DPWH

Project Management Plan
RIIDP G-11: Supply, Delivery and Installation of Communication Network Project
Road Improvement and Institutional Development Project (RIIDP), Institutional Capacity Development (ICD) Component G-11 Supply, Delivery and Installation of Communication Network Equipment
V1.2
All Rights Reserved Alcatel-Lucent 2011
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REVISION HISTORY
Date
June 1, 2013 Page 38, Phase One- Changed to Phase 3, Page 37 Section 17 As-built Plan will be submitted before SOA per site. Page 37 bullet no 3Damages caused by faulty electrical
Rev
Description of changes
Author
Rosemary Sanchez
Approved by
wiring and power fluctuations, due to the additional load other than the specified in the designed load schedule, single line diagram provided by AluP, power fluctuations caused by power quality problems from the Local Power June 19, 2013 1 Supplier, such as High frequency Over-voltages present in the grid, voltage fluctuations caused by flicker that is outside the allowable flicker severity limits, imbalance in the magnitude of the phase voltages Page 39 Page 40 Services related to troubleshooting problems caused by improper and or unauthorized use of the Equipment or part/s by parties other than the AluPs employees and authorized subcontractors of AluP. Rosemary Sanchez
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TABLE OF CONTENTS 1. 2. 3. 4. Introduction ..................................................................................................................... 5 Acronyms and Terms ....................................................................................................... 5 Customer Overview ......................................................................................................... 6 Project Organization and Resources ................................................................................. 6
4.1 4.2 4.3 4.3.2 4.4 Project Organization Chart ......................................................................................................... 7 Roles and Responsibilities ......................................................................................................... 8 Subcontractors / ALuP Service Partners ................................................................................... 11 New Sites Deployment Sourcing Strategy: ................................................................................ 12 Material Sourcing .................................................................................................................... 12 Scope Description ................................................................................................................... 13 Work Breakdown Structure ...................................................................................................... 14 Strategy and Approach ............................................................................................................ 16 Project Master Schedule .......................................................................................................... 17 Schedule Definition .................................................................................................................. 17 Change Management .............................................................................................................. 18 Project Document and Records Management ............................................................................ 20 Governance Structure .............................................................................................................. 23 Meetings ................................................................................................................................. 24 Project Reporting..................................................................................................................... 25 Project Issue Management and Escalation ................................................................................ 26 Alcatel Lucent Philippines Escalation Numbers: ......................................................................... 27 Correspondence Procedure ..................................................................................................... 27 Risk Management Procedure ................................................................................................... 28 Risk Identification .................................................................................................................... 28 Risk Monitoring and Mitigation .................................................................................................. 28
5. 6.
Project Scope and Assumptions ...................................................................................... 13

5.1 5.2 6.1 6.2 6.3
Implementation Plan ...................................................................................................... 16
7. 8.
Contract Administration .................................................................................................. 18

7.1 8.1 8.2 8.3 8.4 8.5 8.6 8.7
Communication and Control Management ....................................................................... 20
9.
Risk Management .......................................................................................................... 27

9.1 9.2 9.3
10.
10.1 10.2 10.3 10.4 10.5
Quality Management ................................................................................................... 29

Definition and Documentation of the Customers Quality Expectations ................................... 29 Internal Inspection .............................................................................................................. 29 Quality Records & Project Documentation ............................................................................ 29 Internal Audits .................................................................................................................... 29 Customer Satisfaction Surveys and Reporting ...................................................................... 30
11.
11.1 11.2 11.3 11.4 11.5
Acceptance and Project Closure .................................................................................. 30

Serialized Equipment Acceptance ....................................................................................... 30 Installation Completion Acceptance ..................................................................................... 30 Site Operational Acceptance ............................................................................................... 31 Whole Network Integration Acceptance ................................................................................ 32 Project Closure................................................................................................................... 32
12.
12.1 12.2 12.3 12.4 12.5 12.6 12.7 12.8
Site Process .............................................................................................................. 32

Overall Kick-off Meeting ...................................................................................................... 33 Site Kick-off Meeting ........................................................................................................... 33 Site Survey ........................................................................................................................ 33 CME Works........................................................................................................................ 33 Network Equipment Installation ........................................................................................... 34 Network Room Construction ................................................................................................ 34 Upgrading of Existing Network ............................................................................................ 34 Wide Area Network Design ................................................................................................. 34
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12.9 12.10 12.11 12.12 12.13 12.14 12.15
Cabling Installation ............................................................................................................. 35 Powerhouse Construction and Installation ............................................................................ 35 Electrical Installation ........................................................................................................... 35 Trunk Line and Lease Line Installation ................................................................................. 35 Training ............................................................................................................................. 35 Testing of Network.............................................................................................................. 35 Schedule Control ................................................................................................................ 35
13. 14. 15. 16. 17. 18. 19.
Task, Time, and Resource Schedules Per Site .............................................................. 35 Telephone Trunk Line and WAN Lease Line Coordination Plan ...................................... 36 Training Plan.............................................................................................................. 36 Pre-commissioning and Operational Acceptance Testing Plan ........................................ 36 Operational Acceptance Plan ...................................................................................... 37 Warranty Service Plan ................................................................................................ 37 Solution Services Agreement Plan ............................................................................... 38
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1. Introduction
This document describes the Alcatel Lucent Philippines (ALuP) Project Management Plan for Project Deployment Services of the DPWH Road Improvement and Institutional Development Project, covering the scope of services, description of organization setup, project management processes, Installation and Project Schedule. This is the formal Project Management Plan for the RIIDP ICD G-11: Supply, Delivery and Installation of Communication Network Project. It defines how the project is executed, monitored and controlled. This document will be the guideline for other supporting documents that will demonstrate the planning and execution of RIIDP G-11 project. The Project Management Plan document is a discrete deliverable according to the contract requirement. It is recognized that this document will be updated throughout the life of the project under change control.
2. Acronyms and Terms

ALuP : CME : DPWH : GPM : KPI PMP : : RIIDP : GCD : WBS : PDI IA SOA : : : Alcatel-Lucent Philippines Civil works, Mechanical, Electrical Department of Public Works and Highway General Project Manager Key Performance Indicator Road Improvement and Institutional Development Program Project Management Plan Global Customer Delivery Work Breakdown Structure Pre Delivery Inspection Installation Acceptance Site Operational Acceptance Kick Off Meeting Site Kick Off Meeting
KOM : SKOM :
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3. Customer Overview
The coverage of this project would be for Department of Public Works and Highways (DPWH), Republic of the Philippines. The DPWH is organized in the following manner: The Central Office is the main office for the Department located in Manila The Department has sixteen (16) Regional Offices located throughout the country Each Regional Office is then divided into Districts (or Sub-Districts) located throughout the region (there are approx. 182 District/Sub-District Offices) There is also a Regional Equipment Services in each Region that is responsible for equipment in the respective Region
The coverage of this project is to establish the communications network, wide area network and local area network for the forty-seven (47) District Engineering Offices, and to upgrade the Local Area Network Data Switches and UPS system of the existing 77 offices. The Table below shows the distribution of New Sites and Upgrade Sites
Region R1 Luzon R2 Visayas R3 Mindanao
Upgrade 57 15 5
New 21 9 17
4. Project Organization and Resources

Alcatel Lucent Philippines is a Global Company, known for its dependable, efficient staff that values commitment and executes services with high quality workmanship. It has been the tradition of ALuP to empower its manpower thru knowledge transfers and trainings. ALuP has engaged the services of competent professionals under its organization to oversee the proper execution of the Project. This section contains the information about the project organization, roles & responsibilities, and assigned interfaces, the Proposed Subcontractors, and Material Resources.
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4.1
Project Organization Chart
Below is G-11 overall project organization:
ALuP Project Team organization is as following: Contractual Matters will be directed to the Country Manager, Mr. Goulds Castillo, while all day to day activities shall be managed by the GPM, Rosemary Sanchez. The Governance Structure and escalation process will be shown in the succeeding pages.
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ALuP has clustered the three major islands of the Philippines and would be focusing on each region thru competent and experienced supervisors. The Three Regions would be named R1 (Luzon), R2 (Viz) and R3 (Mindanao). Each of these regions would be supported in the head office with Functional Managers for the Engineering Design and Logistics Control.
4.2
Roles and Responsibilities
The roles and responsibilities linked to the project organization above are detailed in the following: 4.2.1
General Project Manager (GPM)
1. Develop the project charter and the Project Management Plan to be submitted to DPWH for approval. This is due for submission with the Contract closure. 2. Create a Roll Out Plan as a basis for the implementation and commence review with DPWH. 3. Submit the role out plan, Project Charter and Project Management Plan for approval from DPWH by 15 April, two after Notice to proceed. 4. Identify and Assessment of Subcontractors Company, Evaluate technical capability and submit complete profile to ALU procurement for approval and then to DPWH for approval prior to start of project 5. Create Subcontractors handbook, CME handbook, and Network Handbook for each model.
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6. Determine and agree with each sub con, and plan B sub con, for Site Allocation and commence site detail TSSR 7. Agree scope of work and TOR for Sub Con 8. Align Governance model with Sub Con and DPWH 9. For Supply 3rd party materials create further options for supply, work with Procurement on the 3rd Party Supply optimisation for each major item to improve margin and finalise options for Plan B supply companies for each item 10. Identify Lead times, KPIs to be incorporated in 3 rd party supply and also Subcontractors Contract 11. Develop Plan B solutions for all areas of work assigned to ALU, Sub Con, 3rd Parties and also DPWH 12. Develop QA Sub Con approach 13. Develop organisation, solution & supply for RPIS / ECPLS modeling 14. Validate supply / 3rd party solution with DPWH 15. Develop Site Tracker reporting template for milestones Baseline, Forecast & Actual 16. Due to the raining season re plan all site commencement and completion dates so that we have a plan to commence all 47 sites from day one rather than a phased approach. The aim is to compete CME before wet season and avoid significant delays and accelerate revenue on boarding for ALU
4.2.2
Technical Project Manager (TPM)
1. As technical interface, coordinate and facilitate solution planning communicating between ALU Solution Team and DPWH technical team 2. Responsible for coordination and integration of designs in every aspect pertaining to the implementation of Voice and Data network and any other requirements within the scope of the project
3. Work closely with DPWH technical team to ensure that the design for each unique site will be considered before the deployment. I.e. Dial-plan, call barring, etc. 4. Coordinate whole network integration 5. Development of network User Acceptance Test Plan 6. Manage network deployment subcontractor 7. Review network technical documents, manage solution risks 8. Responsible for network deployment QA 4.2.3
Project Planning Manager (PPM)
1. Planning, coordinate and facilitate solution planning communicating between ALU Solution Team and DPWH technical team and Sub Cons / 3rd Parties 2. Review solutions from subcontractors ensuring that these are following the TOR and specifications, and that solutions are developed and integrated to a standard drawing 3. Ensure Standard drawings are being worked in preparation for Site Kick Off meetings due 3rd and 4 week after notice to Proceed, and agree approach to finalised and Build detail execution plan for the end to end solution; aligning all parties 4. Develop additional requirements for project tracking 5. Refine reporting to each governance level
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6. Work with the Project Manager to re plan all site commencement and completion dates so that we have a plan to commence all 47 sites from day one rather than a phased approach. The aim is to compete CME before wet season and avoid significant delays and accelerate revenue on boarding for ALU 7. Assist in development of the Site Tracking process and assign dates for all areas of work, milestones and performance areas and include into the site tracker file the baseline dates, forecast dates and commencing assigning relevant actual dates of achievements 8. Establish Share-point solution for document tracking for ALU, 3rd Parties, Sub Cons, draft and final acceptance documents 9. Assist in build of the organisation 10. Enhance detail sub con reporting process 11. Identify and lock in all resources required for all areas of work
4.2.4
Regional Project Managers :
1. Responsible for the end to end activities of the sites on his region, including triggering of PR requests and follow up. 2. Verifies actual site condition during site surveys, ensuring that all works are captured and data gathered necessary to build specific site drawings. 3. Responsible for CME design communication and coordination between ALuP CME team and DPWH CME team. 4. Review CME technical documents, manage solution risks, ensure all CME requirements specified in contract are covered in design 5. Close coordination with CME Subcontractors, ensuring timely completion of sites. 6. Responsible for CME Quality Acceptance 4.2.5
Project Office Manager:
1. Responsible the office administration 2. Arrange the daily office activities 3. Manage the properties in the office (excluding the test instrument) 4. Local human resource management 5. Security management for the project members 6. Project vehicles management 7. Other subjects or support from the project members 8. Housekeeping issue 9. PR in SAP 10. Billing documents 11. Triggering invoices for Client 4.2.6
Material Coordinator
1. There is an urgent need to accelerate planning for 3rd Party supply, logistics and acceptance due to the agreement to commence all sites from day one across 5/6 sub contractors 2. Identify all lead indicators and manage pre order (advance order) and co-ordinate with all sun cons for installation 3. Review of subcontractors BOM (Bill of Material, ensure that these are as per specifications. 4. Check availability of options for the Equipments and other supplies. 5. Make a summary of all materials for type approval to DPWH
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6. 7. 8. 9.
Manage logistics Track and report on supply and logistics, Collect all Delivery receipts, Acknowledgement Receipts Liaise with ALU in field supervisors for planning and progress and install and acceptance, supporting all CME and acceptance processes 10. Liaise with QA sub con in the field for supervisors for planning and progress and install and acceptance 4.2.7 1. 2. 3. 4.
Documentation Controller:
Categorize and index for project documents Tracking and report project documents status Supporting on documents preparation Assist office manager on project property management
4.2.8
ALU PMO
Provide remote project support to the ALU PM in areas of a) Project management processes b) Project Governance When required. Manage the development and improvement of the GPMO tools, support the GPM for specific tools use, Ensure a consistent quality management across the organization and within the Global Program Management 4.2.9
Contract Procurement
Responsible for project procurement 4.2.10 Project Financial Controller Responsible for project billing Ensure follow up of financial achievement of the project.
4.3
Subcontractors / ALuP Service Partners
As a global company with very broad telecommunications experience in the Philippines, Alcatel Lucent has been working with competent business partners over the years. ALuP will engage multiple teams and partners that would successfully undertake the implementation simultaneously.
4.3.1 Upgrade Site Deployment Strategy:
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For the Upgrade of the Central Office, Bureaus and other Existing Regional and District Offices totaling 77 sites covering their Local Area Network and UPS, ALuP has partnered with Teledata.
4.3.2 New Sites Deployment Sourcing Strategy:

Allocation of sites will be made in consideration of the following approaches: 1. Subcontractor have listed their areas of expertise (location) and given the priority on that areas 2. Limit subcontractor areas in two regions only as much as possible 3. Subcontractors should not share third level subcontractors 4. Thirty percent will be awarded first from the total plan and performance will be measured.
Service Suppliers MSE
Regional/local presence Local / Regional
CW Team Capacity 15
Structured Cabling Team Capacity 15
Marrox Redline Construction and Development Corp Maqueserg Construction Joratech Corporation
Local / Regional
Local/Regional Local (Mindanao) Local
12 17 15
12 17 8
Team can increase depending on project demand. Not all on the above list will be utilized, but ALuP has already considered them to be part of the back-up Subcon, depending on project demand.
4.4
Material Sourcing
ALuP considers local materials to cover the CME material requirement. Taking into account the availability of cabling materials and serialized equipment, ALuP will be responsible in procurement and facilitation of inspections at the warehouse. The Pre Delivery Inspection (PDI) will be done in Metro Manila prior to delivery to sites. Schedule of PDI will be submitted to DPWH. During Technical Site Survey, the subcontractor will identify locally available supplies. Regional managers will ensure that these materials are conforming to the specifications. Logistic Control shall be monitored closely and will be included in the weekly agenda of the Operations meeting between managers and subcontractors.
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5. Project Scope and Assumptions

Information in this section of the PM Plan defines and organizes the project scope, assumption and identifies contractual details associated with the project scope.
5.1
Scope Description
On technical aspect, the project scope includes:
Service
Project Management
Definition
Management of DPWH network project to meet the contractually agreed goals for schedule, cost and quality. RF and TRS Planning activities related to implementation of agreed network, including Integration Setting-up an end-to-end delivery chain. Defining demand planning and ordering procedures including P.O creation.
DPWH
ALuP
x
Network Design / Network Planning/Integration
Customer Logistics
Pre-delivery Inspection Pre-delivery Acceptance Genset Permitting Building Permits Construction Works Design and construct of the necessary infrastructure according to agreed model drawings, scope of work and BoQ.
x x x x
Upgrade the Local Area Network and UPS system covering the existing 77 sites. Install 47 new district offices using IP . In each new district office, must supply the following: Alcatel-Lucent OmniPCX Office IP PBX Alcatel-Lucent OmniAccess 5510 WAN connection (IP based) Alcatel-Lucent OmniSwitch 6450 LAN switch 25KVA generator set Equipment room including facilities such as air-con, electrical, structured cabling Servers and workstations
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Tools to include crimping tool, tone tracer/generator and lineman handset
The project scope of works includes: supply, installation and commissioning, project management, training, documentations, and warranty.
5.2
Work Breakdown Structure
The scope of works to be performed by ALuP project team is to meet the objectives as well as supply the required deliverables as shown in the following WBS structure table:
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RIIDP-2 G-11: Communication Network Equipment Project
Tasks 0. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Project Management Site Kick-off Meeting Site Survey Standard Set Design and Approval Site Specific Design Site Specific Design Approval Procurement & Delivery Delivery Acceptance Installation/Test/ Commissioning Installation Acceptance On-Job-Training Class Room Training Documentation Site Operational Acceptance Whole Network Integration Test Warranty
New Sites 1. CME 2. Network
Upgrade Sites 3. Network
0.0 Project Schedule / Project Management Plan / Project Control and Monitoring 1.1 New Site Kick-off Meeting 2.1 New Site Survey 3.1 New Site Standard Set Design and Approval 4.1 New Site Specific Design (CME and Network) 5.1 New Site Specific Design Approval (CME and Network) 6.1 New Site CME P&D 7.1 New Site CME Delivery Acceptance 8.1 New Site CME Installation/ Testing / Commissioning 9.3 New Site Installation Acceptance 10.1 New Site CME OJT (GenSet) 10.2 New Site Network OJT 6.2 New Site Network P&D 7.2 New Site Network Delivery Acceptance 8.2 New Site Network Installation/ Testing / Commissioning 6.3 Upgrade Site Network P&D 7.3 Upgrade Site Network Delivery Acceptance 8.3 Upgrade Site Network Installation/Test/ Commissioning 9.3 Upgrade Site Installation Acceptance 10.3 Upgrade Site Network OJT
11.1 New Site Classroom Training (Network and CME) 12.1 New Site CME Documentation 12.2 New Site Network Documentation 12.3 Upgrade Site Network Documentation 13.3 Upgrade Site Operational Acceptance
13.3 New Site Operational Acceptance
14.0 Whole Network Integration Test 15.0 3-Year Warranty
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RIIDP-2 G-11: Communication Network Equipment Project
6. Implementation Plan
6.1 Strategy and Approach
Alcatel Lucent has considered deployment of local subcontractors which have technical expertise and local connections to facilitate and expedite mobilization of equipment and materials to each site. The geographical locations have been analyzed and clustered and will be the basis for the allocation to the subcontractors and strategic planning of our internal resources. Alup has divided the project into three regions, R1, R2 and R3. R1 clusters all sites in Luzon, R2 in Visayas and R3 in Mindanao
R1 Luzon 21 Sites
R2 Vizayas 9 Sites
R3 Mindanao 17 Sites
The strategy is to create a team per region and focus on timely delivery of the project using a partner which has been engaged in the region with similar experience. These partners will be supported, guided and monitored by Regional Managers from ALuP
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6.2
Project Master Schedule
An overview of the project level deployment and key milestones plan has been created using Microsoft Project. For a detailed project Implementation schedule, please refer to the attached Project Schedule document.
Project Plan G-11.mpp
6.3
Schedule Definition
The initial baseline of the major project milestones is shown below:
Milestones NTP Received Contract Effectivity Project Kick-off Project Mobilization Upgrade Sites Finish 47 New Sites Finish Network Integration Project Completion
Contract Requirement
1-2 weeks from Effectivty 1-4 weeks from Effectivity Within 26 weeks since NTP 5 to 43 weeks from Effectivity 44 to 48 weeks from Effectivity 48 weeks from Effectivity
Detailed breakdown of Site List (G11 Master Site List) is as per attached.
Master Site List Ver 1.xls
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7. Contract Administration
Information in this section identifies the procedures that will be used to administrate the project & contract.
7.1
Change Management
Change Management is a vital undertaking in a Project. It is a collaborative process that needs to be created as a tool in managing different changes that take place in the implementation of a Project. The purpose of Change management is to control the changes to ensure the delivery of the Project within agreed Time Schedule and Budget, and within the agreed parameters of Specification. Definition of Change In this project the Changes can be Categorized into 2, Change in Project Scope and Change in Site Scope. In the category of Change in Project Scope, the changes can be additional works not within the Contract Scope, while Change in Site Scope could be additional sites or deletion of sites. These Categories can be further analyzed under 2 Types: General, and Variation Order. General Change Order covers changes in Project Scope and Site Scope while Variation Order VO covers change in relation to the model or standard specification of the Project. The relationship of General and Variation Change Order is as per shown in the representation below. In this project , the model design is set up which is a set of solution approved by BOD.
General Change variation Model Site Variation
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Change Management Model and Process The model below is the change management model. Detail processes as per attached in MS visio format are in the next section including the templates. Basically, the model has four phases; namely: Initiate, Analyze and Resolve, Approval and Implementation.
Initiator
Subc on CME Supe rviso r CME Supe rviso r CME Supe rviso r Change Request and Supporting Documents
Evaluation and Recommendati on

CM
Approval
Implementatio n
l Customer
Impleme nt Solution
DWP H
PM
ALuP
TPM
Change Order Log
Evaluate Effect of CO to Project Create Recommendation and Action Plan
CO can be triggered by Subcon, DEO/DPWH, or ALuP. Supporting justifications and documents should be prepared.
Owner of the CO should be identified, Logged and Response to the CO be monitored in Change Order Log
The file embed below is the processes in each type, logs and template.
Description Process for General Type
CO General.vsd
Once Approved, All units will be given the re vised Addendum Plan or Change Instruction. Changes will be highlighted in coordination meetings and included in Monthly Report.
File attached
First OwnerOwner Initiator Assigned
Process for Variation orders

CO Variation Orders.vsd
InitiatorCME Manager or TPManager
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Description Template for Change Request
File attached
First OwnerOwner Owner
2013-03-08 - change request Template V01.docx
Change Log for General/VO

01 Change Log-GENERAL.xls
Owner
02 Change Log-Variations.xls
Regional CME Manager or TPM Manager)
It is to be expected that changes will occur throughout the life of the project. Controlling changes is therefore one of the project management vital functions. At the beginning, a change register will be created and recorded, then updated as needed. The Change Request Authorization form will be used to describe the proposed change and reason for the request, and to identify the initiator. Each Change Request will be assigned a control number and contain statement of the estimated impact that implementation of each change will have on the project. The Change Request Authorization form must be approved only by DPWH PM and noted by the project sponsors.
8. Communication and Control Management

This section identifies the communication processes used for the project. Monitoring the Project includes: documenting progress and information from all project areas analyzing deviation vs. the Project Plan preparing the project reports control meetings
8.1
Project Document and Records Management
Project documents are categorized into two: Site Documents and Project Documents
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Site Documents consist of files pertaining to specific site, such as Site Survey, Specific Site Drawing, As Built Drawing, Waranty Documents for Serialized Equipments, Project Documents are general documents pertaining to the whole project and usually covers generic discussions that cover the entire project, such as correspondences, minutes of meeting, monthly reports, etc. All documents shall be kept in two ways: Physical Library and Virtual Library Physical library shall be kept by the document coordinator, while virtual library will be a toolmanaged library where all soft copies will be stored. This document repository shall archive all scanned documents that are important to the Project. All project documents are stored in share-point, archived and managed in the Project Management Office. The library structure of the project documentation shall be as per below:
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Physical Structure Folder
Description
Certificates, Quotes, Cost related documents, Network Planning Documents Standard Plan Reports Customer Monthly Report Subcon Monthly Report Correspondences Incoming Outgoing Civil Works Site Folder Site Survey Report Per Site Detail Design Documents Progress Photos QA Reports Material Installation Report Test Reports Maintenance Schedules for Equipments IA/SOA Certificates Telecom- New Site Delivery Receipts of Serialized EPQT Installation Report Maintenance Schedules for Equipments Telecom Upgrade Survey Report Installation Report
Virtual Site Documentation Folder Structure
A B C D D1 D2 E E1 E2 F F1 F2 F3 F4 F5 F6 F7 F7 G G1 G2 G3 H H1 H2
A_Restricted B_NetworkPlan C- Model Site Plans D- Reports D1- Customer Monthly Report D2 subcon Monthly Report E Correspondences E1 Incoming E2 Outgoing F. CivilWorks Per Site F1-Site Survey Per Site F2- Site Specific Design F3-Progress Photos F4- QA Reports F5 Material Installation Report F6 Test Reports F7 Maintenance Schedule F7 IA/SOA Certificates G_Telecom New Site G1- Delivery Receipts G2- Installation Reports G3- Maintenance Schedule H_Upgrade H1-Survey Report H2-Installation Report
The Documentation Management system ensures that: All documents are uniquely identified, All documents are produced and updated in a controlled and orderly manner, All modifications are made in a controlled and documented manner, All documents provided by Alcatel-Lucent are produced according to the requirements agreed with the Customer, All documents are properly distributed and securely filed and maintained,
Each Region shall be given the authority to upload their specific documents unless otherwise limited by specific process.
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All Incoming and Outgoing document each having a unique control number has to be registered by Document Controller. Project Documents All Outgoing documents will be numbered using the following Control Number Configuration: ALuP- RIIDP-G-11-xxxxxx N Where xxxxxx would be the date it is made (ddmmyy) N- would be the rolling number All Incoming Documents will be monitored and logged following the following Control Number : YYYYY-G11-xxxxxx-N Where YYYYY would be the Company sending the document N- would be the rolling number All extra copies will be approved by GPM and will have control number, and marked CONTROLLED COPY NOT FOR REPRODUCTION.
8.2
Governance Structure
The Governance Structure can be graphically represented as shown below:
Internal and External Members of the Governance Group has been tabulated in the succeeding pages, where each board will have to meet on a regular basis.
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8.3
Meetings
An overview of the proposed meeting schedule and reporting types are outlined in the table:
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Minutes of the Meeting Format is as per attached.
YYYY_MM_DD_Minut es of Meetings FORM.doc
8.4
Project Reporting
Project activities will be tracked by ALuP using Site Tracker. Specific Milestones will be tracked as to when they are started and when they are completed. This tracker can be viewed in the Sharepoint. Milestones are as follows: Major Milestones these are contractual milestones with baseline schedules. 1000- NTP Released 1100- Site Kick Off Meeting 1200- Construction Drawing Approved
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1300- CME Started 1400- CME Completed 1500- Network Equipment Installed 1600- Equipment Configuration and Migration Completed (WAN Ready) 1700- QA Completed 1800 IA Completed 1900- SOA Completed WAN Connectivity will be a milestone for Lease Line Provider and will be requested to DPWH to be coordinated to the Project Team. Monthly detailed status reports (including issues and their disposition) to DPWH in a format requested should be submitted by 5th of each month. The monthly report will include the following: 1. 2. 3. 4. 5. Results accomplished during the prior period; Cumulative deviations to date from schedule of progress milestones as specified in the Agreed and Finalized Project Management Plan; Corrective actions to be taken to return to planned schedule of progress; proposed revision to plan schedule. Issues and outstanding problems; proposed actions to be taken; Other issues or potential problems foreseen that could impact on project progress and/or effectiveness.
Project Monthly Report Template is as per attached file. Refer to Monthly Report in succeeding pages:
2013-03-08 Project Update Powerpoint Template for MonthlyReport.pptx
8.5
Project Issue Management and Escalation
For the benefit of the project progress, the resolution of possible differences should always be done on the relevant level rather than to escalate issues. However, from time to time it can occur that certain authorities are exhausted and issues require to be escalated to the next higher authority. For this purpose the levels of authority shall be outlined below starting with the highest level of escalation in the ALuP organization
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8.6
Project Issue Monitoring
Issues encountered during the project shall be registered and tracked until resolved. Below is the format of issue register. The issue register can be use both internally and between DPWH and ALuP.
The following steps shall govern the resolution of issues: Step 1. Initiator/Doer Originator Action Raise issue by completing description in issue log form Attach any supporting document. Forward completed form to DPWH project Manager and Alcatel-lucent project manager. Coordinates the issue to the concerned project implementation officer (Assignee) and try to resolve the issue the soonest possible time. If issues require escalation to a higher officer or other parties , follow escalation procedure. Analyze the issue and recommend solutions. Record the issue on the issues log form. Update the Project Manager regarding the issue. Close the issue by accepting that implemented solution addresses that issue as it was originally described. Signs off issue as implemented.
2.
GPM
3.
Assignee
4. 5.
Originator Project Manager
Any technical or contractual issues, during any project phase, which is not solved within a reasonable time frame, must then be escalated by the GPM to GCD head or top management for urgent actions.
8.7
Correspondence Procedure
A. Contractual Correspondence correspondence letter should be addressed to MIS Director-ICD Component Manager for RIIDP represented by Dir. Elizabeth E. Yap, if it refers to the Contract for the Supply of Communication Network and Installation B. PM Correspondence - correspondence letter should be addressed to Project Manager G-11 if it refers to the day to day project management for the Supply of Communication Network and Installation
9. Risk Management
Risk is defined as an uncertain event or condition that, if it occurs, has a positive or a negative effect on project objectives. A risk has a cause and, if it occurs, a consequence. Common consequences of project risks are customer dissatisfaction, delays, cost overruns, re-work, poor quality, etc.
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Risk describes the extent to which the meeting of commercial objectives and implementation of commercial strategies is jeopardized by events or actions/omissions within or outside the company. Project risk management is understood as maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project objectives. It is the systematic approach to identifying and assessing potential risks and thereby selecting and implementing relevant measures for handling such risk.
9.1
Risk Management Procedure
Throughout the project duration, risks should be managed according to the procedure below:
Risk Management Planning Identify Risk Events Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring & Control
9.2
Risk Identification
During initial phase of the project, a project risk register will be created and initial risks will be identified and registered. Below are the risks having been identified: Risk type can also be classified as commercial, contractual, technical, logistical, etc. During each stage of project, risk identification will be repeatedly conducted, to be prepared for and to avoid risks.
9.3
Risk Monitoring and Mitigation
Risks shall be kept monitored and assessed during project execution at each level by the project team and reflected in their respective project reports. Most importantly, mitigation plan for each risk should be prepared. Accordingly project risk tracking register will be regularly updated.
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Risk Register is as per attached:
2013-05-13 Risk Register Template V05.xlsx
10. Quality Management

The Project Quality Management defined for this project assures the quality of the work will meet the offered and agreed quality requirements of the project based on Alcatel-Lucent procedures. It covers, but is not limited to, the aspects described below.
10.1
Definition and Documentation of the Customers Quality Expectations
The objectives and scope of the Project Quality Management system are presented in a documented Project Quality Management Plan, which establishes the procedures, the scope, criteria & responsibilities that ensure the management of core operation processes within the current Project, including the supply of faultless equipment, services & documentation, and the operation of installed systems according to the requirements, specified in the contract.
10.2
Internal Inspection
Before each site operational test, an internal inspection will be scheduled, to make sure the site is ready for operational acceptance inspection. And if necessary, rectifying works will be done to complete punch-lists if any.
10.3
Quality Records & Project Documentation
All quality records generated from the activities of the project are kept in order to verify and demonstrate that the required quality has been achieved and that the quality management system is effective.
10.4
Internal Audits
Internal Management System Audits will be performed in accordance with Alcatel-Lucent annual internal quality audit plan. Upon completion of the audit, the list of non-conformities and the list of corrective actions will be made available for review during project activities upon request.
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The audited results are documented and notified to the audited areas, which are responsible for the implementation and co-ordination of corrective measures in due time, with the objectives of correcting the existing failures.
10.5
Customer Satisfaction Surveys and Reporting
Customer perception of the quality of service is monitored in accordance with ALuP policies.
11.
11.1
Acceptance and Project Closure

Serialized Equipment Acceptance
For each site, the serialized equipment will be checked and accepted by DPWH before installation works. The delivery acceptance procedure is as below: Inspections Pre-Delivery Inspection (PDI) Site ALuP or BP Warehouse in Manila DPWH Attendees DPWH PM, etc AluP Preparation Letter of Request Inspection Pre-delivery Inspection Report a. List of Equipment/Material b. Serial No. c. Destination Site Name Delivery Acceptance Regional/District Site Responsible on-site Delivery Receipt
11.2
Installation Completion Acceptance
ALuP will notify in writing to DPWH PMO for each site when installation has been completed. Installation is defined as all work has been completed, and all equipment is installed and functioning properly. Installation does not require that training has been conducted yet and that Lease Lines and Trunk Lines (including VSAT) need not yet be installed and operating. DPWH, upon receipt of this notification shall conduct an inspection of the Site as soon as possible, but no later than 30 days (or, in the case of multiple notifications, on a program, allowing for inspection for each site within 30 days after completion of the requirements, agreed by both the Supplier and Purchaser). In the event that deficiencies are found, DPWH will inform ALuP of the deficiencies at the date of the inspection, and the Purchaser and Supplier will also agree when the deficiencies will be corrected and the date that the re-inspection will occur. If the installation has been completed and all equipment is installed and functioning, and in the event of deficiencies are found and subsequently corrected and re-inspected, then the Installation Certificate shall be issued. The Installation Certificate does not indicate acceptance of the site. Preparation: ALuP will prepare and provide user test document or check list. DPWH Attendees: On-site responsible
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11.3
Site Operational Acceptance
Operational Acceptance shall be conducted on a per site basis and also on an overall basis. Operational Acceptance per Site will be requested by ALuP in writing when all work and installations have been completed, all equipment are functioning properly, training has been conducted and all Lease Lines and Trunk Lines (including VSAT) are installed and operating. ALuP shall notify DPWH at least 7 working days prior to the scheduled acceptance. Upon receipt of this notification, DPWH shall conduct an inspection of the Site as soon as possible, but no later than 30 days (or, in the case of multiple notifications, on a program, allowing for inspection for each site within 30 days after completion of the requirements, agreed by both ALuP and DPWH). ALuP Project Manager will attend this inspection. In the event that deficiencies are found, DPWH will inform ALuP of the deficiencies at the date of the inspection, and DPWH and ALuP will also agree when the deficiencies will be corrected and the date that the re-inspection will occur. Operational Acceptance shall not be granted and the Warranty Period shall not commence until after all deficiencies are corrected by ALuP and re-inspected by the Purchaser. In the event that the Purchaser does not conduct a re-inspection within 30 days of receipt of the Suppliers written notification, then the Operational Acceptance and warranty period is deemed to have commenced at the end of the 30 day period.
SOA Checklist Form Ver 1.docx
Attendees Required: DPWH: CO Representatives, Regional responsible, Site responsible ALuP: PM
Concurrence of the result should be done during the inspection on the checklist Form, an initial result shall be reflected on the Form. RESULT CRITERIA: COLOR CODE Duration of Rectification none 1-2 days
Result PASSED NO PUNCHLIST PASSED with MINOR PUNCHLIST
Functional Category Non Service Affecting Non Service Affecting Non Service Affecting, not complying to TOR, Building Code, and other design standard.
FAILED WITH MAJOR PUNCHLIST FAILED WITH MINOR PUNCHLIST FAILED WITH MAJOR PUNCHLIST 1-2 days 3days and above
Service Affecting Service Affecting
Requirements: ALuP internal pre-inspection should be done, to ensure work quality of each site is ready for operational acceptance.
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11.4
Whole Network Integration Acceptance
Overall Operational Acceptance shall be conducted when all sites have obtained operational acceptance for the site. This acceptance testing will involve complete testing of all interconnections of all sites for both voice and data communications. This interconnection is also tested as part of the Operational Acceptance by site, the difference is that this is test simultaneously at all sites. All sites shall be properly interconnected and functioning.
11.5
Project Closure
The validity of this Project extends to such date, as both DPWH & ALuP shall have fully fulfilled their obligations under the Main Contract. Upon successful completion of task or deliverables, Alcatel-lucent Philippines will provide Letter of Completion to be signed by Alcatel-lucent Project Manager, DPWH Project Manager and Project Sponsors. DPWH Project Manager and Sponsor shall be given three (3) days to review and accept the said deliverables. The Project Closure will be finalized with an official project closure paper. It has to be agreed and signed by both parties to ensure that all deliverables has been completed entirely and that the obligations under the main contract, the supplementary contract and/or amendment contract as well as the payment has been scheduled and/or received completely and correctly based on the contract value.
12. Site Process

The Site Process is briefly described in this chapter, covering generic site process for the deployment services of the 47 new sites and 77 upgrade sites. The Site process is found in the figure below:
Site Process.VSD
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12.1
Overall Kick-off Meeting
There will be an overall kickoff meeting at the start of the project. This overall kickoff meeting will be attended by the network administrators of all Offices and will be conducted by ALuP with the Department assisting. The meeting will provide an overview of the project and provide in depth background on the equipment, and installation, and will also cover management and operations of the network. It will also include questions and answers session for the network administrators. The meeting will be held in the Central Office immediately upon the issuance of the Notice to Proceed (prior to any work starting) for duration of up to 2 days.
12.2
Site Kick-off Meeting
There will be Site Kick-off Meetings that will be conducted at each of the respective district offices (47). Management, Network Administrators, and other concerned staff of the District Office will be in attendance. This meeting will be conducted by the Department and will provide an overview and briefing of the network, the installation works that will be performed by ALuP, the responsibilities of the concerned Office, and other matters of concern No on-site kick-off is required for existing regional and district office sites that will be upgraded only. Instead DPWH PM will communicate to respective existing sites personnel about network upgrade planning.
12.3
Site Survey
There will be Site Surveys to be conducted by ALuP to determine the best solution for each of the department. This will be documented with a technical site survey report and will be coordinated with the DE and the Net Administrator. Locations of the Network Rooms and Powerhouses will be identified for the No on-site kick-off is required for existing regional and district office sites that will be upgraded only. Instead DPWH PM will communicate to respective existing sites personnel about network upgrade planning.
12.4
CME Works
CME implementation procedure includes: Site Survey: Survey report needs to be confirmed by both ALuP and DPWH Design: Design drawings and documents need to be approved by DPWH Installation/Construction Testing: ALuP will provide the test check list Installation completion acceptance by DPWH and ALuP
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A CME Hand Book will be provided outlining all the lesson learned from previous project. For detail plan of each site, please refer to the Project Schedule.
12.5
Network Equipment Installation
Plan of the network upgrade for existing sites, Central Office, and deployment for 47 new sites are as follows: 1. Upgrade of the existing Local Area Network and UPS unit. 1. Upgrade the Local Area Network of 77 existing offices by the supply and installation of Alcatel-Lucent 6450 switches 2. Upgrade the existing UPS system by supplying and installing a new UPS unit. 2. 47 new district offices network part covering the following: 1. IP PBX using the Alcatel-Lucent OmniPCX OXO 2. WAN device (IP based) using the Alcatel-Lucent Universal Service Gateway OmniAccess 5510 3. LAN switch using the Alcatel-Lucent Omniswitch 6450 WAN connectivity for the existing offices will utilize DPWHs IP WAN Network. Existing sites require data collection prior to network upgrade. Network upgrade and 47 new sites deployment involve: design, installation, test and commissioning. Design need to be approved/ confirmed by DPWH. ALuP will also assist DPWH coordination on acquiring IP WAN link and trunk link to PSTN. ALuP will provide for each site the test document.
12.6
Network Room Construction
This part of work should follow the procedures described in section 11.3 CME Works.
12.7
Upgrading of Existing Network
This part of work should follow the procedures described in section 11.4 Network Equipment Installation
12.8
Wide Area Network Design
WAN upgrade work should follow the procedures described in section 11.4 Network Equipment Installation.
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12.9
Cabling Installation
Cabling installation should follow the procedures described in section 11.3 CME Works.
12.10 Powerhouse Construction and Installation

Cabling installation should follow the procedures described in section 11.3 CME Works.
12.11 Electrical Installation

Electrical Installation should follow the procedures described in section 11.3 CME Works.
12.12 Trunk Line and Lease Line Installation

This part of work should follow the procedures described in section 11.4 Network Equipment Installation.
12.13 Training
Refer Chapter 15 for the Training Plan, trainings will be managed and supervised according to the plan.
12.14 Testing of Network

For each site, once installation is done, network test should be conducted. ALuP will provide test document for each site network. Test should follow the test document.
12.15 Schedule Control

The project schedule is controlled by the tool Microsoft Project, which is also used to keep track of the base line schedule for project schedule monitoring as well. ALuP uses Microsoft project software to help in the monitoring of the project. To further ensure that the project will be finished on time, a regular project meeting will be held to discuss the progress, risks, problems, and solutions needed to accomplish the project within the targeted schedule. Project weekly meeting will also review the progress, in the event that the project falls behind schedule weekly reporting and a recovery plan may be prepared.
13. Task, Time, and Resource Schedules Per Site

For project tasks refer Chapter 5 Scope Manager. For Time and Resource Schedules Per Site please refer to the Project Schedule.
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14. Telephone Trunk Line and WAN Lease Line Coordination Plan
ALuP will assist DPWH on coordination with telecom operators for obtaining telephone trunk line, and WAN lease line. ALuP will also provide WAN upgrade procedure and design document. ALuP Coordination Procedure: 1. Determine the area telecom provider per site 2. Secure application form from telco 3. Submit application form to be accomplished by DPWH 4. Submission of fully accomplished application form and other supporting documents to telecom provider. 5. Secure lease line installation schedule
15. Training Plan

Alcatel-Lucent will conduct a sequence of training courses planned to satisfy the needs of DPWH. The courses proposed range from simple to advanced levels of complexity and mastery of the different equipment. They are described and listed below. The courses can also be structured into personalized modules according to specific needs of DPWH. Users and Operators Trainings Trainings will be conducted on-site for the 47 new site District Offices. System Management and Administration Trainings System Management and Administration Training shall be conducted at the Central Office. Training Courses on System Management and Administration: 1. 2. 3. 4. 5. 6. Alcatel-Lucent OmniSwitch Series Administration Training Alcatel-Lucent OmniAccess Series Administration Training Alcatel-Lucent OmniPCX Office Administration Training UPS Technical Training Genset Operation and Maintenance Cabling Installation
For the details, kindly refer to Appendix II. On-the-Job Training for Administrators On-the-job (OJT) trainings will be conducted on-site.
16. Pre-commissioning and Operational Acceptance Testing Plan

Before equipment commissioning, and operational acceptance of each site, test should be done. ALuP will provide the test document. For operational acceptance, refer section 11.14 Operational Acceptance. Refer project schedule for the plan of test and operational acceptance.
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17. Operational Acceptance Plan

There are two Operational Acceptance Inspections: Site Provisional Operational Acceptance and Overall Operational Acceptance. As-built plan will be submitted before the Site Operational Acceptance and all passwords will be turned over to MIS. DPWH will provide maximum of four (4) inspectors for site operational acceptance, it is planned to do the operational acceptance by cluster or group of sites within the same proximity to reduce the travel time and cost. For the details of operational acceptance arrangement, please refer to the project schedule.
18. Warranty Service Plan

The three-year product warranty covers replacement of parts that will be defective during the threeyear period. This will be backed-up by support services that will be provided by ALuP during the Warranty Period. Alcatel-Lucent will also be providing a Warranty Certificate for all the equipment that will be provided. ALuP will maintain a help desk for the Department to report any warranty work from 8:00 am to 5:00 pm Monday thru Friday. The reporting shall include email, telephone, and cell phone. Any major (major defined as equipment not functioning) or urgent (urgent defined as safety hazards, or Department has classified it as urgent) warranty work shall commence work within 3 working day of receipt of the call and corrected within 5 days. For Structured Cabling and wiring a 15-year warranty shall apply. For cable parts and accessories the three (3) year warranty shall apply. The three (3) year warranty does not cover the following: Damages caused by natural calamities, lightning, fire, chemical sprays or liquids, fortuitous events, improper use, abuse or user negligence during equipment operation. Damages caused by tampering, alteration and unauthorized repair by an party other than Alcatel-Lucent Philippines or its authorized representative during the warranty period. Damages caused by faulty electrical wiring and power fluctuations, due to the additional load other than the specified in the designed load schedule, single line diagram provided by AluP, power fluctuations caused by power quality problems from the Local Power Supplier, such as High frequency Over-voltages present in the grid, voltage fluctuations caused by flicker that is outside the allowable flicker severity limits, imbalance in the magnitude of the phase voltages.
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Any consequent damage or losses sustained by DPWH in connection with the use of the equipment. DPWH can not claim for an damages, such as production losses caused by the malfunction of the equipment.
19. Solution Services Agreement Plan

The maintenance and support services is divided into six (6) phases namely: (1) definition of customer requirements, (2) establishment of technical baseline, (3) preparation of support plan, (4) execution of support plan, (5) generation of reports and (6) enhancement of support plan (as needed). Services which shall be implemented in each phase shall be as follows: Phase One : Definition of Customer Requirements ALuP partner will determine and define the business and technical requirements of DPWH Service Level specifications shall be pursuant to the severity levels as shown below: Level 3 System-wide Problem affecting all users, or critical hardware, link, application or system down with no alternate access. Examples include, but are not limited to: a. Entire circuit/system is down and all users are not able to work b. An IP-PBX system is totally down Level 2 Major Impact Problem affecting a large number of users, or intermittent problem or slow system response, or redundant hardware, link or alternate access is available. Examples include, but are not limited to: b. 50% of the users are affected c. Application performance is degraded or there is intermittent problem encountered d. Slow system response time or redundant hardware, link or alternate access is unavailable
Level 1 Minor Impact Problem affecting some users, or there is a Move, Add or Change (MAC) request Examples include, but are not limited to: a. Administrative users are affected b. Intermittent problems encountered by users on their telephone units
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Phase Two: Establishment of Technical Baseline ALuP Partner shall perform an assessment of the SYSTEM which focuses on providing feedback on the ongoing outcome of DPWHs current infrastructure, referred to as a System Health Check. This is conducted for the following purposes: Determine equipment installed; Determine current capacity utilization; Determine current level of firmware and software releases; Identify system risks due to outdated software and firmware releases; Identify system risks due to Business Continuity; Identify other possible operational risks
Phase Three: Preparation of Support Plan Taking into consideration DPWHs requirements and the technical baseline, ALuP and DPWH shall develop a plan that addresses the following: Level 1 & 2 problem isolation and resolution Level 3 & 4 Principal support gap Firmware and software maintenance Manpower support Phase Four: Execution of Support Plan ALuP partner shall execute and monitor the agreed support pursuant to SLA hereof or as needed. Support team shall consist of those specified in the Service Phase Five: Generation of Reports ALuP partner shall, with the assistance of DPWHs representatives, generate the required reports comparing the agreed service levels with that which was actually performed. Phase Six: Enhancement of Support Plan This phase permits the amendment and modification of the Support Plan in view of changes in DPWHs requirements. This phase permits the amendment and modification of the Support Plan in view of changes in DPWHs requirements.
SERVICES NOT COVERED

The maintenance and repair services not covered by this Agreement such as:
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a. Services requiring the repair of defects arising from accident, or disaster that includes but not limited to fire, flood, lightning, water and wind. b. Repair of damaged equipment as a result of power fluctuation and improper grounding. It is understood that this exception is not applicable for new sites. c. Services requiring the transfer or relocation of the Equipment or reconfiguration as a result of changes in the existing network configuration or existing network set up. (ALuP will still perform the task but should indicate additional cost upon service request.) d. Provision for serial cables, console cables, power cords, jumper wires, any cabling activity and equipment mounting accessories and consumables. This clause would only be applicable to the existing sites, which we presumed items above are already in place. e. Services requiring the painting, refurbishing and complete overhaul of the Equipment. f. Services related to troubleshooting problems not attributable to the components covered by this Agreement.
g. Services related to troubleshooting problems caused by improper and or unauthorized use of the Equipment or part/s by parties other than the AluPs employees and authorized subcontractors of AluP.
END OF DOCUMENT
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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

All Rights Reserved Alcatel-Lucent 2011

Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Project Scope and Assumptions ...................................................................................... 13

Implementation Plan ...................................................................................................... 16

Contract Administration .................................................................................................. 18

Communication and Control Management ....................................................................... 20

Risk Management .......................................................................................................... 27

Quality Management ................................................................................................... 29

Acceptance and Project Closure .................................................................................. 30

Site Process .............................................................................................................. 32

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

12.9 12.10 12.11 12.12 12.13 12.14 12.15

13. 14. 15. 16. 17. 18. 19.

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

2. Acronyms and Terms

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Region R1 Luzon R2 Visayas R3 Mindanao

4. Project Organization and Resources

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Project Organization Chart

Below is G-11 overall project organization:

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Roles and Responsibilities

General Project Manager (GPM)

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Technical Project Manager (TPM)

Project Planning Manager (PPM)

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Regional Project Managers :

Project Office Manager:

Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

Subcontractors / ALuP Service Partners

4.3.1 Upgrade Site Deployment Strategy:

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Project Management Plan

RIIDP G-11: Supply, Delivery and Installation of Communication Network Project

4.3.2 New Sites Deployment Sourcing Strategy:

Service Suppliers MSE

Regional/local presence Local / Regional

Structured Cabling Team Capacity 15

Local/Regional Local (Mindanao) Local

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