Prudential RFP Section 6 - Project Management v2

SECTION 6: PROJECT MANAGEMENT

Proposed Managed Malaysia Domestic Wide Area Network (WAN) Services

TABLE OF CONTENTS

6 PROJECT MANAGEMENT METHODOLOGY AND IMPLEMENTATION APPROACH....................6-3

6.1 Project Management Methodology....................................................................................6-3

6.1.1 Initiate Project................................................................................................................6-4

6.1.2 Project Management Office (PMO).................................................................................6-4

6.1.3 Project Planning and Management................................................................................6-5

6.1.4 Scope Management........................................................................................................6-7

6.1.5 Project Monitoring and Control Management................................................................6-7

6.1.6 Project Resource Management.......................................................................................6-8

6.1.7 Project Risk Management...............................................................................................6-8

6.1.8 Project Status Reporting.................................................................................................6-8

6.1.9 Requirement Study, Conceptual and Detailed Design.....................................................6-9

6.1.10 Implementation of Infrastructure Solutions................................................................6-9

6.1.11 Project Close-Out........................................................................................................6-9

6.1.12 Post-Acceptance Maintenance Support....................................................................6-10

6.2 Project Team Structure.....................................................................................................6-10

6.3 Project Implementation Approach...................................................................................6-14

6.4 Project Scope of Work......................................................................................................6-18

CONFIDENTIAL INFORMATION Page 2

This document is prepared by Tenderer. All rights are reserved. Under no circumstances shall this document be reproduced (in whole or part), reformatted or altered in any way for either internal or external purposes other than for the purposes of this evaluation only

Section 6: Project Management Methodology and Implementation Approach

Prudential Corporation Asia (PCA)RFP – Prudential Malaysia Domestic Wide Area Network (WAN) Services

RFP No: PSS / RFP / 000100 / Q4 / 2014

6 PROJECT MANAGEMENT METHODOLOGY AND IMPLEMENTATION

APPROACH

This section of the proposal document describes our proposed project management methodology,

implementation strategy, and implementation plan of PCA’s Managed Malaysia Domestic WAN

MPLS Services. We will manage the delivery of this project using our own project management and

solution delivery framework. In the subsequent paragraphs of this section, we present details on our

proposed implementation strategy, approach and implementation plan, for the various activities,

processes for the delivery of the project.

The overall implementation of the proposed solution will involve 120 working days (6 months).

Detail Project Implementation Plan Gantt chart can be referred at the end of this section.

Details on our Project Management Methodology, Project Team Structure, Project Implementation

Approach and Scope of Work will be explained in the following sub-section.

6.1 Project Management Methodology

In a high-level detail, below are the key components and elements to be delivered in the

implementation of this project.

Initiate Project

Project Planning and Management

Project Management Office (PMO)

Requirements Study, Conceptual and Detailed Design

Implementation of the proposed internet solutions

Performance Testing

Documentation

Training and Transfer of Technology (ToT)





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Project Close-Out

Post-Acceptance Maintenance Support

6.1.1 Initiate Project

This is the project start phase. Upon the receipt of the Letter of Award (LOA) from PCA, we will

initiate the start of the project. The high-level activities that will take place during this period are:

Letter of Award from PCA

Contract Preparation, Review, Acceptance and Signing

Initiate Hardware, Software and Services Procurement Process

Project Team Organization and Mobilization

Formation of Project Steering Committee

Formation of Project Management Teams and Workgroups

Project Initiation and Kick-off Meeting

Start of Project Management Activities

We will conduct a project initiation and kick-off meeting at the project initiation phase to formally

announce the project. This meeting will be focused on planning and familiarisation for the team –

both Tenderer’s and PCA’s project teams. Meeting minutes during the kick-off meeting will be

documented and circulated to participants after the meeting.

We will also initiate the hardware, software and services process with our suppliers, vendors and

partners. We will also initiate the mobilization and formation of the project team for the

implementation of this project.

6.1.2 Project Management Office (PMO)

A Project Management Office (PMO) teams will be set up to assist Infrastructure and

Implementation team for this project. The PMO is the critical success factor for effective governance





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and delivery of the project. It will be manned by a project management team that is well qualified

and experienced to manage a large-scale project as this. The PMO will be responsible for ensuring:

Deliverables are on track and on time

Project reporting is timely and complete

Project communication is maintained with all stakeholders

Project risks are well managed and mitigated if occurrence takes place

Rigorous quality assurance on all aspects of the project

Effective change management, and project management throughout the life cycle of the

project

6.1.3 Project Planning and Management

Critical to the effective implementation of the project, is proper project planning and management.

The key to this, is to define very early in the project on the activities and tasks for the duration of the

project, that is, the what, when, where, why, who, and how of the project.

This basically translates to defining the various project management and governance plans, on all

aspects of planning, development and implementation. These plans will form the baseline and guide

to manage, detect variances and apply correction activities. The plans that will be developed, and to

be accepted by PCA, before full commencement of the project is:

Project Management Plan

Resource Management Plan

Risk Management Plan

Quality Management Plan

Issues Management Plan and Issues Register

Scope Management Plan

Configuration Management Plan

Project Schedule & Management Plan





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For the duration of the project, these baseline plans will form the guide to effective management of

the project, defining the methods, process, and deliverables within each defined project area or

focus. Figure below summarizes the project management and implementation activities, which will

be carried out iteratively for the duration of the project.

Figure 6-1: Project Management and Implementation Framework

In addition, we proposes the establishment of various project management workgroups comprising

of multi-discipline expertise and a mixture of skills sets that will assist effectively in managing the

various project delivery components of the project. The suggested workgroups are as follows:

Wide Area Network (WAN) Teams

Network Management System (NMS) Teams





RFP No: PSS / RFP / 000100 / Q4 / 2014

Nationwide Technical Support Teams

Our Project Team will work with PCA to define specific workgroups, their mission, and composition.

The workgroup staff will be multi-disciplined and will comprise of PCA and our Project Team

personnel as well as other parties as appropriate. For selected workgroups, participants may include

stakeholders. Coordination between workgroups is critical and some individuals may be members of

multiple groups. Workgroup meetings will be scheduled in consultation with PCA.

Workgroups will have a charter/mission, operational parameters, etc., in accordance with guidelines

included in the Project Management Plan. Templates will be established and milestones defined for

project deliverables. Minutes will be recorded at workgroup sessions. These will become part of the

project workgroups documentation.

As highlighted earlier, we recognise that this project is of utmost importance to PCA. We are willing

and able to accept this challenge.

6.1.4 Scope Management

Tenderer will be relentless in this area, as project schedule slippage is one of the highest risk factors.

Tenderer will work with the PCA’s Project Technical, Project Working, and Project Steering

Committees to foster understanding of project scope, and management of scope or requirements by

PCA. A Project Scope Management Plan (SMP) will be developed and used as the baseline and

reference for managing scope throughout the project duration.

6.1.5 Project Monitoring and Control Management

We will monitor and control the project using the detailed WBS (Work Breakdown Structure),

Project Management Plan (PMP) and Project Schedule, and all other project management plans. The

WBS elements will be mapped to PCA’s requirements allowing coverage and work assignments to be

factored into the project. All of the activities from WBS will be translated into the detailed Project





RFP No: PSS / RFP / 000100 / Q4 / 2014

Management Plan and Project Schedule, which would provide more details about dependencies and

task execution timings.

6.1.6 Project Resource Management

Efficient and effective resource management enables for the right persons performing the allocated

tasks at the right time. Tenderer will use both the detailed Work Breakdown Structure (WBS) and

the detailed Project Schedule to manage the engagement of assigned resources to meet the

timelines as planned. We have allowed for ramp-up, and ramp-down times to allow for proper

induction into the project, as well as for effective debriefs when handovers are carried out. This is

particularly necessary and important in an iterative development management approach.

6.1.7 Project Risk Management

Issues resolution and risks mitigation will be treated as fundamental to the successful delivery of the

project. Tenderer will be proactive in managing project issues and risks by sharing and reporting

potential show stoppers while undertaking mitigation actions and formulating contingencies

collectively.

6.1.8 Project Status Reporting

We will provide weekly or monthly status reports to PCA upon agreed. The highlights and action

items in these reports will be reviewed and discussed during the relevant weekly or monthly project

status meetings. High quality progress reports will provide both PCA and Tenderer with useful

updates on the performance of the project in line with contract specifications, schedule and scope.

It will also highlight areas of concerns, issues and risks, indicating corrective actions that need to be

taken.





RFP No: PSS / RFP / 000100 / Q4 / 2014

6.1.9 Requirement Study, Conceptual and Detailed Design

During the requirement study, conceptual and detailed design phase of the project plan, we will

review and update the requirements.

Subsequent to this activity, we will develop the Conceptual Design of the proposed technical

architecture.

Once the Conceptual Design has been produced, the Detailed Design work will be carried out. At this

phase the detailed design of the proposed solution are developed, analyzed and refined, until it has

met the needed objectives and requirements. The key activities during this phase are Technical

Architecture Specifications. Once the Detailed Design work has been completed, the implementation

will take place.

6.1.10 Implementation of Infrastructure Solutions

The work that will be carried out here are the installation and configuration of WAN infrastructure

and its component. The first installation phase of this solution will be carried out in NTT DC and

MYTAR DRC concurrently by two (2) different teams. The following phase will involve installation at

Major Sites which will be done concurrently with the rest of the sites nationwide. It will be done

concurrently by our regional technical team nationwide.

The rationale for the above approach is to ensure that the critical business and operations delivery

platforms are in place and properly functioning.

6.1.11 Project Close-Out

Project closeout will take place upon completion of the lessons learned review. Project closure

process will be initiated in relation to all project deliverables, and concluding with Project Sign-Off

for acceptance and closure of project and the next phase shall begin.





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6.1.12 Post-Acceptance Maintenance Support

This is the beginning phase of the Post-Acceptance Maintenance Support. It is envisioned that the

project implementation will take within 6 months (120 working days), and based on the 36 month

contract period, the Post-Acceptance Maintenance Support period will be for another 30 months

after UAT completed.

The scope of the Post-Acceptance Warranty Support will be in the following focus areas:

Project Management

Change Management

Corrective and Preventative Warranty Support

o Technical Systems on the implemented solution

6.2 Project Team Structure

We proposed to implement an integrated, scalable organization of personnel with proven leadership

and technical credentials - a project management and implementation organization that:

Understands the issues that will be involved in implementing the proposed Managed WAN

and Network Security project.

Has successfully delivered nationwide network infrastructure with similar scope.

Will work hand-in-hand with PCA’s provided staff throughout the project, preparing them with

new technology knowledge transfer process.

Individuals selected as key personnel bring more than relevant experience and credentials; they are

leaders with track records of innovative ideas and delivery of deployable solutions. These key leaders

integrated into an organizational construct that emphasizes:

Empowerment – Key leaders provided with the ability to make decisions and take action

quickly, without resorting to escalation of issues up a cumbersome chain of command.





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Responsibility – Expectations clearly defined for each member of the organization, including

the delineation of measures of effectiveness against which personal performance will be

rated.

Accountability – People held accountable for their assigned responsibilities, to foster a low-

risk management and quality control environment.

Communications – Lines of communication, requirements flow-down, and issue escalation

clearly established both internally and externally, to accelerate communications.

Responsiveness – The critical aspect of successful risk management is the ability to adapt and

respond to multiple levels of change, from legislative mandates to changes in regulations to

changes in work scope.

We have structured a project organization positioned to implement a quality system to meet the

requirements within the proposed timeline. Our project organization provides a proven structure to

facilitate communication, and promote a collaborative effort with PCA’s project management team.

Our Project Team represents a powerful team with the highest caliber of experience and resources

available in the ICT industry. The team reflects precision resource allocation - the right people with

the right skills and in the right combinations to deliver the right solution.

Diagram in Figure 6-2 shows the proposed organization structure of the project.





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Figure 6-2: Proposed Project Team Structure

Table below outline the team responsibilities:

Position Responsibilities

Account Manager Act as point of contact on commercial portion related to this

project i.e. contract, new requirements and others

Project Manager Manage the Project including planning, directing and monitoring

all project activities.

Be the primary point of contact for the Project.

Define and monitor the support resources required for the project

to ensure the resources are available as scheduled.

Measure, track and evaluate progress against the project plan.

Resolve deviations from the Project Plan with project owner.





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Position Responsibilities

Participate in periodic Project reviews, as applicable, including

review of the work products being produced.

Project Management

Office (PMO)

Project administrative support to Project Manager

Project documentation and deliverables.

Manage and monitor change management and project cost.

Technical Consultant Plan schedule and participate in periodic project reviews as

applicable, including review of the work products being produced.

Coordinate the project including planning, directing and

monitoring all project activities.

Act as centre point for coordination purposes

Technical Team Lead

(WAN and NMS)

Plan schedule and participate in periodic project reviews as

applicable, including review of the work products being produced.

Coordinate the project including planning, directing and

monitoring project activities.

Act as centre point for coordination purposes on WAN

implementation.

Technical Engineer

(WAN and NMS)

To carry out logical setup, network configuration and testing.

2nd level support for troubleshooting

Customer Support

Engineer (CSE)

To carry out line installation, commissioning and testing.

Customer Care Centre

(CCC)

To provide helpdesk support

Perform 1st level troubleshooting to customer

Perform pro-active monitoring for network connectivity

Coordinate incident logs and notify for critical incidents to

customer and management

Table 6-1: Project Team Responsibilities





RFP No: PSS / RFP / 000100 / Q4 / 2014

6.3 Project Implementation Approach

The implementation approach involves a series of logical steps or tasks, which can be view as a

series of progressive deployment phases. PCA’s network infrastructure implementation will be

undertaken in two key activities, which will be performed by us. The documentation related to these

two (2) activities will be used as guideline during the implementation.

The two (2) key activities are:

Activity 1- Confirmation of PCA’s Business Application needs

o Capture, document and validates PCA’s requirements

Activity 2- Finalise information and preliminary design

o Analyse and confirm current IT infrastructure

o Plotting the network design architecture

The following are the steps and tasks that will be conducted during the deployment engagement.

Activity 1- Confirmation of PCA’s Business Application needs

i. Requirement gathering and project planning

The purpose of this task is to become familiar with PCA’s network, systems, and locations for

deployment of the various project components. By understanding the underlying architecture

and structural components, our Engineer will help PCA to determine the most effective

locations (physical or logical) in which to install the various project components with minimal

impact and maximal benefit to PCA’s current system and network functions.





RFP No: PSS / RFP / 000100 / Q4 / 2014

The activities include requirement gathering, data collection, network architecture study,

security policy review, and planning discussions, project milestone scheduling, project team

roles and responsibilities and resource planning with PCA technical and management teams.

Activity 2- Finalise information and preliminary design

i. Task 1: Design and baseline specification

The purpose of this task is to provide consultation and advice on the current and proposed

design; and configuration parameters of the various solution components. This includes the

network design, network addressing and routing configuration, information flow, integration

issues and acceptance test plan. The result of this phase consists of the Design and Baseline

Specifications, User Acceptance Test Plan and several other deliverables, all of which will be

verify by PCA to ensure that the design is sound and consistent with the PCA’s network project

requirement.

ii. Task 2: Installation and implementation of proposed solution

After finalizing and agreed on PCA business requirements and design architecture, this second

task will follow through. The purpose of this task is to complete the installation and

preliminary configuration of the project components. The activities will include assisting in

the installation of the network equipment, assisting in basic configuration of the network

equipment to support the desired security profile/policy, and validating the approved

approach for assessing the organization’s security environment. PCA will conduct verification

of the baseline specification and internal tests on the individual project component together

with our assigned personnel. The installation will be done at PCA DC, DRC, Major Sites and

nationwide PAMB, PruBSN and EIB branches.

iii. Task 3: Project acceptance test

The purpose of this task involves the testing of the functionality of the project components,

ensuring that the solution is functional end-to-end, and conducting the acceptance test.





RFP No: PSS / RFP / 000100 / Q4 / 2014

On the next business day immediately after the stipulated migration or cut-over date of the

project components, we will assigned an Engineer to be on standby and be available to assist

PCA for unforeseen circumstances caused by the deployed project components that may

affect the availability or normal functioning of the PCA’s network infrastructure.

iv. Task 4: Documentation preparation

Our assigned personnel will prepare a set of documentation for the project components. We

will also provide a project summary report describing the installation, configuration, and

tuning that was complete. The documentation and report will complete off-site once the

personnel have completed the project.

v. Task 5: Knowledge and skill transfer

Throughout the installation and implementation process, our engineer will walk through with

PCA’s IT and provide hands-on (Classroom), interactive education to help them gain the skills

they need to use the proposed suite of security products effectively. The goal here is to

improve PCA employee self-sufficiency, and to increase the productivity of your security

efforts. At the end of the project implementation, our personnel will also conduct a 1 day

Project Hand-over Operational Training to advise PCA’s IT on the project configurations,

knowledge transfer with an overview of solution components deployed, and discuss on

administration and support issues for the equipment deployed within the scope of the project.

The implementation timeline for the proposed PCA’s network is estimated to be about 120 working

days. Diagram in the following page shows the proposed timeline for the implementation of PCA’s

Managed Malaysia Domestic WAN MPLS Services. Detail Gantt Chart in Microsoft Project can be

referred at the end of this proposal section. The actual project plan and schedule has to be finalized

with PCA after the project is awarded to us.

*Note: The schedule of the PCA’s implementation timeline is subject to:

Line infrastructure availability and site readiness at all PCA sites





RFP No: PSS / RFP / 000100 / Q4 / 2014

Telco’s freeze period during month of festive season





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Figure 6-3: Project Implementation Timeline





RFP No: PSS / RFP / 000100 / Q4 / 2014

6.4 Project Scope of Work

To ensure the success of the project implementation and management, we are committed to

provide added offerings, which include:

a) Network design and consultancy on PCA’s overall WAN infrastructure

b) Installation, configuration, testing, commissioning and management of PCA’s Domestic

Malaysia WAN MPLS infrastructure with new router which involved PCA NTT DC, MYTAR

DRC, 3 Major Sites, 44 PAMB branches, 8 PruBSN branches and 8 EIB branches nationwide.

c) Installation of internal data cabling at PCA NTT DC, MYTAR DRC, 3 Major Sites, 44 PAMB

branches, 8 PruBSN branches and 8 EIB branches nationwide.

d) Installation, configuration, testing, commissioning and management of PCA’s Network

Performance Management System that will be centralized located in NTT DC.

e) High Network Availability and Redundancy Support Services from our MPLS main nodes,

Network Control Centre (NCC) located at Kuala Lumpur and Network Recovery Centre (NRC)

located at our Tier 4 Data Centre, Bukit Jelutong

f) Dedicated Project Team which consists of Project Manager, Project Engineers and Customer

Support Engineers

g) On-site and off-site remedial maintenance services to all PCA’s sites as stated in this RFP for

24 x 7 365 days standby and at sites services.

h) A centralized 24 x 7 x 365 days Customer Care Centre (CCC) to PCA’s network. This centre

will provide 1st level support services and escalate problem resolution to the next level if

necessary.

i) To provide network capacity planning and preventive maintenance services to PCA’s

network once every half cycle during the contract period (twice a year). Report will be

produce to PCA on the outcome of the exercise.

j) 20 Regional Customer Support Centre Nationwide with complete sparing and replacement

management

k) Service Level Guarantee (SLG) performance as highlight in Section 3 of proposal submission.

l) Monthly project meeting

m) Monthly Availability and Utilization Report for PCA’s network





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During contract period, we will not be responsible for the following:

a) New hardware and software purchase that is not covered under this proposal.

b) Additional software licenses purchase that is not covered under this proposal.

c) Structured LAN backbone cabling and switches at sites that are not covered under this

proposal.

d) Breakdown of the products which resulting by power or voltage surges, riot, fire, flood,

explosion or any other acts of God.

e) Any fault, negligence or misuse of the product by any unauthorized party. The respective

party should be responsible to perform the Remedial Maintenance for the product to

perform back as usual.





RFP No: PSS / RFP / 000100 / Q4 / 2014

Documents

Prudential RFP Section 6 - Project Management v2