and
maintenance
personnel
Network operator: Network

operation and maintenance
department
Assessment of the stable operation of the equipment
Project manager
Huawei: Regional office or

representative office
Review of the acceptance test plan, coordination,

arrangement, and supervision
Customer manager
Huawei: Marketing and sales

department
Customer relationship management and promotion of

the acceptance test plan
Marketing product
manager
Huawei: Marketing and sales

department
Responsible for product specifications, roadmap,

standard version, and sales contract, promoting to solve
product problems, and delivering related documents of
the product
Network planning
and optimization
TL
Huawei: Radio Network

planning department
Learning the contract deliverable, reviewing test cases,

assessing pre-test results, making an acceptance test
plan, describing the test results and contract
deliverables, preparing slides to report to the upper
level, determining the methods and tools for analyzing
the formal acceptance test data as well as restrictions
such as test route
Internal staff of the

network planning
project
Huawei: Radio Network

planning department
Familiar with contract deliverables, completing the

acceptance test cases of the project according to the
acceptance test baseline of the solution test department,
determining the methods and tools for test data analysis,
analyzing and confirming the test results
Owner of the GTS

Ensuring the stable operation of the equipment during

the acceptance test period, reviewing test cases,
coordinating to obtain data related to acceptance tests
Secretary

Coordinating resources of the regional office or

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Personnel
Point-of-Contact
Responsibility
Driver and DT
operator

Familiar with the test task and test case, implementing

the test plan, confirming the test results, and ensuring
good communication with the customers acceptance
participants
5.2.6 Procedure
Figure 1.1 is the acceptance and delivery flowchart.
Figure 1.1 Workflow for acceptance and delivery
After the formal acceptance begins, focus on the customer and indexes. Solve the questions
and complaints of VIP customers in time and ensure that the acceptance will be free from any
unexpected interference.
Step 1 Perform acceptance tests.
One week before the acceptance tests, have an acceptance test kick-off meeting with the
customer. All personnel concerned must attend the meeting. The TL explains the acceptance
test plan in detail, test tools and methods, test items, and acceptance criteria, determines the
test time, responsibility matrix, test route, and test resources, and carefully collects the
opinions and proposals of the attendants.
After the meeting, summarize the outstanding questions and issues, reply and solve them in
time, and clarify the unclear problems. Meanwhile, make good communication with the
customer and relevant departments in advance to prevent the core network department or the
customer take unexpected actions that may affect the acceptance.
Before acceptance, the TL should have assigned work to Huawei engineers and the customers
engineers in the car. The tester should record the test results, including exceptions or disputes,
so that they can provide reference in case that re-check is impossible during data analysis.
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After the acceptance, submit the test data and test records in time to the data analyzer for
filing.
Step 2 Assess the acceptance test results.
The engineer from the customer who has participated in the formal acceptance tests should
also take part in the test data analysis and the result assessment. This is especially important
because the analysis results can be submitted to the customer for review only after being
confirmed by the customer.
Step 3 Prepare a test report.
Prepare the test report based on the analysis of the specific requirements in the project
contract. (Refer to the Hong Kong Sunday Phase II Test Report.)
SUNDAY-UMTS-051026-SUNDAY PhaseII Test Report.doc
Step 4 Submit the report to the customer for review and signature and file it.
The TL should also prepare a report in duplicate, on which the customer has signed to accept
the test results. The report mainly consists of the confirmation result and signature by the
customer. (Refer to the Hong Kong Sunday Phase II KPI Test Results.)
SUNDAY-UMTS-051024-SUNDAY Phas eII KPI Tes t Res ults .doc
Step 5 Contract deliverables of network planning and optimization.

After the above two documents are signed by the customer, they can be submitted to the
project manager as contract deliverables of network planning and optimization. After that, the
project manager applies for the final network acceptance.
Since reports are inevitably necessary for the delivery of a project, report slides should also be
prepared at this stage. (Refer to the report slides for the Sunday project in Hong Kong.)
S UNDAY-UMTS-051024-PNAT Tes t Res ults (Phas eII KPI part).ppt
----End

1.
Test items that fail the pre-test assessment
2.
Solutions to outstanding issues in pre-tests
3.
Whether the acceptance time is changed or not
4.
Whether the acceptance test results meet the requirements or not
5.
Whether the acceptance test plan is reasonable or not
6.
VIP customers complaints and problems about performance
5.2.8 Input
1.
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Pre-sales Bidding Summary
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Clauses about KPI in the contract
5.2.9 Output
1.
Radio Network Acceptance Test Plan in xxx
2.
Radio Network Acceptance Test Analysis Report in xxx
3.
Radio Network Acceptance Test Results in xxx
4.
Radio Network Acceptance Test Report Slides in xxx
5.3 Related Documents

5.3.00 Cases The customer satisfaction at the project varies greatly with the working
modes.
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EOT
Establish-Operate-Transfer (EOT) is a transition from the network roll-out to network

operations stage. The purpose of EOT is to steadily transfer the network operations from the
implementation/engineering team to the Network Operations Centre (NOC). After the
network passes the acceptance or is put into commercial use, engineering personnel starts to
prepare for EOT. The end time of EOT should comply with the contract.
There are two forms of network operations, namely customer self-managed and professionally
managed services.
6.1 Customer Self-Managed Operations

After the engineering maintenance, transfer the network maintenance to the customer in
accordance with the service clauses in the sales contract. This kind of maintenance is simple
and will not be discussed in this section.
6.2 Managed Services

The customer can select a proper managed service according to its maintenance policies.
There are mainly three forms of managed service, namely equipment maintenance, operations
and maintenance management, and full business and operations management. This section
focuses on network managed services, which involves customer demand, customer
orientation, contract negotiation, service delivery, and delivery acceptance.
In multiple overseas Radio Network projects, the customers clearly expressed their demand
on managed service. The managed service capability of equipment suppliers is a very
important factor for us to contract with the customers. Currently, Huaweis managed service
of network optimization is not a mature service product. Related support documents are being
improved. The network optimization team leader should pay attention to these documents and
update them in time.
According to Huawei's managed service operation procedure, the managed service solution
department and the headquarter radio network managed service workgroup of Huawei are the
major decision makers and responsibility bearers of the radio network managed service
project, while the Radio Network planning department mainly provides bidding support and
network planning and optimization in the service delivery.
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Introduction of a managed service instance: After the network operator Mobily in Saudi
Arabia signed an operation and maintenance management contract for its commercial office,
Huawei subcontracted the whole project to a cooperation partner to earn a spread profit. To
enhance the delivery capability of the cooperation partner, Huawei assigned senior technical
experts to the cooperation partner on rental basis to satisfy the customers requirement.
At the operation and maintenance stage of the network, the managed service method is
flexible, diversified, mainly depending on the customer demand.
1.
Equipment maintenance: To be simple, assistant maintenance means that a service team

is assigned to maintain equipment in accordance with the organization operation mode
and procedures of the network operator on rental basis. Huawei only offers technical
experts and basically maintains equipment supplied by Huawei.
2.
Operation and maintenance management: Operation and maintenance management

means that the network operator hands the basic maintenance and operation management
of the whole network to the equipment manufacturer or a specialized maintenance
company.
3.
Full business and operations management: Operation management means performing

operation and maintenance management of the whole network on behalf of the network
operator and assisting the network operator with the commercial investment plan to
provide all-round services. Currently, operation management is not recommended.
6.2.1 Preparations
Step 1 Preparations for managed service bidding
1.
In accordance with Huaweis procedure, the network planning department mainly

prepares a bid related to the network planning, commits and review the KPIs at the
managed service bidding stage. Usually, the network planning pre-sales engineer is
responsible for the work at the managed service bidding stage. However, the network
planning team leader should get familiar with the managed service procedure of Huawei
and bear the network planning pre-sales work when necessary.
2.
Get familiar with the managed service policies and procedures of Huawei. For these
documents, refer to related documents. Important: Currently, the managed service of
Huawei only applies to the network consisting of Huawei equipment.
3.
Establish a communication channel: Keep good communication with Huawei (local

representative office, managed service solution department, radio network managed
service and workgroup) and the customer to learn the managed service policies of
Huawei and the customer demand.
4.
Obtain information about the existing network (including summary of engineering

parameters, network performance data, customer complaints, and historical engineering
optimization documents) from engineering optimizers and analyze the scale and quality
of the existing network.
5.
Learn the radio network KPI baselines and related regulations.
Step 2 Preparations for the managed service delivery
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1.
Understand the clauses in the managed service contract: Read through the service
contract for the project related to managed service, read carefully the network planning
and optimization part, and get a clear idea of the delivery target and acceptance criteria.
2.
Collect bidding information: Analyze the summary report and outstanding issues about
the project bidding and learn potential risks of managed service delivery.
3.
Determine the project team members and qualifications to establish a managed service
delivery project team according to the contract requirements. Furnish instruments
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according to the contract requirements. Establish the project target, SOW, RM, and
acceptance criteria according to the contract requirements.
----End

Step 1 Managed service bidding stage
Figure 1.1 Point-of-contacts and responsibility matrix at the managed service bidding stage
Department
Managed Service
Solution
Department
Network
Planning and
Optimization
Department
Contact
XXX
YYY
KPI confirmation and commitment
Instrument configuration confirmation

and commitment
Network planning manpower

configuration confirmation and
commitment
Step 2 Managed service delivery stage

Data collection
Figure 1.1 Point-of-contacts and responsibility matrix at the managed service delivery stage (1)
Party
Operat
or
Huawei Managed Service

Delivery Project Team
Present network engineering

parameters
Present network performance

parameters
Present the user complaints
Present VIP area information
Analysis and implementation
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Party
Opera
tor
Huawei Managed
Service Delivery
Project Team
Monitor and analyze external interference
Analyze alarms
Analyze performance data
Analyze the cell network parameter database
Clear external interference
Analyze information about user complaints
Monitor and analyze network quality in VIP

and hotspot areas
Perform drive tests
Analyze drive tests
Perform call quality tests
Optimize and adjust the network according

to the network problems
Confirm optimization results
Survey the site periodically and confirm the

information
Monitor daily KPIs
Perform daily optimization
Documentation delivery
Party
Operator

Daily network optimization plan
RF engineering parameter database maintenance
Network adjustment request notes
Review the network adjustment request notes
Network parameter adjustment records
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Party
Operator

Network adjustment operation records
Determine a test route for DT
Determine a CQT plan
KPI weekly/semi-monthly report
Maintenance optimization monthly report
Network maintenance optimization report
Adjustment proposals about network sustainable

development
Special event network problem tracing table
Special event network problem handling report
Stage optimization
Special
6.2.3 Procedure
Step 1 Managed service bidding stage
Managed service of network optimization is usually a part of radio network managed service
projects. For the tasks that the network planning network department participates in radio
network managed service bidding, refer to Figure 1.1.
Figure 1.1 Workflow for wireless managed service project bidding
In the bidding processing of a radio network managed service project, the network planning
department should commit the KPIs, furnish instruments, equip manpower, and reply SLA for
managed service of Radio Network optimization. The network planning department should
also participate in the whole bidding process.
The major steps for managed service of network optimization are as follows:
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Facilitation before bidding: Facilitation before bidding is a long-term, important task for
bidding network optimization. Through visits, learn the customer demand and guide the
customer to a direction favorable to Huawei.
Bid acquisition, reading and clarification: After reading the bid, clarify various bid-related
problems that are put forward in different bidding guidelines within the stipulated time. When
clarifying the bid, make flexible treatments on basis of the bid condition and pay attention to
the following aspects:
1.
Try to let the customer make judgment or choice: Besides special questions, use general
questions (yes or no) to ask the tenderer to make confirmations, or put forward proposals
and ask whether the tenderer can accept or not.
2.
When raising questions, try to guide the customer to a direction favorable to Huawei.
3.
Avoid raising those questions that are unfavorable to Huawei or favorable to

competitors.
4.
Try to raise questions to the tenderer after the clarifications are summarized and avoid
few questions multiple times.
5.
If clarifications are made in the form of a meeting, remember to summarize all

clarifications and the replies after the meeting and then let the tenderer to confirm them
in writing.
Project feasibility analysis: According to the information provided by the bid, in
combination with the market environment, competitor-related information, Huawei
network planning policies, and existing problems, give a project risk analysis from the
angle of network planning. Help the managed service project team to analyze and judge
the project feasibility.
Network optimization risk assessment through managed service: Analyze the problems
and risks that may occur during bidding. Risks include incompliance of network
optimization solution with the customer requirement, attack by the competitor, network
quality assurance, and delivery time.
Managed service bid preparation: According to the requirements in the managed service
bid, review the network KPIs required by the customer and provide a solution that can
ensure the successful project delivery. Put forward proposals for manpower and
instrument configuration according to the bid requirements and Managed service
Manpower Configuration Template and Instrument Configuration Guide of Huawei.
Replies to network planning problems:
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1.
Judge the reply scope. If you are not sure whether the question is within the scope of
network planning, list it in a table and then submit the table to the upper-level network
planning pre-sales department for confirmation. Feed back those questions that are
beyond the scope of networking planning to the bid manager as soon as possible so that
the bid manager can re-allocate tasks.
2.
Take care to reply those incompliant questions. All incompliant questions should be
submitted to the bidding project team for review. For those compliant questions, FC is
not enough and appropriate comments should be attached.
3.
Technical clarifications after bid submission: After submitting the bid, the bidding goes
into the bid assessment stage. The tenderer will read the bids submitted by all vendors
and compare them in terms of technology and commerce. Before technical assessment,
the tenderer will usually hold a technical clarification meeting, where all vendors can
introduce their technical solutions and reply technical questions put forward by the
tenderer.
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Bidding summary: Summarize the bidding experience in this project so that subsequent bids
for managed service can share the experience.
Step 2 Managed service delivery stage
Figure 1.1 shows the managed service delivery workflow.
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Figure 1.1 Workflow for managed service delivery
Project information collection: The starting point of the project delivery is when the project
wins the bid and the contract is formally signed. The pre-sales project team cut over related
documents to the project delivery team. The cutover documents include pre-sales bidding
summary, bidding document result, formal project contract (related to network planning),
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other filed pre-sales project documents and detailed list of documents that should be output at
the pre-sales stage.
Managed service project planning and risk analysis: Read carefully related contents in the
managed service contract to learn the current network condition and output a Managed
Service Project Planning and Risk Analysis Report. For the method of preparing a planning
report, refer to Project Planning and Preparation.
Managed service cooperation and subcontract: Determine the managed service project
delivery policy, and determine whether cooperation and subcontract is necessary according to
the planning report, customer demand, and contract contents. Determine the subcontracting
policy according to Cooperation and Subcontract.
Set up a managed service delivery project team: According to the contract requirements and
the delivery policy for managed service, apply to the related resources department for
qualified network planning engineers to form a delivery project team.
Project kick-off meeting: Determine the following items at the kick-off meeting:
1.
Scope and target of daily work
2.
Work plan and project milestone
3.
Customer contacts
4.
Responsibility matrix and cooperation between both parties
5.
How to communicate and how often
6.
Correct and clarify the unclear contents in the contract and output Managed service
Kick-Off Meeting Minutes.
For the detailed procedure of a kick-off meeting, refer to Network Optimization Project KickOff Meeting.
Managed service implementation: Major tasks include daily KPI monitoring, daily
optimization, stage optimization, and special event handling. During project implementation,
frequently report to the customer to improve the customer satisfaction, and strictly follow
SLA to handle problems to avoid fund reduction. For the detailed implementation procedure,
refer to Guide to Long-Term Network Optimization Service Delivery.
Acceptance and delivery: The key points are the acceptance of KPIs. Refer to Chapter 2
Acceptance and Delivery.
Project summary: For the operation procedure, refer to Project Summary and Assessment
Stage.
----End

1.
Managed service bidding stage

KPI commitment and KPI acceptance method for the managed service of Radio Network
optimization
The committed KPIs for the managed service of Radio Network optimization strictly
comply with Management System for Radio Network Performance KPI Baseline
Development and Bidding Commitment. The KPI commitments that are out of
expectation due to market strategies or customer requirements should be submitted to the
company for review to mitigate delivery risks.
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Reference: Radio Network Managed service Bidding 123 and Acceptance Method of
KPIs for Radio Network Managed service Network Optimization Assessment V1.0.
2.
Managed service delivery stage

The key points and risky points are the KPI acceptance. Refer to section 1.4 Acceptance
and Delivery.
6.2.5 Input
Managed service bidding stage:
1.
Early Optimization Report for XX Project
2.
Bid for XX Project Managed service
3.
Managed service delivery stage:
4.
RNO Report for XX Project
5.
Radio Network Managed service Contract for XX Project
6.
Summary of XX Project Engineering Parameters
6.2.6 Output
1.
Network Assessment and Analysis Report for XX Project
2.
Contracted Network Optimization Parts for XX Project
3.
Technical Bidding Document for XX Project
4.
5.
Managed service Network Optimization Report for XX Project
6.
Summary Report for XX Project
7.
Adjustment Proposals about Network Sustainable Development for XX Project
8.
Summary of XX Project Engineering Parameters (Update)
9.
Network Parameter Adjustment Records for XX Project
10. Network Adjustment Operation Records for XX Project

11. Special Event Network Problem Tracing Table for XX Project
12. Special Event Network Problem Handling Report for XX Project
13. Daily Network Optimization Plan for XX Project
14. KPI Weekly/Semi-Monthly Report for XX Project
15. Maintenance and Optimization Report XX Project
You can customize some other reports according to the contract contents and the negotiation
results with the customer.

2016-10-21
1.
6.2.00 Attachment 1: Radio Network Managed service Bidding 123 V1.0.rar
2.
6.2.01 Guide to
Project_V1.0.ppt
Radio
Network
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3.
Acceptance Method of KPIs for Radio Network Managed service Network Optimization
Assessment V1.0 (not released, consult Zhang Junhui to obtain it if required)
4.
6.2.02 Attachment 4: Managed service Manpower Configuration Template and

Instrument Configuration Guide V1.0.rar
5.
Radio Network Managed service SLA Bidding Database (not released, consult Zhang
Junhui to obtain it if required)

The following documents are not formally released. Consult Sun Jintao or Zhang Junhui
to obtain them if required.
1.
Internal Operation Guide to Radio Network Managed service Project
2.
Radio Network Managed service Cooperation Guidelines
6.
Managed service Cooperation Maintenance Procurement Process
7.
Publicity Material about Cooperation Partner of Radio Network Managed service
8.
RFT for Network Optimization Cooperation of Radio Network Managed service
9.
Radio Network Managed service Delivery Workflow
10. Daily Work Definition of Radio Network Managed service

11. Radio Network Technician Assessment Proposals in Radio Network Managed service
Project-V1.1
12. Guide to Responsibility Matrix and Cooperation Between Radio Network Managed
service and Radio Network Engineering Maintenance during Managed service
Implementation
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Network Capacity Expansion
7.1 Typical Scenario

When the number of users approaches to the design capacity of the network, the network
performance begins to be gradually degraded. In this case, if the network performance cannot
meet the requirement simply by means of network optimization and adjustment (including
adjustment of cell antenna parameters and cell algorithm parameters), an effective way is to
add system hardware. This is network expansion in a common sense. Based on the scale of
the expansion, network capacity expansion can be divided into two types, namely sporadic
expansion and large-scale expansion.
7.1.1 Sporadic Expansion

It is very difficult to precisely predict the traffic demand in each cell of the network during
network planning. After the network is put into commercial use, the traffic in some cells is so
high that their performance is seriously degraded. The network quality can be improved
through sporadic expansion in these cells with severe radio-resource congestion.
1.
Board hardware expansion or cell splitting

Hardware expansion mainly refers to NodeB and RNC expansion, where the four types
of resources (code, power, CE, and transmission) of NodeB are usually triggered by
performance data and alarm.
2.
Site expansion
When there is temporarily a coverage requirement in a place (for example, temporary
rally or ceremony), the coverage requirement can be met by expanding a few sites.
3.
License expansion
When the number of software licenses is or is predicted to be insufficient, it is necessary
to buy more licenses.
7.1.2 Large-Scale Expansion

As users require higher and higher network performance but the network performance
decreases with the increasing capacity, the network quality can be improved only by means of
network expansion in some areas. Large-scale expansion is a way of directly improving the
network quality. In the network construction planning, the whole network is improved by
stages.
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Coverage expansion
The customer expands the network capacity in accordance with the stage-by-stage
network construction policy.
2.
Capacity expansion
When the network capacity is insufficient in an area, the network capacity can be
expanded by splitting cells, adding frequencies, and adding sites.
7.2 Expansion Implementation

From the perspective of project operation, one large-scale network expansion is a complete
project delivery. Therefore, network expansion involves all aspects (for example, information
collection, understanding of customer demand, project planning and risk warning, solution
preparation, plan preparation, project implementation, project monitoring, and project
acceptance) of project operation. The operation of a project is elaborated in Engineering
Optimization Stage and Project Planning and Preparation. An expansion project has the
following characteristics:
It is necessary to collect the operation information of the existing network to avoid influence
on the existing network at the delivery of the network expansion project.
Large-scale expansion is usually to solve existing problems of the network, to mitigate
potential risks of the network, or to meet the customers commercial plan requirement.
Network expansion is necessary when the simple network optimization and adjustment cannot
let the network indexes meet the customers or end-users requirement.
7.2.1 Preparations
None.
7.2.2 Contacts and Responsibility Matrix

Figure 1.1 Contacts and responsibility matrix for network expansion
Department
Projec
t
Team
Marke
t
Engineeri
ng (GTS)
Contact
XXX
Project planning and risk

analysis
Capacity expansion policies
Cutover
Engineering optimization
Expansion optimization
report
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Department
Projec
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Team
Marke
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Acceptance, delivery, and

exchange report
Engineeri
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7.2.3 Procedure
Figure 1.1 Workflow for network expansion
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Step 1 Sporadic expansion

1.
Information collection
For what to be collected and how to collect, refer to Information Collection and
Preparation of the engineering optimization stage. In addition, the following should be
collected:
2.
Customer and end-user complaints
Analysis of existing network test data, including drive test data and network
performance data
On basis of learning the customer demand, have an in-depth understanding of the

network condition to provide basic data for the preparation of a specific network
expansion solution.
Expansion solution preparation and review

The RNO TL organizes the on-site network planning engineers to analyze the collected
information and data to prepare a specific expansion solution. The expansion solution
should consist of two parts: problem solution and detailed cutover plan.
The RNO TL organizes the on-site engineers to review the expansion solution. When onsite engineers review the expansion solution, they should focus on the following
contents:
3.
Whether the target is definite
Whether the solution is specific and whether the customer is communicated in

advance
Whether the solution implementation plan is detailed and adequate
Whether the resources for cutover implementation are prepared
Whether risk mitigation is considered
Output a network expansion solution.
Kick-off meeting
For the meeting contents and operation procedure, refer to Project Kick-Off Meeting of
the engineering optimization stage. In addition, a discussion should be made to
determine the following contents:
Capacity expansion solution
Expansion plan, especially the implementation time
Contacts of all departments concerned, and cooperation between the GTS, customer,
and cooperation partner
Necessary resources and the date when they should get prepared
Risk mitigation measures
Output Expansion Kick-Off and Coordination Meeting Minutes, revise the Expansion
Solution according to the discussion result, and track and promote the solution of
outstanding issues before the solution implementation.
4.
Solution implementation
Confirm whether the preparations have been made for the solution implementation, and
whether the equipment, staff, tools, and vehicles are all ready.
The solution should be implemented in accordance with the plan:
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The GTS engineer implements the engineering part.
The network planning engineer accomplishes the network planning parameter

configuration, network test, and parameter optimization.
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The customer is responsible for the vehicle, the access to the equipment room, and
related cooperation.
Cutover test: Test the items defined in the Expansion Solution and ensure that
network functions are normal and that the network performance is basically
consistent with that before cutover.
Network optimization
For network optimization contents and the operation procedure, refer to Whole-Network
Optimization of the engineering optimization stage. The KPIs should meet the
acceptance criteria after network optimization.
6.
Effect verification
After cutover, optimize the network according to the expansion target, verify the
optimization effect, and output a network expansion optimization report.
Discuss the optimization results and test results with the customer and let the customer
accept the results.
Step 2 Large-scale expansion

1.
Information collection
Refer to the information collection in sporadic expansion.
Learn the information in the expansion contract, focusing on the KPI commitment and
acceptance related to network optimization.
2.
Project planning and risk assessment

For the contents and operation procedure, refer to Project Planning and Preparation.
Output a Radio Network optimization project planning and risk assessment report.
3.
Expansion solution preparation and review

The RNO TL organize the on-site network planning engineers to analyze the collected
information and data to prepare a specific expansion solution. The expansion solution
should consist of two parts: problem solution and detailed cutover plan.
The RNO TL organizes the on-site engineers to review the expansion solution. When onsite engineers review the expansion solution, they should focus on the following
contents:
4.
Whether the target is definite
Whether the solution is specific and whether the customer is communicated in

advance
Whether the solution implementation plan is detailed and adequate
Whether the resources for cutover implementation are prepared
Whether risk mitigation is considered
Output a network expansion solution.
Kick-off meeting
Refer to related contents in sporadic expansion.
5.
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Solution implementation
Refer to the solution delivery in sporadic expansion.
Single-site verification: Refer to the single-site verification procedure of the

engineering optimization stage.
Cluster service optimization: Refer to the cluster service optimization procedure of

the engineering optimization stage.
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3G/2G optimization: Refer to the 3G/2G optimization procedure of the engineering

optimization stage.
Indoor coverage optimization: Refer to the indoor coverage optimization procedure

of the engineering optimization stage.
Network optimization
Refer to the network optimization operations in sporadic expansion.
7.
Project acceptance
Refer to section 1.4 Acceptance and Delivery.
----End

Since network expansion may involve each step of network planning and optimization, the
risky points of network planning and optimization are all applicable to network expansion will
not be repeated here.
The key points of network expansion cover three aspects:
1.
The collected information about the existing network should be complete and the
information analysis should be comprehensive to ensure that the solution is targetspecific.
2.
The network expansion implementation requires cooperation between multiple

organizations and departments, and therefore, the implementation plan should be detailed
and the responsibilities should be well-defined.
3.
The rollback measures must be adequate to ensure that the network can be restored to the
previous state in case of expansion failure.
7.2.5 Input
Summary of XX Project Engineering Parameters XX (month) XX (date), XX (year)
7.2.6 Output
1.
Updated Summary of XX Project Engineering Parameters XX (month) XX (date), XX

(year)
2.
XX Expansion Solution (for sporadic expansion)
3.
XX Expansion Cutover Solution (for large-scale expansion)
4.
Communication Records with Customer for XX Expansion
5.
XX Expansion Result Report (for sporadic expansion)
6.
XX Expansion Optimization Report (for large-scale expansion)

None.
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Network Swap
8.1 Swap Implementation

8.1.1 Preparations
Step 1 Learn the contract information (project background and KPI acceptance criteria)
1.
Collect the contract information, focusing on the project background, network scale,
customer demand, and KPI acceptance criteria.
2.
Collect information about early pre-sales bidding, mainly documents related to bidding.
Step 2 Communicate and discuss with the market and GTS personnel
Communicate and discuss the following aspects with the owners of the GTS and market
personnel regarding to the contract information and collected information:
1.
Confirm the unclear points in the contract, focusing on KPIs and responsibility matrix.
2.
Get information about the network operator, including number of users, operation
capability, operation area, and engineer qualifications, and keep uniform the discussion
with or reply to the customer.
3.
Learn the equipment vendor before swap and collect information about the vendor,
including vendors equipment performance, comparison and interoperability between
vendors equipment performance and Huaweis equipment performance.
4.
Learn the rough project duration, start date, major support personnel and corresponding
contacts.
Step 3 Prepare a preliminary plan according to the learned information

After learning the contract information and communicating and discussing with the market
and GTS personnel, prepare a preliminary network planning and optimization plan. The plan
should include:
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1.
Project duration planning: Establish the network planning according to the required total
project duration.
2.
Preliminary staff plan: Determine the support personnel required for each stage of the
network planning as well as engineers from the cooperation partner according to the
project condition. The number of personnel and the personnel qualification varies with
stages.
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Organization structure planning: According to the general organization structure of the

project team, establish the organization structure of the network planning team. That is,
define the network planning roles (including TL, TS, ordinary engineer, and assistant
engineer) and the responsibility of the regional owner in the project. Figure 3.1 gives an
example of the organization structure of a network planning team.
Figure 3.1 Organization structure of the network planning team in a swap project
4.
Network planning and optimization instrument planning: According to the project scale
and test requirements, make a plan for the required instruments or software. For
example, if simulation is necessary, prepare simulation software and the corresponding
dongle.
Step 4 Visit the customer

After arriving at the site, the TL needs to exchange ideas with the customer about the swap.
On the one hand, the TL can further collect information about the customer and the network,
and on the other hand, the TL can have a further understanding of the customer demand.
----End

For the whole swap project, network planning is an auxiliary part of engineering. The TL
serves as the contact of network planning and optimization, manages network planning and
optimization engineers, gives assignments to them, and bears responsibilities for the network
planning and optimization quality.
Figure 1.1 Point-of-contacts and responsibility matrix for network planning in a swap project
Role
TL Activities
Project manager
Keep in touch with the project manager in the whole project.

Report work to the project manager.
Carry out the plan consolidated by the project manager.
Feed problems to the project manager and request resources according to the actual
operation condition of the project.
Output a network planning and optimization weekly report as a part of the weekly
report of the whole project.
Customer director
Keep in touch with the customer director to learn the customer demand in time in the
whole project.
Report work to the customer director regularly.
Feed problems to the customer director and request resources according to the actual
operation condition of the project.
Output a network planning and optimization weekly report.
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Role
TL Activities
RAN TL
Keep in touch with the RAN TL, who is the contact of the engineering cooperation.
Output a network planning and optimization plan to the engineering department for
reference, and receive the project plan from the RAN TL so as to adjust the network
optimization plan according to the actual condition.
Make a flow for contacts between network planning and optimization and cooperative
engineering work.
Monitor the daily cooperation (for example, data modification) between RAN
engineers and network planning and optimization engineers.
Network planning
and optimization
engineers
Accomplish the daily staff management and learn their working attitudes and moods.
Give reasonable assignments to staff according to their specialties at each stage of the
project.
Require the staff to output a daily report every day. The daily report is not only a part
of the weekly report of the project, but also the first-hand material to learn the work of
the staff.
Learn the difficulties that the staff encounters in the work and solve them.
Control the quality of the report output by the staff.
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8.1.3 Procedure
Figure 1.1 Workflow for network swap project
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Step 1 Coordination meeting before kick-off

The customer, market personnel, GTS, and network planning team should participate in this
meeting. The meeting agenda include:
1.
Make the plan prepared earlier more detailed (including stages of swap, and required
completion time and tasks at each stage) and reach a definite agreement at the meeting.
2.
Determine the NodeB swap strategy and process according to the current manpower,
materials, and time.
3.
Define the responsibilities and contact of each party as well as matters needing
cooperation.
4.
Define the matters that are not clear (for example, KPI acceptance) in the contract.
5.
Reach an agreement with the customer on the acceptance method of the swapped
network.
6.
Define a regular communication with the customer (at least once a week) to ensure
successful information exchange.
Step 2 Information collection before swap

At this stage, the information to be collected includes NodeB configuration, NodeB site and
antenna parameter, Radio Network and basic network parameters, RRM algorithm and
parameters, network exception information, and user complaints. For specific information to
be collected, refer to Guide to WCDMA NodeB Swap.
What the TL needs to do includes the following:
1.
According to the information collection table in Guide to WCDMA NodeB swap,

determine the information to be collected for this swap.
2.
Analyze the collection difficulty in combination with the actual condition (discuss with
the TS if any). Establish a detailed information collection plan and appraisal standards,
and assign persons to collect different information (if the manpower is sufficient,
concurrent information collection is allowed).
3.
Monitor the progress of information collection according to the daily report output by
each person.
4.
After each piece of information is collected, organize the on-site engineers to review the
information, and sample some information for verification to ensure the accuracy and
completeness of information.
5.
Coordinate with each party (the customer and the GTS) to ensure successful information
collection.
6.
If any problem occurs during information collection (for example, some information
actually cannot be collected), discuss a countermeasure with the TS in time. If the
problem cannot be solved, notify the market personnel and the headquarters to seek for
other solutions.
Step 3 Network assessment before swap

At this stage, the following needs to be assessed: DT&CQT, performance statistic data,
complaint records, region planning, adjacent cell planning, scramble planning, algorithm
parameter, and interference. For details, refer to Guide to WCDMA NodeB Swap.
1.
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According to the Guide to WCDMA NodeB swap, discuss with the customer to
determine what needs to be assessed in this project (in principle, only the acceptance
indexes need to be assessed).
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2.
Analyze the assessment difficulty in combination with the actual condition (discuss with
the TS if any). Establish a detailed network assessment plan, and assign persons to
perform different network assessments (if the manpower is sufficient, concurrent
network assessments are allowed).
3.
Discuss with the customer to determine the test cases and test tools for the project
assessment (discuss with the TS if any) and try to guide the customer to use Huawei tool
software and test cases.
4.
Coordinate with the customer and let the customer to participate in the review. If the
customer cannot participate, ask the customer to sign on the assessment result.
5.
Monitor the progress of network assessment according to the daily report output by each
person.
6.
After each network assessment, organize the on-site engineers to assess the network
index. If the index is so high that there is a potential risk for Huawei equipment, notify
the market personnel and the technical support at the headquarters in advance to seek for
a solution or mitigation measure from the company.
7.
When an assessment test involves cooperation between multiple parties, coordinate with
these parties if the engineer has difficulty in doing so.
8.
Organize the on-site engineers to compile a pre-swap network assessment report and
submit it to the technical support at the headquarters for review.
Step 4 KPI acceptance criteria and acceptance method confirmation for a swapped network
Usually, the acceptance criteria are presented in the contract, but the acceptance methods and
the particulars are not so defined that they need to be determined through communication with
the customer at the site. Through the above network assessment, you will have a full
understanding of the network before swap and will also have a rough idea of whether Huawei
equipment can meet the acceptance criteria after swap.
1.
If the acceptance methods and particulars are not well-defined, summarize a set of
detailed, feasible test methods through network assessment, and discuss with the
customer to define these acceptance test methods.
2.
If it is difficult for Huawei equipment to meet the acceptance criteria, combine the
comments of the headquarters and the market personnel and have a discussion with the
customer. Explain the problems exiting in the network and persuade the customer to
lower the acceptance criteria. If the customer does not agree, notify the market personnel
and the technical support at the headquarters to seek for a solution or mitigation
measures.
3.
If the measurement methods of network KPIs, especially those unfavorable to Huawei

measurement, are different from those of Huawei equipment, notify the market personnel
and the technical support at the headquarters in time to seek for a solution or mitigation
measures. Meanwhile, explain the inconsistency to the customer to win initiatives at the
time of acceptance.
Step 5 NodeB swap planning

On basis of information collection and network assessment, you have a full understanding of
the network before swap. At this time, you can compile a complete, detailed network swap
planning solution, which consists of swap strategy, swap-specific network planning (antenna
system planning, scramble planning, adjacent cell planning, area planning, algorithm and
parameter planning), cutover method, emergency solution, and rollback measures. For details,
refer to Guide to WCDMA NodeB Swap.
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As the principal owner of the on-site network planning team, the TL needs to accomplish the
following:
1.
According to the collected information and assessment results, determine the contents to
be planned for the swap, and organize persons to plan the network swap.
2.
Organize the on-site engineers to review each planning result to ensure that the network
swap planning will not deviate from the actual condition.
3.
Organize the on-site engineers to compile a Network Swap Planning Solution. Usually,
each engineer compiles only a related part, which is then summarized by the TL or TS.
4.
Organize the on-site engineers to review the Network Swap Planning Solution
preliminarily.
5.
Submit the plan reviewed by the on-site engineers to the technical support at the
headquarters for review (usually three days in advance in view of the time it takes the
headquarters to review the plan).
6.
Submit the plan reviewed by the headquarters to the customer to sign and confirm.
Step 6 Swap implementation

Swap is implemented step by step according to the network swap planning solution. At this
state, the TL needs to do the following:
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1.
According to the network swap planning solution, determine the preparations for swap
and arrange personnel to make corresponding preparations.
2.
Keep in touch with the GTS and concern the cooperation of the key points.
3.
Arrange personnel to cooperate with the GTS to compile a swap cutover solution, and
participate in the cutover solution review organized by the GTS.
4.
Arrange personnel to perform tests on the night of cutover. For major cutover items, be
present on the cutover site to ensure the timely disposal of any problem that may occur
during cutover.
5.
According to the swap emergencies defined in the cutover solution and the requirements
in the network swap planning solution, handle the emergency if any. Without delay,
notify the related owner of emergencies not mentioned in the network swap planning
solution.
6.
If rollback is necessary for the reason of network planning according to the definitions in
the cutover solution, roll back the network without delay.
7.
Focus on the user complaint handling and performance statistic analysis in the network
monitoring the next day of network swap, and meanwhile, arrange personnel to do the
following:
For user complaints, arrange a professional to analyze whether there are complaints
before swap. If so, explain to the customer that these complaints are not caused by
swap and raise proper measures. If the user complaints are caused by swap, analyze
whether the complaints are related to the equipment or network planning. If possible,
assign personnel to handle the user complaints in time. If impossible, make
explanations to the customer by telephone or before the customer and promise to
solve the problem within a specified time, and meanwhile, report the problem to the
market personnel and the headquarter to seek for support.
For performance statistic, arrange a dedicated person to keep track of the acceptance
KPIs. Put aside the KPIs that are superior to those before swap. If some KPIs are
obviously inferior to those before swap, organize engineers to analyze whether the
inferiority is related to the equipment or network planning. If possible, assign
personnel to solve the problem in time. If impossible, make explanations to the
customer by telephone or before the customer and promise to solve the problem
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within a specified time, and meanwhile, report the problem to the market personnel
and the headquarters to seek for support.
8.
If a major problem occurs the next day of cutover, persuade the customer not to roll
back.
9.
During swap implementation, assign work clearly and ask the PICs to periodically report
their work.
10. Output the performance statistic daily report of the next day of cutover as well as the test
report that night and report them to the market personnel and the technical support at the
headquarters.
Step 7 Network quality monitoring and optimization after swap
Generally speaking, there is an optimization period from the cutover of a cluster to the
acceptance. The major work during this period includes network problem handling, routine
performance statistic monitoring analysis, and specific test optimization. One important
responsibility of the TL is to ensure that the KPIs can pass the acceptance. To this end, the TL
needs to do the following:
1.
DT&CQT
Organize personnel to perform DT and CQT for the cluster along the assessment route
(the test methods are the same as those for assessment and acceptance).
2.
Find problems from the test results or analysis report. If a KPI cannot reach the
acceptance criterion, organize the on-site engineers for an optimization to ensure that
it can pass the acceptance.
Organize the on-site engineers to review the optimization measures. Only those that
pass the review can be implemented. In addition, a swapped network is usually a
commercial network, and therefore, the effect of optimization on the network quality
needs to be considered to avoid user complaints during or after network adjustment.
If the original network quality is good, focus the optimization on the settlement and
location of fine problems and adjust the antenna (if the antenna is re-used, do not
adjust the antenna tilt. Otherwise, coverage or quality in other areas may be
degraded) and other parameters (for example, adjacency and handover parameters) to
ensure the optimal network performance.
Output a DT&CQT analysis report to the technical support at the headquarters,

describing the existing problems in detail.
Daily performance statistics monitoring and analysis
Arrange dedicated person(s) to analyze the performance statistics, especially the

measurements about traffic, congestion, call drop, handover, and interference.
Arrange dedicated person(s) to compare the performance statistic KPI before and
after swap (usually a comparison is made after the swap of a cluster is completed),
analyze the cause for the degradation of the KPI and take improvement measures. To
be specific:
Core services KPI analysis: Use the NASTAR tool to analyze indexes such as
CS, VP, traffic in PS continuous coverage, call drop rate, handover success ratio,
and access success ratio. Focus on whether the acceptance indexes (usually the
average index in three days to a week) can meet the acceptance criteria. Optimize
those indexes that fail to meet the acceptance criteria. For the specific
optimization method, refer to corresponding guides. For example, if CS drop call
rate cannot meet the acceptance criterion, refer to Guide to WCDMA Handover
and Call Drop Optimization-20060330-A-3.0; if the CS call completion rate
cannot meet the acceptance criterion, refer to Guide to WCDMA Access
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Optimization -20060330-A-3.0; if parameters are involved, refer to WCDMA

Parameter Configuration Guide 20060330-A-3.0.
Monitor the KPI change of each swapped NodeB. The KPIs for 24-hour (daily)
performance report are recommended. Focus on the traffic, call drop rate, and
handover success ratio. If there is any exception, analyze and handle it in time.
Analyze the major wireless indexes such as paging success ratio, location update
success ratio, and inter-MSC handover success ratio on the CN side. Observe
whether these indexes are consistent with those before swap. If they are
obviously degraded, contact CN-side engineers to solve the problem.
3.
Output a KPI Monitoring Daily Report and a performance statistic analysis report.
Collection and analysis of complaints

Assign a special contact to pay close attention to complaints from the customer or users.
The customer is usually very sensitive user complaints in the first several days after
cutover. After receiving complaints from users, do the following to handle them:
4.
Collect necessary information (including contact, time, place, mobile phone number,
and detailed symptom) about complaints.
Compare the complaints with those originally collected to see whether the same or
similar complaint applies to the original place before swap. If so, explain it to the
customer to let the customer know that the complaint is unrelated to swap. Then
determine whether to handle the complaint according to the actual condition (because
it is very likely that the outstanding issue cannot be solved).
Arrange personnel to handle complaints by type (because most users are not so
specialized in communication that they are unable to describe their complaints very
clearly, the sorting of complaints is not absolute).
Timely troubleshooting
Arrange a professional to track GCRMS problem report. Meanwhile, record the
problems occurring after swap in the GCRMS problem report and seek for support from
the headquarters to minimize the risks.
Step 8 Network acceptance after swap

After swap, monitor and optimize the network in a centralized way for some time to clear
various network problems and then perform network acceptance with the customer in
accordance with Acceptance Criteria and Methods for Swapped Networks. The TL needs to
do the following:
1.
In accordance with the methods stipulated in Criteria and Methods for Swapped
Networks, arrange personnel to cooperate with the customer to collect performance
statistic data in a certain time segment and perform DT in the acceptance area.
2.
Tell the customer in advance that some exceptions (for example, transmission failure and
power failure) may occur during acceptance and they may affect the acceptance indexes.
In this way, the acceptance can be performed flexibly and successfully.
Step 9 Assess the network performance according to the network acceptance criteria. Submit a
Swapped Network Acceptance Report or Network Optimization Report to the customer.
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1.
Discuss the Swapped Network Acceptance Report or Network Optimization Report with
the customer and let the customer sign on it.
2.
After the swapped network acceptance, hand documents related to network planning and
optimization to the customer to facilitate future maintenance, and meanwhile make a
swap report to the customer.
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Step 10 Organize personnel at the site or request the company to train the customer or the market
personnel if required.
----End

Key Issues During Swap
Special attention needs to be paid to some processes in a swap project. Figure 1.1 describes
the key points of network planning and optimization in a swap project.
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Figure 1.1 Key steps in a network swap project
Possible Risks During Swap

Risks may exist in the following steps in a swap project. The TL should first learn these risky
points and then arrange personnel to prevent each risk from coming true.
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Analysis of technical risks
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The equipment performance on the original network is not fully learned.

Description: There is a big difference in the network quality after swap.
Countermeasure: Before swap, have a full understanding of the original
equipment from different sources (headquarters, competitor, and customer) and
perform tests if necessary (for example, test the power for the coverage problem).
Determine the swap method only after a full discussion with the customer and the
market personnel.
The NodeB survey is not detailed.

Description: In a swap project, re-use may exist. However, the antenna connector
or the transmission connector may not be consistent, and the capacity of other
auxiliary equipment such as power supply may be insufficient. This information
may be not learned until the project is put into operation, which will affect the
project progress.
Countermeasure: Before swap, confirm particulars with the customer, perform a
site survey for some NodeB, learn each particular, find, feed, and solve potential
problems in time in the swap engineering. For example, no attention was paid to
the jumper connector type at the NodeB survey, but it was found inconsistent
with the connector type provided by Huawei on the night of cutover. Therefore, it
could not be connected to the lightning arrestor provided by Huawei. A new
jumper connector had to be made at the site, but no connector is available, and
therefore, the swap was delayed.
The network assessment is inadequate.

Description: Because the network assessment is inadequate, some swap risks are
not predicted and no preparations are made for these risks. As a result, problems
may occur after swap.
Countermeasure: Assess all aspects related to the acceptance and customer
satisfaction before swap, consider the aftermath that each action may bring about,
give warnings in advance so as to establish a countermeasure as soon as possible.
Here is an example: the network situation is not fully assessed before swap. If
some index is not high (it is possible that the network consisting of Huawei
equipment may reach this index somewhere else), it is considered that the index
is ok for the swap project. In fact, there is a great difference in indexes between
different networks and the indexes should be determined according to the actual
condition. Another example is given here: The power capacity is not fully
assessed before swap. The power is reused and a NodeB is added. It is found that
the power capacity is insufficient after the NodeB is installed. Since it takes time
to purchase a power module, the project progress is greatly affected.
Coverage planning risk

Description: After NodeB cutover, the coverage of NodeB decreases, and
especially, the coverage of those that are required to provide a wide coverage in
suburb areas and towns and along roads decreases. That the coverage is smaller
than before swap is the biggest risk in a swap project.
Countermeasure: In view of the performance variance of NodeB of different
vendors, be sure to have a clear idea of the power of the set top box before
NodeB swap (you can test the power at the site or collect it from other sources).
Budget links according to the actual condition, and adjust the NodeB
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configuration after swap to let the set-top box of Huawei NodeB no less than that
of the original equipment.
No cutover solution is available or the cutover solution is not detailed.

Description: Currently, swap projects are usually featured by tight time, multiple
services, large movement, and complicated network. There are many network
problems, requirements, and harsh contract clauses (for example, the arranged
cutover time is unreasonable) before cutover. In view of the above reasons, the
cutover implementation solution is too complicated to prepare. No cutover
implementation solution or lack of a detailed cutover implementation solution
will bring about huge risks.
Countermeasure:
Be sure to compile the cutover implementation solution: When you prepare

the solution, you can comb the swap roadmap and summarize swap risks,
which will provide guidelines for the subsequent swap and risk prevention.
Compile the cutover implementation solution as comprehensive as possible:

The compilation and review of the cutover implementation solution are the
key aspects for the implementation of the whole project. Give a
comprehensive description of detailed network, the overall project progress,
the current status, cutover preparations, and detailed actions on the night of
cutover.
Compile the cutover implementation as detailed as possible: Since cutover

involves a wide range of aspects, the customer, on-site engineers, and the
technical support should reach an agreement on set actions in each specified
period of time. This helps to coordinate between the concerned parties to
ensure a successful cutover, and also helps to quickly locate problems if any
on the night of cutover. When preparing the solution, consider every detail,
small or large. The time precision should be up to half an hour at least.
Review the cutover implementation solution: Be sure to submit the solution

to Huawei in advance so that Huawei has enough time to review the
solution.
The customer should give support: When preparing a cutover solution,

never exclude the customer because the customer is an indispensable part of
the whole cutover process. Define the responsibilities and actions that the
customer should take (for example, who is responsible for coordination, and
who is responsible for call tests). Confirm all time points one by one with
the customer, and write them into the solution.
Prepare the cutover implementation solution as early as possible: Set about

preparing the cutover solution when the project goes into a certain stage.
Operation risk analysis
Contract clause risks

Description: If the contract configuration is incorrect, the committed KPIs are too
high, the project duration is too tight, acceptance items are not clear, or the
service price is low due to the contract contents, big problems will be brought
about to the subsequent implementation and acceptance.
Countermeasure:
2016-10-21
Avoid the problems through pre-sales intervention and contract review. At

the pre-sales stage, have a full discussion with the market personnel and
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gather the project team members to review the contract configuration list.
Comb the configurations of each site and clarify the unclear contents in the
configuration list with the headquarters.
After the contract is signed, check and review the contract as soon as
possible to find any problems, analyze the risks in advance, and find out
solutions.
Communicate with those customers who often change their service

requirements without observing workflows. Sometimes, the customer may
only consider the result. Therefore, you should know what the customer
most concerns. Do not directly accept or refuse new requirements put
forward by the customer, but give a reply only after obtaining suggestions
of the local marketing personnel.
Swap planning solution review risk

Description: Swap planning is more complicated than planning a new network.
During swap, considerations may not be comprehensive or the swap roadmap is
incorrect. Therefore, it is especially important to review the swap planning
solution. In practice, it is usual that a short time is given to review the solution or
the solution is not submitted for review. As a result, the network quality after
swap is not guaranteed or the customer satisfaction is lowered.
Countermeasure: From swap information collection on, the on-site engineer
should keep good communication with the technical support at the headquarters
and feed back on-site existing or potential problems in time. The swap planning
solution should be particular and operable and enough review time should be
planned. The technical support should fully discuss the review comments with
the on-site engineers to form consistent planning operation details.
Communication risk
Description: Conflicts may occur and the project duration is delayed owing to
unclear responsibilities and poor cooperation caused by poor communication
during swap.
Countermeasure: It is critical to select the project manager, who should have
knowledge of network planning and have good communication capability.
Establish a perfect communication system and submit the weekly and daily
reports to the director of the customer in person.
Communication inside the project team: Adopt daily communication, daily report
and weekly report, periodically hold a project analysis meeting, and have routine
communication inside the project team every week. A daily report includes the
daily project progress, the overall project progress, project difficulties, and
required support work. A weekly report includes the weekly project progress, the
overall project progress, project difficulties, the required support work, and the
scheduled project implementation plan for the next week.
Communication with the local office (or representative office): Report the project
condition to the director in the local office or representative office every other
week, and have irregular communication inside the project team in case of
emergency.
Communication with the customer: 1) Periodically have a communication
meeting with the customer and present a weekly report to the customer. A weekly
report includes the weekly project progress, the overall project progress, project
difficulties, and the scheduled project implementation plan for the next week. 2)
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At a specific stage, present a summary report to the customer, reporting the

project progress. The report should be arranged by the project manager. This is
especially important in overseas markets. Because of the language obstacles and
the different ways of doing things, writing communication is necessary during
project implementation. 3) The support personnel should be fixed, but not too
many. Manage the contents to be communicated. Initiative and repeated
communication is required in the principle of reasonability, benefits, and
rhythms. 4) Enhance the communication and exchange with the high-level of the
customer. 5) Think in others perspective to learn the customers feeling. You can
obtain the full recognition of the customer only if you manage the project from
the angle of the customer. 6) Pay attention to the particulars (avoid incorrect
words and incorrect application of templates) when having a meeting or
communication with the customer or when submitting a report to the customer to
reflect the professional, specialized project management capability.
Communication with the headquarters: Feed back the project progress to the
headquarters in time and observe the problem feedback workflow. If a problem
occurs, contact the headquarters in time to have a meeting to solve the problem.
The collected information and assessment results are not fully communicated with the
customer.
Description: Before NodeB swap, the collected information or assessment risks
are not fully communicated with the customer. As a result, the customer
considers that no problem will occur after swap. However, if any problem occurs
after swap, the customer satisfaction will be lowered.
Countermeasure: Before swap, fully assess all aspects related to the acceptance
and customer satisfaction. Initiatively communicate with the customer to let the
customer aware of those problems existing before swap. For example, a problem
already exists somewhere before a NodeB is swapped, but the customer does not
know it. In this case, we should explain the problem to the customer beforehand.
If such a problem re-occur after swap, the customer will not consider that the
problem is caused by swap.
Risks caused by incompliance of workflow

Description: In the whole swap project, many workflows of the company
(Huawei) may get involved. These workflows guide and help on-site engineers to
implement the project successfully. For the reason of lack of knowledge or
external reasons, there may be many things to be improved, standardized, or to be
done in accordance with a workflow on the site, and the working method and the
efficiency of solving problems also need to be improved.
Countermeasure:
Get familiar with various workflows (for example, such as problem feedback
workflow) and strictly observe them.
Learn workflows from experienced employees.
Summarize the gain and loss in work in time.
Feed the customers additional requirements in time. Strictly follow the principle
of contract to deliver the requirement, but never arbitrarily reply the customer.
Risks in cooperation partners staff management and quality monitoring

Description: In practice, cooperation partners staff may participate in a project.
In this case, the cooperation partners staff management will be involved. If the
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staff is not well managed, the working efficiency, Huaweis brand, and the
customer satisfaction will be affected.
Countermeasure:
By signing the contract and issuing the production order (PO), definitely
require the cooperation partner to effectively transfer the pressure.
Strengthen the monitoring of and guide to the cooperation project. Try to

convert the responsibilities to different regulations and strengthen the
monitoring of these regulations. At the project preparation stage, together
with the cooperation partner, determine a problem reporting system, report
submission system, and customer reporting system, and also define the
penalty measures if a problem occurs.
The requirements on report submission, instruments, and number of staff

holding a work license for the cooperation partner must be written into
regulations and standards. Put all definite requirements (including award
and penalty) into the cooperation bidding document and the contract with
the cooperation partner. Strictly carry out these requirements in the contract
and take award and penalty measures if appropriate.
Establish an inspection system and supervision mechanism and strengthen

the inspection density. For new cooperation partners, inspect 100% the first
several cooperation projects to thoroughly eliminate their minds of being
always lucky.
Organize the cooperation partners staff to study and discuss typical manmade accidents. Organize necessary training and demonstration site
construction, prepare related pictures and send them to all supervisors to
study. Strengthen the requirements for cooperation partners as well as the
pressure transfer, and require them to initiatively send staff to Huawei for
training.
If the cooperation partner is definitely unable to bear and deliver a certain

project, raise procurement requirements to the TK in time.
During the project implementation, have multiple routine communications

with the customer to learn the satisfaction at the cooperation partners staff.
----End
8.1.5 Input
Information collection table for a swapped WCDMA NodeB
Contract and bidding document for XXX Project
XXX project plan and engineering implementation plan (without template)
8.1.6 Output
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Summary of XX Project Engineering Parameters
Swapped Network Planning Solution for XXX Project (without template)
XXX Network Assessment Report (without template)
DT&CQT Comparison Analysis Report for XXX Network before and after Swap
(without template)
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Performance Statistic Comparison Analysis Report for XXX Network before and after
Swap (without template)
XXX Network KPI Acceptance Report after Swap
XXX Network Optimization Report

None.
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Project Wrap-Up and

Assessment
9.1 Project Wrap-Up

9.1.1 Preparations
When a project is completed or one stage of the project is completed, the following
documents must be submitted for RNP and RNO projects, respectively.
1.
Planning project
List of archived files, Project Planning and Risk Assessment, Project Weekly Report,
RNP Information Collection Table, System Simulation UNET File, Planning Report,
Planning Report Slides, Summary of Engineering Parameters, Business Trip Report, and
Project Wrap-Up Report.
2.
Optimization project
List of archived files, Project Planning and Risk Assessment, Project Weekly Report,
RNO Information Collection Table, Summary of Cell Parameters, System Simulation
UNET File, Summary of Radio Network Parameter Adjustment, Single Site Verification
Table, Single Site Verification Problem Tracking Table, RNO Report, Optimization
Report Slides, Business Trip Report, and Project Wrap-Up Report.

Figure 1.1 Point-of-contacts and responsibility matrix for project wrap-up
2016-10-21
Action
Project
Team
Members
TL
PM
Project
Supervision
Team
Establish a project document

management system
Summarize reports submitted

by project team members
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Action
Project
Team
Members
TL
PM
Project
Supervision
Team
Submit a project operation

summary
Hold a project wrap-up and

assessment meeting
Archive project process

documents
Project team members: Finish tasks assigned by the TL, and submit work reports, a business
trip report, and a project wrap-up report to the TL.
TL: Supervise the quality of each sub-report during project implementation, and prepare
Planning Report Slides and Optimization Report Slides.
9.1.3 Procedure
Figure 1.1 shows the workflow for document archiving and project wrap-up.
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Figure 1.1 Workflow for document archiving and project wrap-up
Step 1 Establish a project document management system.

For network planning, the TL should adopt WCDMA-Document Naming and Archiving
Specifications-Engineering Project Department-20061031-A-1.4 (It is the version by the end
of October 31, 2006 and the date will be updated if there is any update. Please obtain the
latest version) to establish the document specifications for the project and set the document
server of the project team.
Step 2 Summarize reports submitted by project team members.
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1.
According to the archiving requirements in WCDMA-Document Naming and Archiving

Specifications-Engineering Project Department, the TL should check whether the
documents for each stage of the project have been archived on the on-site document
server, and whether the quality meet the requirements of the project team. If a document
fails to meet the requirement, return it to related personnel for modification and then
archive it again.
2.
Project team members submit a summary report and business trip report within a week
after they leave the project team, and the TL reviews the reports.
3.
The TL submits a project operation summary report within a week after the project is
completed and the project supervision team reviews the project operation summary
report.
Step 3 Archive project documents.

1.
After a project or one stage of the project is completed, the TL prepares the archiving
and review checklist in accordance with WCDMA-Document Naming and Archiving
Specifications-Engineering Project Department. The TL also checks whether all reports
(for example, project planning report, risk assessment report, planning report,
optimization report, reporting materials, important e-mails, and memos) needing to be
archived have been archived on the on-site server during service implementation.
2.
After preparing the archiving and review checklist, the TL submits an application for
document archiving to the server document controller of the project supervision team,
uploads the documents to the server (\\szxptn02-fs\Wx_urnp_kb_f\05 upload
directory\engineering department), and then update them based on modifications by the
project supervision team.
3.
The server manager moves the process documents to the formal directories.
Step 4 Hold a project wrap-up and analysis meeting.

1.
The TL holds a project wrap-up and analysis meeting. Participants discuss the project
wrap-up report and encountered problems. The TL explains relevant decisions and
principles of preparing a technical solution in the project to the project team members to
improve the overall technical level of the project team.
2.
The TL organizes project operation cases, including typical success cases, failure cases,
and special problems according to the discussion at the project wrap-up and analysis
meeting, and then submit them to the project team.
3.
The project wrap-up stage is completed and the project goes into the project assessment
stage.
----End
9.1.4 Key Issues to Consider
2016-10-21
1.
The TL archives the quarterly documents or the documents of the whole project
according to the requirements in WCDMA-Document Naming and Archiving
Specifications-Engineering Project Department and the span of the project. If any
document that needs be to output is not submitted, the TL needs to explain the reason to
the project supervision team.
2.
The TL refers to the WCDMA_XX Region XX Operator Phase X_Project Summary_XX

(Name)_YYYYMMDD template to prepare the project summary, which should mainly
include investment analysis of project resources (manpower, tools, and the cooperation
partner), problems and experience in project operation, cooperation partner management,
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training and practice, and teamwork and division of labor. The main purpose is to
summarize experience, find out problems, and share successful experience in the project.
3.
The project team customizes a project summary template for team members. The project
summary made by team members can contain a small topic, problem location process,
growth experience in the project, and opinions on the operation of the whole project.
9.1.5 Input
None.
9.1.6 Output
XX Region XX Operator X Phase Document Folder
WCDMA _ XX Region XX Operator X Phase _Project Summary_XX

(Name)_YYYYMMDD
9.1.00 WCDMA-Document Naming and Archiving Specifications
9.1.01 WCDMA-Naming Instances of Archived Documents
9.2 Project Assessment

9.2.1 Preparations
1.
From the project startup to the project delivery, the TL needs to record the dates when
RNP project team members join the team and when they leave the team. The data is an
important parameter for assessing the manpower investment of the whole project team.
2.
Project assessment usually follows project wrap-up stage.

Figure 1.1 Point-of-contacts and responsibility matrix for project assessment
Action
Project Team
Member
Engineers skill self-assessment
Engineers skill assessment by

the TL
TL
PM/A
M
Customer satisfaction
assessment
2016-10-21
Project
Supervisio
n Team
R
R
TLs skill assessment by project

supervision team
Project cost assessment
Network
Planning
Manager in
the
Subdivision
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The engineers skill self assessment, engineers skill assessment by the TL, and TLs skill
assessment by the project supervision team are completed on basis of the templates issued by
the project supervision team.
After the TL completes the on-site basic data collection and preparation, the project control
manager (usually a member of the project supervision team) completes the project cost
assessment.
9.2.3 Procedure
Figure 1.1 shows the workflow for project assessment.
Figure 1.1 Workflow for project assessment
Step 1 Engineers skill self-assessment

1.
The project supervision team starts up the RNP engineers skill tracking after the project
or every quarter, depending on the project progress.
2.
The project supervision team sends a WCDMA RNP Engineers Comprehensive Skill
Monthly Tracking Table Filled by the RNP Engineer questionnaire.
3.
The TL and related RNP engineers feed back the self-assessment to the project
supervision team within a week after receiving a WCDMA RNP Engineers
Comprehensive Skill Monthly Tracking Table Filled by the RNP engineer.
Step 2 Engineers skill assessment by the TL

1.
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The project supervision team starts up the RNP engineers skill assessment by the TL
while starting up the RNP engineers skill self-assessment.
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2.
The project supervision team sends a WCDMA RNP Engineers Comprehensive Skill
Monthly Tracking Table Filled by the TL questionnaire.
3.
The TL completes the questionnaire according to the project team members

performance and feeds back to the project supervision team within a week.
Step 3 TLs skill assessment by the project supervision team

1.
The project supervision team decides whether to send a WCDMA RNP Engineers
Comprehensive Skill Monthly Tracking TableFilled by the Subdivision Owner to the
RNP manager in the subdivision and representative offices according to the number
projects to assess the TLs project operation skill.
2.
The project supervision team completes the WCDMA RNP Engineers Comprehensive
Skill Monthly Tracking Summary Table according to the assessment information fed
back by the subdivision, the TL, and RNP engineers.
Step 4 Project cost assessment

1.
From the project startup to the project delivery, the TL needs to record the dates when
RNP project team members join the team and when they leave the team. The data is an
important parameter for assessing the manpower investment of the whole project team.
2.
The supervisors of the project supervision team put the recorded dates and the quantity
of NodeB in the WCDMA RNP Engineers Comprehensive Skill Monthly Tracking
Summary Table, and then divide the man hours by the number of sites to obtain the
optimization efficiency of the whole project.
Step 5 Customer satisfaction assessment

1.
The project supervision team assesses the customer satisfaction with the on-site RNP
engineers work mainly based on the assessment from the customer and related
departments (marketing department and GTS).
2.
After the project is completed, the project supervision team sends emails to related
departments of the company to make a survey. The departments feed back the
assessment results to the project supervision team. The assessments fed back at the site
will be considered as the project implementation capability, professional capability,
performance, and working attitude in the WCDMA RNP Engineers Comprehensive Skill
Monthly Tracking Summary Table, as well as the data source for the project assessment
tables.
----End

1.
RNP engineers and the TL should complete the RNP Engineers Comprehensive Skill
Monthly Tracking Table within a week to avoid forgetting to do after a long period of
time.
2.
During the project implementation, the TL needs to record the daily work quality of RNP
engineers as well as the time when they join and leave the team so as to better assess the
engineers skill and the project cost.
3.
A project assessment is necessary before the project is completed. If the project duration
exceeds half a year, a project assessment is recommended every half a year.
9.2.5 Input
2016-10-21
WCDMA RNP Engineers Comprehensive Skill Tracking Table Filled by the Engineer
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WCDMA RNP Engineers Comprehensive Skill Tracking Table Filled by the TL
WCDMA RNP Engineers Comprehensive Skill Tracking Table Filled by the Regional
Office RNP/RNO Manager
9.2.6 Output
WCDMA RNP Engineers Comprehensive Skill Monthly Tracking Summary Table

9.2.00 Instructions for Filling in the WCDMA RNP Engineers Comprehensive Skill Monthly
Tracking Summary Table (path: \\szxptn02-fs\Wx_urnp_kb_f\04 process documents\04
project support\06 staff and instruments).
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Project Management
Experience
10.1 Cost Control

10.1.1 Basic Concepts
Project cost, also called project expense, is a monetary form of resource consumption incurred
in a project. Project cost includes the resources consumed at each stage of the project
lifecycle. The basic elements of resource consumption consist of labor fee, material fee,
equipment fee, consultant fee, and other fees. The factors that affect project cost include
project scope, project quality, project duration, quantity and prices of resources, and project
management level.
Cost estimate is an approximate estimation of the costs of resources necessary for all tasks in
a project. Cost control is a project management task that controls the incurred project cost
within budget.
For the concepts, methods, examples, and tools of an RNP project, refer to RNP Project Cost
Estimation Guide V1.0.Currently, the workflows, guides, and templates related to
engineering service projects of the company mainly covers cost estimate, instead of cost
control. Therefore, this chapter only describes the cost control method in the project
management sense. Resource planning and cost estimate need to be performed again if the
RNP project cost is changed owing to the SOW and progress alteration.
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After the RNP project cost estimate, a cost baseline can be generated. Cost baseline is a timebased budget solution and is used for project cost performance assessment and monitoring.
Usually, cumulative cost of each project stage is analyzed and represented by an S curve, as
shown in Figure 1.1.
Figure 1.1 Cost baseline diagram
The input of cost control consists of the cost estimate output at the project plan stage and the
cost incurred in project implementation. Compare the two values to find whether there is any
positive or negative variance through earned value analysis. Find the reason for the variance
and combine other control processes (scope control, progress control, quality control, and risk
control) in project management to correct the cost estimate. In addition, take measures to
control the cost within an acceptable range. These measures include organization structure
change, and reduction of manpower, planning and optimization tools, vehicles, and
cooperation partners engineers.
10.1.2 Earned Value Analysis Method

The earned value analysis method is an important method of controlling project cost. This
method combines measurements such as scope, cost, and progress to help project manager to
assess project performance, correct variance in time, and precisely forecast the total fund
demand.
The basic idea of this method is introduce an intermediate variable earned value to help
project managers to analyze the change of project cost and duration and provide
corresponding information so that they could make a scientific prediction and judgment of the
project cost development trend and take countermeasures.
Earned value is an intermediate variable that uses a planned value to represent the actual
cost of the work performed within a given period of time. The formula to calculate this
variable is as follows:
EV = work performed budgeted cost of work performed
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In traditional cost management, if the budget is 10 and the actual cost is 13, then the cost
variance is -3. In earned value analysis, if the budget is 10, the actual cost is 13, and the
earned value is 8, then the cost variance is -5 and the schedule variance is -2.
1.
PV: Budgeted cost of work scheduled (BCWS)

BCWS is the approved cost budget planned to be spent on some activity within a given
period of time.
2.
AC: Actual cost of work performed (ACWP).

ACWP is the sum of direct cost and indirect cost spent on work performed within a
given period of time.
3.
EV, also called BCWP, represents the actual cost of work performed on basis of the
budgeted cost.
These three intermediate variables are used together to provide two common variances to
measure whether the work can be completed as planned.
Cost variance (CV):

The formula of calculating CV is as follows:
CV=BCWP-ACWP
CV represents the difference between the BC of work performed and the AC of work
performed. If CV is less than 0, the actual cost exceeds the budget; if CV is equal to 0, the
actual cost is equal to the budget; if CV is greater than 0, the actual cost is within the budget.
Schedule variance (SV)
The formula of calculating SV is as follows:
SV=BCWP-BCWS
SV represents the difference between the BC of work performed and the BC of work
scheduled. If SV is less than 0, the work is delayed; if SV is equal to 0, the work is completed
as planned; if SV is greater than 0, the work completed in advance.
These two variables respectively represent the effect of project cost and project duration on
the project.
CV and SV can be respectively converted into a cost performance index (CPI) and a schedule
completion index (SCI).
CPI
Formula of calculating the CPI: CPI=ACWP/BCWP. The CPI represents the ratio of actual
cost of work performed to the budgeted cost of work performed.
1.
SCI
Formula of calculating the SCI: SCI=BCWP/BCWS. The SCI represents the ratio of
budgeted cost of work performed to the budgeted cost of work scheduled.
In some cases, the SCI and the CPI are used together to predict the budget at completion
(BAC).
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Figure 1.1 Earned value analysis in cost control
BAC: Budgeted at completion

EAC: Estimate at completion
ETC: Estimate to completion=EAC-AC
VAC: Variance at completion=BAC-EAC
10.1.3 Earned Value Analysis Example

Figure 1.1 Earned value calculation example A in cost control
2016-10-21
Work Sequence
Number
Task
Schedule
Goods supply
6.1-6.6
1.1
Goods preparation
6.1-6.5
100
1.2
Goods delivery
6.6-6.6
20
Installation and
commissioning
6.7-6.5
2.1
APM30 Installation
6.7-6.15
200
2.2
Commissioning
6.16-6.26
150
2.3
Cutover
6.27-6.30
30
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Figure 1.2 Earned value calculation example B in cost control

Schedul Work
e
Completed
(Linear Rule)
Week 1
100+20+200* 100+2090% 100+20+

1/9
200*50%
100+2050% 110
Work packages 1.1 100+20+200* 100+20+200 100+20+

and 1.2 are
8/9
80%
200*50%
completed
100+20+200 300
50%
(6.1-6.7)
Work package 1.1

is completed.
(50/50 Rule)
AC
(RMB10,0
PV
EV
PV
EV
00)
(RMB10,0 (RMB10,0 (RMB10,0 (RMB10,0
00)
00)
00)
00)
90% of work
package 1.2 is
completed.
Week 2
(6.8-6.14)
80% of work
package 2.1 is
completed.
Week 3
Result of work
(6.15-6.21) packages 1.1, 1.2,
2.1, and 2.2
100+20+200+ 100+20+200+ 100+20+200+ 100+20+200+ 430

150*6/11
150
150*50%
150
Week 4
100+20+200+ 100+20+200+ 100+20+200+ 100+20+200+ 490

150+30*1/4
150+30
150+30*50% 150+30
All work packages

(6.22-6.28) are completed.
During the project implementation, the earned value analysis method was used to perform a
cost performance assessment every week. Finally, the project was completed two days earlier
than scheduled, and RMB100000 was saved.
There are two methods of determining forecasted cost at completion.
1.
The unaccomplished work is to be performed according to the current efficiency:

Calculation formula of this method: BAC/CPI
In combination with the linear rule in the above table, you can use this method to
forecast the time and cost required to complete the project.
2.
The unaccomplished work is to be performed according to the scheduled efficiency:

Calculation formula of this method: FCAC=ACWP + (BACEV)
10.1.4 Precautions
The earned value analysis method can help to find whether there is any cost variance during
project implementation. If any, the RNP TL can find the causes and solutions from the
following aspects:
It is very common that after RNP engineers arrive at the site, the project cannot be started as
scheduled because of the following causes: It takes a longer time to declare the equipment at
the customs than usual, the progress of interconnection with a third partys equipment is
slower than expected, or the RNP engineers happen to arrive at the site on a holiday.
Therefore, the RNP TL needs to learn every possibility of a delayed schedule from the
customer or related departments before submitting a personnel demand, and determines what
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preparations can be completed in advance, instead of being completed at the site. If the project
is not started after RNP engineers have arrived, the RNP TL can check the original work plan
to see whether some subsequent work can be started in advance, or dismiss them for a short
term, or give them technical training to improve the subsequent efficiency to make up for the
cost wasted at this stage. When dismissing RNP engineers for a short term, the RNP TL
should ensure that the plan is controllable, although it is delayed. In addition, the RNP TL
should consider the business trip expenses, including airplane ticket, subsidiary, and
accommodation fee.
Another case is that a new work package is added, in which case more resources are required
and the budgeted cost is increased. At the project plan stage, the budgeted cost of network
planning and optimization only covers the basic work packages. Therefore, there may be new
work packages required during project implementation. Most of these new work packages are
usually put forward by the customer. For example, the customer adjusts the business policies,
holds a news press, participates in a telecommunications expo, and allocates numbers.
Sometimes, the headquarters of the company may also put forward some work demands. On
the one hand, the RNP TL needs to confirm with the customer and the project team whether
there is any requirement in addition to the basic work packages at the project plan stage, and
tries to ensure that the budgeted cost of network planning and optimization is complete. On
the other hand, if any of the above cases occurs during project implementation, the RNP TL
first assesses the reasonability of the customer demands and the tenseness of the current
customer relationship, and then judges whether the customer should be responsible for
completing some demands while Huawei just provides some assistance or training, whether
technicians of the customer sometimes are willing to do some work for the purpose of
learning, whether the work plan is updated, or whether a new work package as well as new
resource plan and cost estimate is added.
The RNP TL should also pay attention to the low work efficiency during project
implementation. The low work efficiency may be caused by lack of technical training or
rework owing to the unreasonable work plan or lack of responsibility. The RNP TL should
make corresponding adjustments to help engineers to find out the problems and solutions. In
the case of complicated, heavy, error-prone work, the RNP TL should consider whether there
is any high efficient processing method (for example, excel, perl, and python) and prepare
some small tools at the site to improve the work efficiency. If the work (for example, the
disposal of interference problems) is very difficult, it may take ordinary engineers a long time
to complete it. In this case, request the headquarters to assign an expert to do it.
Outsourcing (for example, site survey and DT) is very common in a network planning project.
The RNP TL should learn the service quality and quotation of as many vendors as possible,
and therefore, we can take the advantage during negotiation.
In addition, it is also very common that tools or accommodation resources are not utilized.
The RNP TL should often check the utilization of tools and accommodation resources to
avoid waste.
From the whole process of network planning and optimization service, the platform at the
simulation center can be used to save the cost requirement of high performance portable PC
and UNET dongle at the network planning stage. Site survey is a time-consuming, costconsuming task and it is unnecessary to survey each site. Considering that the customer
service engineer of the 2G network is very familiar with the conditions of the sites, the RNP
TL only needs to confirm the conditions of most sites with the customer service engineer, but
surveys only those uncertain sites. When testing a single site, the RNP TL can compare the fee
of renting a car with that of taking a taxi or bus. In the case of only a few sites or a short
distance, it is cheaper to take a taxi or bus. In the case of renting a vehicle, the RNP TL should
try to arrange to test the sites in the same area to improve the utilization of the vehicle, and
especially arrange to complete the test of sites along a highway or trunk road within a day. Or
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the RNP TL simply integrates the single-site verification stage into the RF optimization stage.
The parameter optimization stage covers the parameter modification process. The RNP TL
should distinguish stages of the project to update the parameter modification process. Before
the commercial stage, from the angle of quick optimization, the TL can simplify the process
as much as possible and classify parameters. The TL can authorize engineers to directly
modify most cell parameters. After the pre-commercial or formal commercial stage, from the
angle of performance stability, the TL should strictly review the process and withdraw the
authority of directly modifying parameters from engineers. The parameter optimization stage
also covers the optimization tests of services such as CS and PS. Currently, a tool is available
to support multi-service concurrent automatic test of multiple UEs. The RNP TL can arrange
one cooperation partners engineer to operate on two or three portable PCs and
simultaneously use six UEs to perform call tests, VP tests, and PS UL/DL FTP, respectively.
Pre-tests before RF optimization, parameter optimization, KPI acceptance all cover DTs. In
areas with traffic jam in the day, perform DTs at night so as to test more areas.

None.
10.2 Project Plan Management

Plan and implementation are the basis of measuring the project management quality: planaction-stage target\index-final target\index. Write what I should do for a project plan, do
what I have written for plan implementation, and record what I have done for project
wrap-up. During the plan implementation, the project plan should be adjusted and refreshed in
time according to the environment change.
10.2.1 Key Contents

Step 1 Delivery targets of the project
Before preparing a project plan, define the delivery targets of the project.
The delivery targets come from 1) the contract text with legal force and other auxiliary texts
which both parties have signed to confirm, 2) special commitments made by the marketing
department and the high level of the company to the operator, and 3) internal requirements
(for example, guide improvement from major offices, special topic study, and staff training) in
departments of the company. Among them, the contract requirements are fundamental but also
the most important delivery target. The TL must learn and understand contract clauses and
commitments related to network planning. If there is any question or dispute, instantly clarify
it with the bid manager and the project manger of the company to avoid affecting the delivery
of the whole project.
There may be various deliverables, including project acceptance deliverables (KPI acceptance
of new/expansion/swap project or network optimization project), training deliverables
(training operators engineers to meet the training quality requirement), network planning and
optimization delivery tools (delivering planning and optimization tools of a specific version to
meet the customer demand), internal deliverables (guides, special topic study, and staff
training).Therefore, after being appointed, the TL must read and study the contract carefully,
have full communication with the local market personnel, project manager, operators
technicians, and related departments of the company, define all major delivery targets related
to the network planning and optimization service, responsibility matrix between departments,
cooperation partner, and the network operator, input, and output.
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After defining the major deliver targets, the TL needs to subdivide them to derive various
daughter delivery targets. Only by doing so, the TL can have a clear idea of the schedule,
resource requirements, risks, and difficulties when preparing the project plan.
The on-site network planning and optimization team is a part of the whole project team. In the
principle of the part being governed by the whole, the delivery targets of the whole network
planning and optimization project must agree with the overall delivery targets of the whole
project team, and must be supported and recognized by the project manager, the director in
the representative office, and teams that are related in the network planning and optimization
service.
(Find an instance to illustrate the design of delivery targets of a project.)
Step 2 Plan preparation
Through a project plan, the TL controls the project delivery time to meet the high quality
delivery target and controls the cost within the budget. The following factors must be
considered for the preparation of the whole project plan:
1.
Center on the delivery targets and determine milestones according to the priorities and
time of the delivery targets.
2.
Define the task breakdown structure, confirm individuals tasks, and define the
responsibility matrix/dependency between individuals and departments.
3.
Define key actions, monitoring points, input, and output of the project.
4.
Implement resource allocation (staff, tools, and fund) according to the task breakdown.
5.
Define the alert lines of the project, analyze potential risks of the project and establish
corresponding warning mechanisms and emergency mechanisms.
6.
Integrate the cost analysis to improve the project operation performance and average
benefit, and avoid large investment but low production.
7.
Consider not only the current delivery, but also the project cutover and future
suggestions at the project delivery when preparing the project plan.
(Give a plan example to illustrate the key factors that a plan must contain.)
Step 3 Plan implementation and management
During project plan implementation and management, do what I have written should be
fully highlighted. The plan is not for show, but must be strictly followed once established.
Through plan implementation and management, you should ensure that the most suitable team
makes the best of the limited resources to accomplish the most important task and achieve the
optimal production in the most scientific management way within the shortest time.
Plan implementation and management involves the following:
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1.
Project schedule management
2.
Plan alteration management
3.
Issue list management (plan/management, tool, product/R&D, network planning and

optimization, and others)
4.
Document archiving management (report, fax, important email, meeting minutes, digital
map, test data, and performance monitoring data): Define a heritable archiving method.
5.
Cost and budget management (cost and budget analysis of time, staff, and fund, avoid
any budget mistake)
6.
Project performance management (actual result and prediction, performance and status
report, perform tracking, management and communication for the project performance)
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7.
Staff management (work division and staff training)
8.
The whole project plan management will eventually be implemented by the

implementation of routine management (routine schedule) and each action. When the
operation environment changes, make adjustments in time and assess potential risks.
----End

3.1.01 TL Training Courses-RNP Project Schedule Management 200608.rar
(This part was compiled by reference to related documents for the Hong Kong project and the
UAE project.)
10.3 Project Risk Management

10.3.1 Introduction
Step 1 Project risk management
A project risk is an uncertain event or condition. Once it happens, it will bring about positive
or negative effect on at least one of the project targets (for example, time, expense, scope, or
quality).There are one or more causes for a risk. The cause or causes may bring about effect.
A project risk has the following characteristics:
1.
Uncertainty
2.
Negative or positive effect
3.
The cause or causes for the risk may bring about aftermath.
4.
Known or unknown risk
To minimize the risks that affect the project targets, the project manager must actively
perform project risk management. Project risk management is a series of processes such as
project risk identification, project risk analysis, and countermeasure preparation. The
objective of project risk management is to increase the probability and effect of positive
events but reduce the possibility and effect of events unfavorable to the project targets.
Step 2 Processes of project risk management
Project risk management goes through the entire project lifecycle and may be repeated many
times until the project is closed. The processes of project risk management consist of risk
management planning, risk identification, qualitative/quantitative risk analysis, risk
countermeasure plan, and risk monitoring.
1.
Risk management planning

Risk management planning refers to activities of planning a project and implementing
project risk management. The contents of project risk management planning include:
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Methodology: Methods and tools used to identify risks and perform qualitative or
quantitative analysis of risks.
Budget: How to allocate resources and estimate the expense necessary for risk
management.
Role and responsibility: Define the staff necessary for each activity in risk
management planning as well as responsibilities of each person.
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Risk probability and effect definition: Define the probability and effect of risks at
different levels.
Risk generation stage: Assess when and how many time a project risk may occur.
Requirement report: Define how to record, analyze and communicate the results in
the processes of project risk management.
Monitoring and tracking: Record the process of each risk activity and summarize
learned lessons.
Risk identification
Risk identification means identifying the risks that will affect the project and recording
their characteristics in writing. The contents of risk identification include:
Identification basis, including project management plan, description of project scope,
industry environment risk management plan, available cases and learned lessons.
Identification methods and techniques, including check and analysis by using history
documents, expert judgment, brainstorming, questionnaire, SWOP analysis, Delphi
technique and diagram technique.
3.
Qualitative/quantitative risk analysis

Risk analysis means assessing and summarizing risk probabilities and effects and sorting
out risks so as to take further actions subsequently.
Qualitative risk analysis: Sort out the priorities of all identified risks according to the
subjective judgment to facilitate the further quantitative analysis.
Quantitative risk analysis: Analyze the exact possibility and aftermath of each risk
according to the available information and data, and assign a value to each risk to
facilitate the decision of a risk countermeasure. Quantitative analysis focuses on the risks
with the highest priority in qualitative analysis.
4.
Risk countermeasure
Risk countermeasure means a process where you prepare a solution for potential risky
events to increase the possibility of project implementation but reduce the possibility of
project failure or threat. The basic techniques and policies for risk countermeasure
include:
5.
Avoidance: Change the project targets to eliminate risks and adopt "low risks low
returns.
Transfer: Try to transfer the aftermath of risks and disposal responsibilities to the
third party.
Reduction: Try to reduce the effects and probabilities of risks to an acceptable range.
Acceptance: Accept the results and probabilities of risks and their occasional negative
effects.
Risk monitoring
Risk monitoring means tracking identified risks, monitoring remaining risks, identifying
new risks, and implementing and assessing risk countermeasures in the entire project
lifecycle. Project risk monitoring is a continuous, repeated process. If monitored and
handled properly, risks can be completely avoided. There are two risk monitoring ways:
Top N risk tracking: Focus on monitoring the implementation and effect of
countermeasures for the first N high risks.
Project trend analysis: Review the project implementation trend according to the project
performance, and assess the possible variances that the project may currently generate to
determine the potential effect of risks.
----End
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10.3.2 Risk Management for a Network Planning

Project
Step 1 Common risk categories
Common risk categories for network planning projects include resource risk (manpower and
equipment), time risk, market and customer relationship risk, competition risk, and
technological risk. Generally, a resource risk, time risk, competition risk, market and customer
relationship risk are loosely related to the stage of a project, while a technological risk is
strongly related to the stage of the network planning project. Therefore, different risks should
be considered at different stages of the network planning project.
The MTS network planning business process is divided into three stages: pre-sales,
engineering planning and optimization.
1.
Pre-sales stage
Accomplish pre-sales expansion, pre-bid guidance, and bidding, guide the customer to
construct the network, and promote the network planning brand of the company.
2.
Engineering planning stage

Accomplish the NodeB survey, CW test and model correction, frequency-clearing test,
detailed network design, engineering construction, and hardware installation.
3.
Optimization stage
Accomplish single-site verification, cutover, RF optimization, parameter optimization,
and customers acceptance to ensure the network quality.
Step 2 Risk analysis and prevention measures

During project operation, the RNP TL needs to consider resource risks, time risks,
competition risks, market and customer relationship risks, and technological risks. The RNP
TL can refer to the possible risks and prevention measures summarized on basis of the
available experience in project operation.
1.
Resource risk
Manpower resource risk: It refers to the possibility that the number and qualifications of
persons cannot meet the project requirement and that they cannot arrive on time. When
analyzing the manpower resource risk, the RNP TL needs to consider subcontracting
policies of the company, the resource status of departments and the cooperation partner,
visa, and expense.
Prevention measures: Request manpower in advance, consider a margin, prepare
manpower in batches, promote the market, give internal training, and engage a
consultant.
Equipment resource risk: It deals with the quantity and quality of network planning and
optimization equipment and vehicles. When analyzing the equipment resource risk, the
RNP TL needs to consider the quantity and quality of vehicles, equipment reserve,
request period, equipment clearance, and equipment maturity.
Prevention measures: Request equipment in advance, consider a margin, prepare
equipment in batches, temporarily rent equipment, strictly manage equipment, obtain
support from the equipment manufacturer, and replace the model.
2.
Time risk
The customer does not reserve time for network planning and optimization because of
lack of knowledge of mobile networks.
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Prevention measures: Fully communicate with the customer and warn the customer of
network quality complaints owing to no optimization or inadequate optimization, letting
the customer be aware of the importance of the mobile network and reserve time for
network planning and optimization.
Under the external pressure (for example, competition with other network operators and
user complaints), the customer cannot reserve insufficient time for network planning and
optimization.
Prevention measure: Add more equipment and more qualified staff and start
simultaneous planning and optimization of multiple clusters or cells to improve the
planning and optimization efficiency.
The bidder initiatively shortens the planning and optimization time because of
competition requirement or lack of experience.
Prevention measures: Learn the difficulties at each stage of the project, define
responsibilities of each party in advance, strengthen the cooperation with other work and
promote the progress, and let all members of the engineering project team concern the
network planning and optimization progress.
The unfavorable progress of the previous stage, undefined responsibilities, and poor
cooperation between various work all lead to a low network planning and optimization
efficiency or time compression. For example, after a framework agreement is signed, the
final technical specifications and KPI commitments are not defined in a long time; it is
difficult to negotiate with the property management company where the NodeB is
located; the engineering installation schedule is delayed and the engineering quality is
poor; it is difficult to adjust the antenna and it also takes a long time to adjust the antenna
in optimization; the responsibilities of antenna adjustment and equipment room
operations on the RAN side are not well defined; the RAN side, CN side, and 2G
cooperate with each other badly.
Prevention measures: At the beginning of each task in the project plan, reserve some
preparation time to fully collect relevant input information about network planning and
optimization to avoid work repetition or rework.
Mistakes in work lead to rework of network planning and optimization. For example,
planning rework is caused by misunderstanding the customer demand and inputting
incomplete or incorrect information that does not agree with the network operator and
the local environment; re-adjustment of optimization measures is caused by lack of
knowledge of previous optimization work.
Prevention measures: Reserve a proper time margin when making the whole plan and
continuously optimize the working methods during project implementation. For
example, if you make the call duration 60 seconds and the idle time 15 seconds, you can
concurrently optimize the call drop rate and call completion rate to shorten the test time;
overwork properly at night or on holidays.
3.
Market and customer relationship risk

Huawei is not the vendor of the customers existing network, and Huawei has
disadvantages in the market and customer relationship. For example, although no
equipment on the existing network is supplied by Huawei, the customer recognizes
Huaweis equipment through tests and has expectations; no equipment on the existing
network is supplied by Huawei, and the customer is unfamiliar with Huaweis equipment
and just wants to have a try on Huaweis equipment.
Prevention measures: Publicize the conditions of Huawei's other networks by means of
communication plans, establish and build up the customers confidence in Huawei.
Huawei is the vendor of the customers existing network, but the customer is not
satisfied with the operation of equipment on the existing network. For example, because
incidents frequently happen to the equipment on the existing network, the customer does
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not have a good impression on Huaweis equipment; the equipment on the existing
network operates normally, but the customer has a misunderstanding of Huaweis
equipment for the reason of competitors.
Prevention measures: Reconstruct the existing network to improve the customer
satisfaction at the equipment on the existing network; define a plan and policies for the
market and customer relationship to eliminate the customers misunderstanding; properly
arrange on-job training during project implementation to enhance the customer
recognition.
4.
Competition risk
The customer usually compares multiple vendors, and therefore, there is competition
risks in the operation of such a project. The RNP TL needs to consider risk prevention
measures during the project operation:
Learn the competition policies and means of competitors and Huawei.
Learn the key processes, key aspects, and measures that guarantee Huawei to take
advantage over competitors.
Make mitigation and remedy policies to protect Huawei against disadvantage.
5.
Technological risk
Technological risks are strongly related to the stage of a project.
Engineering planning stage

The simulation software and propagation model need to be improved (HSDPA
simulation is not supported and no planning tool can be used to forecast 3G based on
2G DT data).
Prevention measures: Remind the tool issues in time, assess the effect of the issues on
the network planning, promote related departments to solve these issues, and replace
the tool software if necessary.
Subject to the limitation of the actual condition, the planning result is greatly different
from what the customer expects. For example, the ideal planning condition differs
greatly from the actual condition (difference in site access and difference in
engineering parameters such as site height); the number of planned sites differs
greatly from the number of actually deployed sites; planning parameters differ from
actual parameters; there are some special terrains and landforms (mountainous
terrain, rugged terrain, and great differences in terrain height) that cannot be
overcome; the planning environment is very adverse (insufficient ARFCNs and
interference).
Prevention measures: Assess the difference between the ideal planning condition and
the actual condition, the difference between the number of planned sites and the
number of actually deployed sites, difference between planned parameters and actual
parameters, and effect of adverse landform and planning conditions on the network
quality. Give a warning in time to the customer and Huawei, lower the customers
high expectation for the network quality, and promote the solutions to these
technological problems.
Technological difficulties for network planning include water surface coverage,
indoor distribution system construction, 3G/2G interoperability, HSDPA network
design and market strategies.
Prevention measures: Learn the solutions to or mitigation measures against these
technological difficulties in other networks and define the countermeasures for the
network planning.
There are special service requirements or harsh, unreasonable requirements (for
example, use HSDPA to achieve the coverage for the ADSL service).
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Prevention measures: For special service requirements, learn the degree that
Huaweis equipment currently can meet and the future planning roadmap in time, and
determine the market strategies and prepare a specific implementation plan together
with product and market personnel. For harsh, unreasonable requirements, explain the
reasons to the customer in terms of the technical principle and other network
instances and persuade the customer to cancel them.
Optimization stage
The sporadic coverage-based expansion affects the network quality after NodeB
cutover.
Prevention measures: Tell the customer that the sporadic coverage-based expansion
may bring about user complaints. From the technical angle, reduce the effect on the
existing network and strengthen the cooperation with RAN-side engineers.
Equipment stability involves new versions, algorithm defects, and poor support of
electro-tuning antenna.
Prevention measures: Keep an eye on the effect of equipment stability on the network
optimization, record all equipment problems while promoting the solutions to
equipment problems, and submit these problems to the project team and related
market personnel.
Technological difficulties for network optimization include pilot pollution, soft
handover ratio, PS call drop rate, and inter-system handover success rate.
Prevention measures: Keep an eye on the technological difficulties during network
optimization, establish an expert group consisting of on-site engineers, network
planning technical support, and the expert performance department to solve these
difficulties, and ask an expert from the technical support or the performance
department to provide remote support or short-term on-site support if necessary.
The KPI commitment is high or the KPI acceptance test method and test route do not
agree with the practice.
Prevention measures: Analyze the change of KPI in time during network
optimization, consider favorable acceptance test method and test route, and promote
the customer to change the impractical acceptance test method and test route. If the
customer refuses to change them, warn the marketing department to make policies to
find a solution.
Incidents (such as transmission failure, broken board, and test device failure)
unrelated to network quality causes affect the network indexes during acceptance.
Prevention measures: Before acceptance, confirm with the customer that the effect of
incidents unrelated to network quality cause on the network indexes should be
excluded from the acceptance results.
----End
10.3.3 Risk Management Guide for the TL

Step 1 General principle of risk management in project operation
When the network planning project is started, the TL should plan the project and prepare a
project planning report, which should cover risk assessment.
The TL needs to establish a good communication channel with the market manager and learn
the market strategies to avoid any conflict between risk countermeasure and market strategies.
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Before warning the customer of related problems, the TL should agree with the owner of the
marketing department upon the established risk countermeasures and ask market personnel to
discuss them.
To avoid risks, it is necessary to set store by the review system. Before being reviewed, none
of the output documents can be submitted to the marketing department or the customer. All
these documents are first reviewed by the representative office/subdivision, and then are
submitted to the headquarters for review. Then the RNP TL sponsors a review meeting, and
after review, submit the meeting minutes to the participants.
Step 2 Operation procedure of risk management
At the initial stage of each project, the RNP TL needs to perform risk management, completes
risk assessment, risk identification, and countermeasure according to the templates, and
output risk management report (for the template, refer to project planning )
In the project operation, the TL needs to monitor the project risks, take effective
countermeasures, and improve risk management continuously to guarantee that the project
can be smoothly carried out and successfully completed. For risk prevention measures, refer
to the summary of risk analysis and prevention measures in this section and the attachment
RNP Risk Library V1.0.
----End
10.3.4 Project Issues Management

Events and issues that occur in project implementation and affect the normal implementation
and delivery of the project fall into three categories:
1.
Technical issues
2.
Operation issues
3.
Requirement issues
The RNP TL should think about and answer the following questions:
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1.
Why do all technical issues need to be put on the GCRMS? What is the significance and
purpose?
4.
What are operation issues/risks? And how are operation issues/risks are processed?
5.
Why does a project analysis meeting need to be held? And what is the purpose?
6.
Who is responsible for solving issues put forward at the project analysis meeting? Who
is responsible for taking risk prevention measures? And how to promote them to
implement?
7.
In what case should a special issue/risk report be written to promote the issue settlement?
What issues are respectively related to relevant departments, cannot be solved at the site,
affect the delivery of the network planning service, and affect the customer satisfaction?
And how to output a qualified subjective report?
8.
What documents should be output for the management of different issues?
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Figure 8.1 Workflow for project issue management
10.3.01 Project Issues and Risks Management Guide by the UMTS Network Planning
Department.doc
10.3.00 RNP_TL-RNP Project Risk Management V1.0-200608.rar
10.3.02 RNP Risk Library V1.0-200608.xls
10.4 Communication Regulations and

Techniques
Statistics shows that a successful project manager spends 70% of work time on
communication and coordination. The effect of communication and coordination determines
the schedule, or even the success of a project. (Source: PMP training materials)
The communication regulations or communication forms for a project can vary, for example,
project kick-off meeting, daily report, weekly meeting, progress reporting meeting, project
analysis meeting, or irregular reporting and communication. In the last analysis,
communication can fall into internal communication and external communication. Internal"
and external are relative concepts here. After you distinguish between internal and external
communication, you can adopt different communication forms and methods to apply limited
efforts to the most effective communication.
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Communication must be performed in a good framework. Otherwise, it is just a dictatorial

meeting or a talk meeting. A good communication framework at least includes definite
agenda, adequate background materials and pre-thought, effective dispute-settlement
mechanism, definite communication results, and accurate communication memos. These
contents will be described in the specific communication regulations in detail.
Figure 1.1 Communication regulations and techniques for information transfer
The communication work is easy to quantify while the communication effect is difficult to
quantify. In this section, the required and optional communication regulations for the work to
be carried out in project are all listed in this section. In this sense, only a communication
framework is set up. The specific communication is time-consuming and effort-consuming
and the time and effort spent on communication determine the communication effect.
Communication is to transfer information. Like radio propagation, communication also
involves factors such as loss and interference. From the point of view of network planning,
the uplink and downlink demodulation performance, loss, and interference determine the
efficiency of information transfer, which determines the communication effect to a great
extent. Therefore, improving the information transfer efficiency is a basic capability of a
project manager. According to the books about communication, communication can be
generalized into four aspects: organize clear, concise speech, pay attention to nonverbal hints,
pay attention to listening, and feedback. Many books have covered these four aspects.
Therefore, we will not discuss them here.
During project implementation, it is inevitable to encounter some issues or obstacles. The
following are some common methods used to solve these issues. However, all these methods
are qualitative, and can be selected according to the specific situation.
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1.
Select a communication method and a communication environment reasonably.
2.
Correctly arrange the communication sequence and time.
3.
Build up a communication atmosphere at the right time.
4.
Exclude unrelated topics from communication.
5.
Make full use of information feedback.
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6.
Initiatively control the language and words.
7.
Initiatively use nonverbal signals.
8.
In a word, do let communication be just a form, but communicate by heart.
Add: Techniques for the use of email
10.4.1 Communication Classification

1.
External communication
As mentioned previously, external and internal are relative concepts. Supposing that we
consider the company as a whole, then external communication refers to the
communication with the customer. The key points of external communication are formal
and professional. For example, be dressed neatly and behave professionally on formal
occasions. During overseas servicing period, the RNP TL needs to pay special attention
to his dressing because RNP engineers subconsciously consider themselves as
technicians and often get dressed casually. Being well dressed is not only politeness, but
also respect for your customer in many countries, especially in Europe and the USA.
Through the respect for your customer, the customer will have a good impression on
you, without much effort. Therefore, you are recommended to get well addressed
(western-style clothes or suit) when having a routine meeting with the customer.
In external communication, the routine RNP meeting with the customer is very important
and should be focused on. Here we recommend that you should win the right of
recording the routine RNP meeting minutes.
It is also important to establish different levels of communication channels. In this way,
you can avoid inconsistent opinions and ensure the authority of the RNP TL and the
uniqueness of output opinions in project implementation. You should pay attention to the
following points:
Complete and update the RNP contact diagram, stating the information about personnel
involved in different levels of communication and defining the corresponding contact.
You can learn from market personnel who are experienced in this aspect.
It is the TL who can output formal documents of the RNP team, no matter whether the
object is the company or the customer.
For important persons, adopt the person-to-person method for different levels of
communication, if the manpower is sufficient.
Emails between RNP team members and the customer must be carbon copied to the TL.
Among these points, the second and the fourth can be the regulations of the RNP team.
2.
Internal communication
Internal communication refers to communication inside the company. Supposing that we
consider the RNP team as a whole, internal communication also involves communication
inside the RNP team and communication with the external of the RNP team. The external
of the RNP team mainly refers to the local project team, including project manager,
market personnel, and technical support personnel.
The key point in internal communication is the responsibility matrix definition. Network
planning and optimization goes through the whole process from bidding to the final
delivery. Therefore, a well-defined responsibility matrix is necessary. Since the culture,
market, and customer demand vary with countries, it is difficult to well define the
responsibility matrix at the very start. The RNP TL should not only be able to obtain
enough useful information from the company to support the network planning and
optimization service, but also help the RNP project team to win sufficient rights.
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Routine meetings of the project team and the RNP team are very important for internal
communication. From the routine meeting of the project team, you can learn the overall
progress of the project, subsequent work of the RNP team, and existing major issues and
difficulties. The routine meeting of the RNP is a connecting link between the preceding
and the subsequent work, where you can not only arrange subsequent work according to
the network planning requirements and the actual condition, but also help RNP engineers
to solve encountered issues so that the network planning can be implemented as
scheduled.
10.4.2 Key Contents

Step 1 Routine meeting with the customer
Agenda: Define the topics and set agenda you are interested in.
At the routine meeting of network planning, set agenda you are interested in, for example,
work needing the customers cooperation. Generally, it is easier to track and implement the
results after a discussion on formal occasion. Tasks difficult for the customer to accomplish
should be discussed at the meeting. If the tasks can be accomplished through efforts, give
some pressure upon the customer. In this way, you can gain a psychological advantage even if
the requirement is eventually hung up or cancelled.
Avoid the case that the customer unceasingly raises requirements while you are always busy
explaining them at the meeting, but enhance the initiative. Pay attention to this case when
defining the meeting agenda and also guide the customer in discussion.
Minutes: Accept or reject, but highlight the major.
When recording meeting minutes, you should know what should be recorded and what should
not be recorded. You can simply describe the work difficult for you to accomplish or neglect
it. The topics beyond the agenda may be temporarily thought of by the customer, but they can
increase your workload. The project cannot significantly benefit from these topics, but the
project schedule may be affected, even if these topics are accomplished. You do not need to
record these topics because the customers temporary thoughts may be changed or you cannot
remember them clearly. You can selectively record those topics the customer repeatedly
queries into the next routine meetings agenda after considering their effect on the project.
Action list: Stipulate the subsequent work of both parties and highlight the work requiring the
cooperation from the customer, the RNP team, and other departments of the company. The
action list is used to track issues and confirm the key points at the next meeting. It restricts
both parties.
Hold a routine meeting every week and report the recent work. Even if there is no major
work, you should also find topics (for example, work progress).You should let the participants
feel that they can learn something at the routine meeting, instead of feeling that the routine
meeting is a waste of time.
Step 2 Regulations on project teams routine meeting
Before each routine meeting, prepare topics related to the network planning in advance,
including related data, personnel preparation, and help support. Pay special attention to help
support, make the best of the routine meeting to raise some reasonable help requirement, and
exploit the power of the project team to solve actual difficulties in network planning.
The marketing department has an absolute powerful position in the company, and the results
introduced by the marketing department and communicated with the customer at the routine
meeting will affect the implementation of network planning and optimization. There should
be formal or informal communication channels with the marketing department and other
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related departments to ensure the smooth information transfer. The effect of possible changes
on the project should be assessed and a project alteration plan should be prepared.
Keep the commitments consistent with the marketing department. Stop the marketing
department from making arbitrary commitments in time to prevent the situation from being
worsened. Generally, the commitments made by the marketing department come from the
customer demands. After carefully analyzing the customer demands, put forward definite
network planning proposals and discuss them at the routine meeting to form the decision of
the project team.
Step 3 Regulations on RNP teams routine meeting
Hold a routine meeting every week to transfer effective information (including new or
changed network planning and optimization targets and required schedule) obtained from the
project teams routine meeting and the routine RNP meeting with the customer. In addition, it
is necessary to complete personal plan preparation, experience sharing, and question replies
within the RNP team.
The RNP teams routine meeting should be arranged after the routine RNP meeting with the
customer and the project team's routine meeting so that important information (demands,
opinions, issues, and solutions) can be transferred in time.
At an RNP teams routine meeting, feed back the questions raised by RNP team members in
time and give corresponding help or explanations. In personal plan preparation, let RNP team
members know their recent targets. If there is no urgent task, organize RNP team members to
discuss questions and exchange techniques at the routine meeting, so as to facilitate the
communication between colleagues engaged in different work and intensify their
understanding of the existing issues about the project.
Cooperation partners are involved in most projects. Therefore, the following points should be
observed:
1.
The first is the information security problem. Avoid talking about product issues and
internal issues when cooperation partners staff is present.
2.
The second is to strictly stipulate and standardize the behavior and actions of the
cooperation partners staff.
3.
The last is to define the cooperation partners work and output (including output time
and output form).
4.
On basis of these recommendations, previous communication experience, and the team

members characteristics, adopt different communication methods to improve the
communication efficiency
By the way, the RNP TL should care for the team members in daily life, let them combine
labor with rest, organize sports activities to enhance the feelings between members and
develop an active team atmosphere, and establish a good relationship with team members.
Step 4 Regulations on project analysis meeting (marketing department and the headquarters)
A project analysis meeting is sponsored by the marketing department. At the meeting, not
only the project progress should be reported, but also related issues should be solved.
Therefore, the key point of a project analysis meeting is to define the major agenda, existing
issues, and required help. After the agenda are defined and are recognized in advance, they
will not occupy much time of the meeting and you can directly discuss the existing issues and
required help.
Before a project analysis meeting, you are recommended to prepare a simple table containing
the following contents: agenda, issues, or help requirements, the department who is
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responsible for solving these issues or help requirement, the owner, the time when relevant
personnel will arrive at the site, the time when the issues will be solved, and cooperation work
by on-site engineers.
Figure 1.1 Preparation table for a project analysis meeting
Major Agenda
Department
Owner
Time When
Relevant
Personnel
Arrives
Time When
Issues Are
Solved
Cooperation
Work by OnSite Engineers
Person in
Charge of OnSite Work
The discussion results recorded in the above table can be used as meeting minutes to support
the implementation of subsequent work.
Step 5 Regulations on project weekly report (RNP)
A project weekly report mainly describes the current work progress, existing issues and
history records of the project. Project weekly reports are the basic materials for a project
analysis meeting and communication between the marketing department and the headquarters.
A project weekly report should be sent to all RNP team members and carbon copied to RNPrelated personnel of the headquarters, marketing department, GTS, and engineering center.
Project weekly reports should be sent to proper persons, who are determined before the
project is initialized. Otherwise, unnecessary trouble may be caused.
You should not only email a project weekly report in form of attachment, but also describe the
major contents in the body to cause related persons enough attention to find the emphasis of
the weekly report quickly.
Step 6 Regulations on daily report of major projects
For major projects or important stages of some projects, a daily report needs to be sent. A
daily report shows the work progress of the current day. Because leaders often concern these
major projects, daily reports should be concise and accurate in wording. The format and major
contents of a daily report are similar to those of project weekly report.
Step 7 Project wrap-up meeting
Issues, conclusion, owner, and subsequent schedule
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Step 8 Project kick-off meeting

Determine the plan, resources, responsibility matrix, and regulations on weekly reports to and
routine meetings with the customer.
(Refer to the part written by Yang Dechun)
Step 9 Regulations on special topic meeting (optional)
Refer to related contents in a planning report.
Step 10 Memos of visits to the customer (optional)
The purpose of formal visits to the customer is to obtain and clarify requirements. (internal
and external versions) Send the memos to the customer for confirmation.
----End
10.4.3 Communication FAQs

How should I communicate with my leader about a project
beyond my ability?
Analysis: Before managing a project beyond your ability, you should first consider the
following aspects:
1.
2.
From the angle of technology
Make sure whether the project is confirmed by the companyIt must be

accomplished and cannot be altered.
Make sure whether you are responsible for the projectNobody else in the company
is more suitable for this project than you.
Carefully analyze the project requirements and your current abilityFind out the
difference between your current ability and the required ability and determine
whether the difference can be made up for.
If the project is beyond your ability, make sure whether a person who is able to do
what you are unable to do.
Request the company to send experts to give guidance.
Have an in-depth analysis of the project and subcontract the part beyond your ability.
From the angle of plan
Prepare a systematical plan for the project and assess it.
Have a project meeting to have an in-depth discussion about project difficulties and
assess the difficulty coefficient.
Analyze the technical difficulties and prepare a technical training plan.
Prepare a comprehensive risk management plan and request all project team members
to assess it.
Solutions:
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Explain your difficulty.
Analyze the project requirement and the situation the project faces. Are you able to
accomplish the project? What are your disadvantages? Will these disadvantages lead
the project to failure?
How should you prepare a risk management plan to meet these challenges?
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How detailed should my team communication plan be?

(To what extent should I communicate with my team members as for my plan?)
Analysis: If a project plan is not well implemented, the project may still fail. If a plan needs to
be well implemented, the following conditions must be satisfied:
There are two advantages if you let your plan be discussed at the project team meeting: 1) You
can determine the feasibility of the project plan. 2) You can make each team member
understand the project plan so that they can implement it in a better way.
Combine the project plan with each team member to ensure that each member knows his
position in the project and the importance of his work, enhancing their enthusiasm.
Prepare templates for the achievements you should make and the requirements each
achievement should meet if possible.
When explaining to team members, let them hear clearly and know the work time limit and
deliverables.
Let team members each explain how they understand their tasks and the task time limit.
Solution: You do not need to explain each item to all team members except the core members.
Usually, you only need to explain to your team members the following items:
1.
What are your deliverables?
2.
How does your project realize the general conception of the company?
3.
What are your deliverables at the current stage of the project?
How can I let my team members realize the importance of the

project document process?
Analysis: Let the team members develop a habit of writing project documents. After some
time, the team members will realize the advantages of writing project documents. A perfect
project document can:
Let the writer find issues existing in the project as early as possible, improve the project
document in time, or further realize the project requirement when writing.
Eliminate unnecessary communication between team members because they can directly
obtain what they require from the project document.
Reduce misunderstandings during explanations and problems between contacts to ensure the
success of the project.
Ensure that the project can go towards a controllable target and make the project become a
controllable process.
Make good document preparations for project upgrade in future.
Solutions:
Explain the importance of a project document and describe the disadvantages owing to failure
to write a project document.
Let team members know that they are working on many minimum personalized documents to
ensure that the project document will not get disordered.
Give the project document to team leaders only when you are sure that they need to use it.
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How can I communicate with my team members high efficiently?

Analysis:
Besides a high efficient project communication system, the understanding of communication
and the communication techniques are also important factors of effective communication
when the project manager communicates with team members. For example, if a team member
failed to finish a task during a project, first find out the cause for this problem. Then
communicate with the team member according to the cause and find a solution. If something
happened to his family and made him unable to work devotedly, as a leader, you should be
considerate of the team member, and ask other members to help him to complete the task if
possible. Give him more time to solve the problem. In this way, the team member will work
harder to complete the task after solving the problem.
If the team member is incompetent for the task, you should adjust your work plan in time,
arrange him in a proper position, and review your mistake.
If the team member is unwilling to do the task, ask him why and see whether you have done
something incorrect that made him in a bad mood.
If you are wrong, you should acknowledge the mistake and initiatively eliminate the
misunderstanding.
If you are right, ask to make up for the task. Otherwise, ask him to leave the team.
You should pay attention that you are just talking about the matter, instead of the person. If
you have prejudice towards a team member during the talk, it is very difficult for you to
communicate well with others, or you will even worsen the situation.
Solutions:
In accordance with the situational leadership theory, you can classify your team members into
four categories: 1) unenthusiastic and incompetent, 2) unenthusiastic but competent, 3)
enthusiastic but incompetent, and 4) enthusiastic and competent.
Communicate more with team members of category 2 and category 3. Just give necessary
information to team members of category 4.Give some simple tasks without much
communication to team members of category 1.
How should I report to the customer and the document server

manager when I find a big consumption error in my project plan?
Analysis: You need to report the error to the customer and the document server manager.
Before reporting, you should do the following:
Analyze the mistake, find the cause, and think how to correct or make up the mistake.
Put forward a detailed solution to the mistake, describe the possible aftermath, and try to
obtain the understanding of the customer and the document server manager.
Seek for a method and report it to the customer and the document server manger, explaining
that you have the ability to remove the mistake.
If you are unable to remove the mistake, you should also put forward a feasible solution and
recommend some persons or vendors who can solve the problem, showing that you are
willing to help them to solve the problem.
Solutions:
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Make a sincere apology for your mistake, acknowledging your mistake but not excusing you
from your mistake.
Tell them the truth and let them understand why the mistake happened.
Find a solution to your mistake as soon as possible. A solution is better than mutual
accusations.
How should I communicate with the customer about a new

project?
Analysis: Before you communicate with the customer about a new project, you can learn as
many services as possible to be more competent. You also should tell the customer that the
company has the ability to help to accomplish the demandsSometimes, the strength of the
company is more persuasive, which is the situation in China. During the talk with the
customer, try to learn more about the services of the customer and try put forward some
problems occurring in work as well as solutions. The customer is very glad that the vendor is
an expert in the industry.
Solutions:
1.
Tell the customer that the project is new to you, but you are willing to cooperate.
2.
Tell the customer the reason why the company lets you manage the project, your
advantages, and the benefits that your advantages will bring about.
3.
Prepare a good project plan to prove your ability.
How should I communicate with the customer about impractical

requirements put forward by the customer?
Analysis:
For impractical requirements put forward by the customer, you should let the customer know
the advantages and disadvantages if you do not do that. For the risks of the customer
requirements, make a detailed feasibility analysis report to explain the possible investment
and gain.
Pay attention that you should meet the basic requirements of the customer. If an impractical
requirement is put forward on this basis, you should further analyze the requirement, define
the risks of this requirement, and find a solution with the minimum risks for the customer.
Explain the advantages and disadvantages between different solutions.
Solutions:
1.
Explain your understanding of the project and the benefits of the customer.
2.
Explain why an impractical requirement will make the project suffer a loss, and to what
extent the impractical requirement will impair the customer interests.
3.
Explain the reason to the customer in the native language.
How should I communicate with my team members when a

conflict occurs between them?
Analysis:
After a conflict happens, you should survey the process of the conflict and then analyze the
conflict. Youd better use an appropriate method to solve the conflict. Analyze their
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characteristics and then persuade them without any prejudice. A good working environment is
built up by each team member.
If the conflict is difficult to solve, you should be serve as a peacemaker in between. At least
you should ensure that the conflict will not affect the work. If the conflict inevitably affects
the work, you can separate them to dispose of it.
Solutions:
1.
Let team members know that they have the same interests from the point of view of
project success, and that any conflict between them may bring about unnecessary project
risks.
2.
Acknowledge that the conflict is inevitable, but let each team member separate
individuals from problems.
3.
Talk with each of them in person and make yourself an extraordinary negotiator in the
project team.
4.
Look forward but do not look behind. Strictly treat the problem but loosely treat the team
members.
How should I communicate with my team members to realize the

risks in the project?
Analysis:
The recognition of risks in a project needs the active support of team members. First you
should let them know the risks in the entire project. The following methods can help them to
find risks:
Rehearsal of project risks: If the team members cannot predict the project risks, use
assumptions to perform the entire project and then observe whether the results agree with the
expected ones. This deduction method exposes all factors that contribute to the project
success under the monitoring. Check the risks and remind team members of the existence of
project risks.
Hazard of key issues: Strengthen the recognition of key issues and point out their hazards if
they are not solved.
Use an appropriate method (for example, work breakdown structure) to break down the
project so that it is clearer to recognize the key issues of the project and learn the project risks.
Solutions:
1.
Use practical cases to illustrate the risky issues in the project.
2.
Point out the issues in the project and predict the worst situation if no risk plan is made.
3.
Learn the understanding of each team member. Ensure that team members use the same
standards for risk assessment.
After summarizing the above questions put forward by project managers, we recommend the
following communication guidelines to improve their communication levels in project
management:
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1.
Use the language the communication recipient speaks
2.
Ask questions directly
3.
Establish multiple communication channels
4.
Test how much others understand what you say
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5.
Think in someone elses perspective
6.
Be an active listener
7.
Treat the feedback straight out, without any emotional contradiction
8.
How much you understand yourself and others
9.
Separate persons from issues
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10. Focus on the interests (proceeds), instead of standpoints.

11. Find a method serving the common interests
12. Stick to the objective standards
13. Look forward but do not look behind
14. Specifically and flexibly exchange information
15. Strictly treat the problem but loosely treat persons
16. Often use encouraging words, summarize and praise the strong points of team members
----End
10.4.00 Advanced Training on WCDMA Network Planning-Communicate to Win.ppt
10.4.01 TL Courses-Cooperation and Promotion.rar
10.5 Customer Satisfaction Management

Network planning and optimization is service work and its performance is eventually
reflected by the customer satisfaction. Improving the customer satisfaction is equivalent to
improving the work performance of the project team. In the customer satisfaction
management, you should first define the sources of the customer satisfaction. The customer
satisfaction actually goes through the entire project lifecycle. From the angle of the entire
process of project implementation, the customer satisfaction involves the following
dimensions:
Step 1 Start of the project
1.
The customer is satisfied at the work plan and risk countermeasures submitted by the
project team.
2.
The customer is satisfied at the routine communication made by the project team.
Step 2 Implementation of the project
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1.
The customer is satisfied at the plan implementation and the project management
capability of the project team.
2.
The customer is satisfied at the routine communication (horizontal communication and

vertical communication) made by the project team.
3.
The customer is satisfied at the network planning and optimization results at each stage
of the project.
4.
The customer is satisfied at the document templates submitted by the project team as
well as the quality.
5.
The customer is satisfied at the implementation of training (for example, on-job

training).
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Step 3 End of the project

1.
The customer is satisfied at the quality of the service delivered by the project team.
2.
The customer is satisfied at the cutover plan of the project team.
3.
The customer is satisfied at the subsequent suggestions put forward by the project team.
----End
10.5.1 Key Contents

It should be aware that the customer is never satisfied. Therefore, you should control the
principles reasonably, and at the same time, try to reduce the expected satisfaction of the
customer on condition that no side effect is generated. On the one hand, the on-site project TL
should focus on the project performance target and control the customer satisfaction criteria
and the means of reducing the expected satisfaction according to the customer satisfaction
sources. On the other hand, the project TL should work out an optimal solution for the
customer satisfaction management.
Satisfaction target determination
Determine the satisfaction target: Satisfaction at plans (important plans submitted to the
customer), delivery results (network planning solution and KPI acceptance result), routine
communication (routine regulation, person-to-person, agenda, minutes, action list, horizontal
communication and vertical communication), technical training effect (satisfaction
questionnaire), and others (extra requirements such as consulting service and tool tryout)
Hierarchical satisfaction management

Determine the priority and importance of different levels of satisfaction according to
their contribution to the project performance. Meanwhile, define the satisfaction contacts
between the team and the customer according to the organizational structure of the
project team. For example, the TL is responsible for surveying the satisfaction of the
customers RNP manager, and team members are responsible for surveying the
satisfaction of the customers technicians. Always concern different levels of customer
satisfaction, learn the causes for customer dissatisfaction, and reduce satisfaction risks.
The above methods only deal with the hierarchical management of horizontal
satisfaction. In addition, the TL should also concern the vertical satisfaction match.
Through the routine exchange and communication inside the project team, analyze the
customer satisfaction surveyed by each contact and pay attention to their associations
and information symmetry. When finding a vertical satisfaction mismatch or
communication problem, the TL should solve it.
Active and passive satisfaction survey
Passive satisfaction survey: Praises and complaints from the customer
Active satisfaction survey: Satisfaction questionnaire, and routine visits to and

communication with the high-level or mid-level leaders of the customer
Countermeasures against satisfaction crises

The customer satisfaction may rapidly decrease and there may be many complaints in a
short time owing to various uncontrollable factors.

None.
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10.6 Professional Service Project for Network

Planning and Optimization
Currently, a professional service project for network planning and optimization involves
construction solution consulting, service development planning, network planning, DT/CQT
analysis, network coverage analysis and optimization, capacity optimization and adjustment,
and network quality optimization. It almost covers all network planning and optimization
services. A professional service project for network planning and optimization has tasks
similar to those of an ordinary network optimization project except that a network
optimization service contract needs to be signed.
10.6.1 Key Contents
Characteristics of a professional service project

Describes the differences in organization, implementation body, equipment, and major
concerns between a professional service project and an ordinary project, and the key
points during project implementation.
Common difficulties in a professional service project

Describes common difficulties and set store by them.
Professional service project management

Describes countermeasures for the differences in project management

None.
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Attachments
11.1 General Documents

This guide covers input/output templates and related general operation guides. The TL can
obtain them through the normal document access channels (for example,
http://support.huawei.com or the document servers open to engineers).

Figure 1.1 lists the Nos. of related documents involved in this guide. These documents will be
packed separately and delivered together with this guide or you will be informed by email
where to get them.
Figure 1.1 List of related documents
Document
No.
Document Name
2.1
2.1.00 RNP_TL_003-RNP Project Scope Management.ppt

2.1.01 RNP Project Planning and Risk Assessment Report for
WCDMA_XXXX Project Phase X_MMDDYYYY (template_v2.0)
2.1.02 RNO Project Planning and Risk Assessment Report for
WCDMA_XXXX Project Phase X_MMDDYYYY (template_v2.0)
2.2
2.2.00 NP_TL_005 RNP Project Subcontract Management.rar

2.2.01 RNP and RNO Cooperation Partner Engineer Positioning
Module (GSM&CDMA&WCDMA20060706).xls
2.2.02 Training Courses and Certification Criteria for Cooperation
Partners.rar
2.2.03 RNP Subcontract Template (RNP Sub-module Project
Cooperation Agreement) V1.1.rar
2.2.04 RNP RFT V1.1.rar
2.2.05 Frame Subcontract for RNP V1.1.rar
2.2.06 Frame RFT V1.1.rar
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Document
No.
Document Name
3.1
3.1.00 UMTS Network Planning Department RNP Service Flow.rar

3.1.01 TL Training Courses RNP Project Schedule Management
200608.rar
3.9
3.9.00 Consume Low Turn-over Antenna as Soon as Quickly October

4, 2006.xls
3.9.01 Recommended Antenna & Antenna Selection Guideline
October (Optimization).xls
4.5
4.5.00 Antenna Angle Calculation Tool.rar
5.3
5.3.00 Cases The Customer Satisfaction at the Project Varies

Greatly with the Working Modes
6.2
6.2.00 Attachment 1: Radio Network Managed service Bidding 123

V1.0.rar
6.2.01 Guide to Radio Network Managed service Network
Optimization Project_V1.0.ppt
6.2.02 Attachment 4: Managed service Manpower Configuration
Template and Instrument Configuration Guide V1.0.rar
9.1
9.1.00 WCDMA-Document Naming and Archiving Specifications

9.1.01 WCDMA-Naming Instances of Archived Documents
9.2
9.2.00 Instructions for Filling in the WCDMA RNP Engineers

Comprehensive Skill Monthly Tracking Summary Table
10.3
10.3.00 RNP_TL-RNP Project Risk Management V1.0-200608.rar

10.3.01 Project Issues and Risks Management Guide by the UMTS
Network Planning Department.doc
10.3.02 RNP Risk Library V1.0-200608.xls
10.4
10.4.00 Advanced Training on WCDMA Network PlanningCommunicate to Win.ppt

10.4.01 TL Courses-Cooperation and Promotion.rar
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Acknowledgements
To complete and release this guide as soon as possible, many colleagues from the UMTS
Engineering Department and the GTS participated in the compilation, review and revision out
of their busy schedule. This guide was altered many times during the compilation period.
Thereby, I expressed my sincere acknowledgment to them:
2.1 Introduction to Project Planning (Yang Dechun)
2.2 Subcontracting (Li Wenhui)
3.1 Detailed RNP Work Plan (Liu Xinquan)
3.2 RNP Project Kick-Off Meeting (Liu Xinquan)
3.3 Information Collection and Preparation (Sun Sidi)
3.4 CW Test and Propagation Model Tuning (Sun Sidi)
3.5 Co-Located Site Survey (Xu Zili)
3.6 Network Dimensioning (Sun Sidi)
3.7 Pre-Simulation Preparations (Sun Sidi)
3.8 Pre-Planning Design Simulation (Guo Zhenping)
3.9 New Site Survey (Xu Zili)
3.10 Final Planning Design Simulation (Guo Zhenping)
3.11 Indoor Coverage Planning Design (Liu Jialiang)
3.12 Network Planning Report (Guo Zhenping)
4.1 Detailed RNO Work Plan (Chen Jing)
4.2 RNO Kick-off Meeting (Chen Jing)
4.3 Information Collection and Preparation (Chen Jing)
4.4 Single-Site Verification (Zhang Chengsheng)
4.5 Cluster RF Optimization (1) (Gao Yunfeng)
4.6 Cluster RF Optimization (2) (Gao Yunfeng)
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4.7 Cluster Service Optimization (Gao Yunfeng)

4.8 3G/2G Optimization (Zang Liang)
4.9 Indoor Coverage Optimization (Liu Jialiang)
4.10
Whole-Network Optimization (Zang Liang)
5.1 KPI Baseline and Guidelines for Complying Customers Acceptance Criteria (Chen Qi)
5.2 KPI Acceptance (Chen Qi)
6
EOT (Zhu Yu)
Network Capacity Expansion (Zhu Yu)
Network Swap (Xu Jianguo)
Project Wrap-up and Assessment (Hu Wenshi)
10.1 Cost Control (Xie Zhibin)

10.2 Project Plan Management (Miao Jiashu)
10.3 Project Risk (Issue) Management (Gao Yunfeng)
10.4 Communication Regulations and Techniques (Zhi Bo)
10.5 Customer Satisfaction Management (Miao Jiashu)
10.6 Professional Service Project for Network Planning and Optimization (Liu Xinquan)
Yang Dechun and Li Wenhui are the editors in charge of this guide. We will be appreciated if
you can feed back your problems, comments, and suggestions when you are using this guide.
2016-10-21
Huawei Confidential
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Project Operation Guide for Team Leaders

Yang Dechun, Li Wenhui, Liu Xinquan, Gao Yunfeng, Guo

Huawei Technologies Co., Ltd.

TL Project Operation Guide of UMTS Network Planning Dept.

Yang Dechun, Li Wenhui, Liu Xinquan, Gao Yunfeng,

TL Project Operation Guide of UMTS Network Planning Dept.

2 Project Preparation and Planning Stage.......................................22

3 Radio Network Planning (RNP).....................................................42

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

3.8.4 Key Issues and Risks to Consider..........................................................................................................68

4 Pre-Launch Network Optimization (RNO)......................................89

TL Project Operation Guide of UMTS Network Planning Dept.

4.1.4 Key Issues and Risks to Consider..........................................................................................................91

TL Project Operation Guide of UMTS Network Planning Dept.

5 Acceptance and Delivery............................................................127

TL Project Operation Guide of UMTS Network Planning Dept.

5.2.5 Responsibility Matrix...........................................................................................................................128

7 Network Capacity Expansion......................................................143

8 Network Swap........................................................................... 149

9 Project Wrap-Up and Assessment...............................................166

TL Project Operation Guide of UMTS Network Planning Dept.

9.1.2 Responsibility Matrix...........................................................................................................................166

10 Project Management Experience..............................................174

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

Figure 9-2 Workflow for project assessment......................................................................................................171

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

Project Operation Guide for Team Leaders

Acronyms and Abbreviations

TL Project Operation Guide of UMTS Network Planning Dept.

Commodity Expert Group

Establish Operate Transfer

Global Technical Service Department

Global Technical Service Department

Preliminary Acceptance Criteria

Request For Information

Request For Proposal

Request For Quotation

Ready For Service

Request For Tender

Radio Network Optimization

Radio Network Planning

Technical Service Department

TL Project Operation Guide of UMTS Network Planning Dept.

TL Project Operation Guide of UMTS Network Planning Dept.

Introduces the objective and significance of this document and the

Introduces how a network planning TL should accept a project and start

Introduces how a network planning TL should mastermind, plan, and

Introduces how a network planning TL should mastermind, plan, and

Introduces how a network planning TL should perform project

Introduces how a network planning TL should consider and implement

Introduces how a network planning TL should consider and implement

Introduces how a network planning TL should consider and implement

Introduces how a network planning TL should complete project summary

Introduces knowledge about project management and presents a

TL Project Operation Guide of UMTS Network Planning Dept.

1.2 Key Issues and Risks to Consider in a

TL Project Operation Guide of UMTS Network Planning Dept.

Project Preparation and