RNP Project Implementation Management System-20050413-A-2.0

Radio Network Planning Project Management System Internal
Huawei Technologies Co., Ltd. Document number Product version Confidential level
Document Center at Radio 　　 For internal use only
Network Planning Department Product name: Total 4 chapters
Radio Network Planning

Project Management System
(For internal use only)
Huawei Technologies Co., Ltd.

　All rights reserved
　
Prepared by: Radio Network Planning Department

Reviewed by: Radio Network Planning Department
Released Data: December, 2003
[Remarks]:For any question, recommendations or suggestion, contact Xu Longxiang.
2019-08-15 All rights reserved Page 1 of 22

Contents
Preface: Background of Project Implementation Management System....................................4
Chapter 1 Purposes for Project Management.............................................................................5
1.1 Purposes for Project Management............................................................................5
Chapter 2 Project Management Items.........................................................................................6
2.1 Project Type.................................................................................................................6
2.1.1 Market Support Project..............................................................................6
2.1.2 Engineering Project.....................................................................................7
2.1.3 Maintenance Projects...............................................................................10
2.2 Project Implementation............................................................................................10
2.2.1 Organization Structure of a Project......................................................11
2.2.2 Process of Project Implementation......................................................13
2.3 Document Review.....................................................................................................17
2.3.1 Documentation Review System.............................................................17
2.3.2 Documentation review output................................................................18
2.4 On-Site Training for Customers..............................................................................18
2.5 Project Summary......................................................................................................19
2.6 Routine Service Support..........................................................................................19
2.6.1 Expert Consultation..................................................................................19
2.6.2 Periodic Diagnosis....................................................................................20
2.6.3 Patrol Check on Network.........................................................................20
2.6.4 On-site Support..........................................................................................20
Chapter 3 Internal Management Regulations of the Project Team...........................................22
3.1 Intended Readers......................................................................................................22
3.2 Behavior Specifications............................................................................................22
3.3 Logistics Regulations................................................................................................22
3.4 Precautions for Customer Contact..........................................................................23
3.5 On-site Management.................................................................................................23
3.5.1 Transferring and Archiving Documents..............................................23
3.5.2 Changing Personnel.................................................................................23
3.5.3 Communicating and Negotiating Problems with Customers........24

3.5.4 On-Site Training.........................................................................................24
3.5.5 Engineering Quality...................................................................................24
3.5.6 Management on Cooperation Partners................................................24
3.6 Information Security................................................................................................25
3.7 Business Trip Management and Reimbursement Verification............................25
3.7.1 Business Trip Management....................................................................25
3.7.2 Project Expense Reimbursement..........................................................25
3.8 Others.........................................................................................................................26
Chapter 4 List of Attachments..................................................................................................27

Preface: Background of Project Implementation Management System

 Requirements for internationalization and professionalization of
deparmtment development.
 Requirements for establishing a project manager resource pool.
 Requirements for smooth delivery of radio network planning/optimization

projects together with other regulations and
flows

Chapter 1 Purposes for Project Management
1.1 Purposes for Project Management
Project management is oriented to:
 Guide various RNP project management engineers at home and abroad to

manage network planning and optimization projects, and ensure smooth the
engineering to improve efficiency, guarantee network delivery quality and
improve customer satisfaction. In addition, represent Huawei service
advantages and better enhance Huawei RNP&O service brand.
 Confirm post responsibility and specific operation methods for network

planning and optimization project management.
 Minimize the cost and allocate resources reasonably.
 Guide network planning and optimization project management, guarantee

normative network planning/optimization engineering implementation and
project management, and minimize risks.
 Guarantee the correctness of network planning and optimization scheme

and efficiently manage and supervise members of network planning and
optimization project teams.

Chapter 2 Project Management Items
2.1 Project Type
Network planning and optimization projects fall into market support project,
engineering project and maintenance project based on actual situations.
Implementation methods and monitoring points differ for different types of
projects.
2.1.1 Market Support Project
This project aims to efficiently support market bidding and expansion, complete
report exchange, clarify problems during the bidding, and provide Network
Planning and Optimization Technical Proposals. It can be divided into the
following four types based on actual situations.
Items
On-site
supported On-site survey Proposals or not Percentage
exchange
before sales
Type 1 N N Y 25%
Type 2 N Y Y 10%
Type 3 Y N Y 15%
Type 4 Y Y Y 50%
Market support projects require Marketing Department to apply for support

from RNP Department in the form of internal memo one week ahead. The RNP
Department determines whether to provide on-site support and relevant owners
after review.
(Note: Relevant RNP contact persons should carry out support review flows
based on the latest requirements.)
1. On-site support
On-site support owner should fully communicate with marketing personnel to
have a full understanding of a project before on business. If necessary, have a
technical communication with relevant personnel at Regional Offices. The owner
should prepare slides and materials (can be downloaded from Technical Support
Website and the database of our department) in advance for on-site
communication. After arriving on the site, the owner should make out market
project support plans with relevant marketing personnel based on on-site
situations. Doing so is to avoid or reduce HR waste caused by project delay.

Pay more attention to your dress and appearance during the market support,
especially during the technical exchange. Summarize exchange in time with
relevant marketing personnel. For important market exchange, actively report the
results to relevant marketing leaders with marketing personnel.
Before leaving the site, notify marketing personnel and other relevant ones at
Regional Offices. After returning to the department, archive corresponding
documents including Technical Proposals, Technical Exchange Slide and Point-
to-Point Reply into the department server based on Document Management
System. In addition, notify the document monitoring manager.
(Experience)
For market support projects requiring participation of multiple departments,
actively lead other departments to better complete network planning/optimization
after having a full understanding of network planning/optimization demands.
2. Remote support
The remote support owner should carry out market support based on site
demands after fully communicating with relevant marketing personnel. Support
engineers must output high-quality RNP/RNO Technical Proposals based on site
situations, regardless of on-site support or remote support. For output
documents for specific market support documents, refer to Network
Planning/Optimization Service Flow.
(Experience)
Information communication for remote support is more important than that for on-
site support. If necessary, directly communicate with final users not to miss any
important information.
2.1.2 Engineering Project
Engineering project refers to preplanned (belonging to engineering projects of

market support) projects before a contract and network planning/optimization
projects after a contract. Engineering project involves three stages: network
preplanning, network planning and network optimization based on stages of
project implementation. Engineering project implementation is dominated by on-
site support.
For network planning/optimization projects in engineering, the network
planning/optimization project manger or Engineering Center at the Regional
Office applies for support from RNP Department in the form of internal memo
one week ahead. RNP Department reviews it and determines whether to provide
HR support based on actual site situations. For network planning/optimization
projects involved with the third-party equipment, Service and Marketing Center

applies for HR support from RNP Department.

1. Network Preplanning
Before arriving at a site, the network planning/optimization owner should receive
network preplanning demands form customers or relevant departments (such
Marketing Department). After being on the site, he should analyze existing
information, scope of work and expected output of preplanning, and fully
communicate with the marketing personnel, project owner and customer to make
out an implementation schedule.
Network preplanning is mainly to obtain BTS information, analyze the existing
network, survey a site, correct models, forecast simulation, test electromagnetic
background, and finally output Network Preplanning Scheme. For specific
implementation and document monitoring, refer to Network
(Experience)
There are two ways to avoid latitude/longitude information collection error:
 Import latitude/longitude information of a BTS into ANT background or
MAPINFO. The equipment buyer marks out specific position for each BTS in
the administrative map. Then verify them and re-collect latitude/longitude
information when errors occur.
 If there is drive test equipment on the site, verify whether the collected
information is correct based on the track of drive test routes to each BTS
when testing coverage quality of the existing network in urban areas.
Usually, a dedicated low noise amplifier spectrum analyzer should be adopted for
electromagnetic background test. If only ordinary spectrum analyzer is available,
connect it to output port of CDU in the BTS to discover and locate interference
with low noise amplifier of CDU and high gain of the directional antenna.
Pay more attention to installation feasibility of antennas during network planning
survey, such as floor load and whether inter-antenna distance can satisfy
isolation requirements.
2. Network Planning
After being at a site, the network planning/optimization owner in engineering
project should fully communicate with marketing personnel, project owner and
customer. Doing so is to make out Network Planning/Optimization Scheming
Report, determine HR demands for network planning/optimization and a
schedule for specific project implementation. At the stage of network planning,

main tasks include evaluation on the existing network, BTS survey and network
planning. For specific implementation and monitoring, refer to Network
(Experience)
Make the best of network planning tools check frequency and neighbor cell
problems.
To plan network swap, must communicate the following topics with customers:
carry out swap prior to capacity expansion, or carry out them simultaneously.
Note that traffic statistics must be obtained before a swap and a tentative test
must be performed before cutover. Confirm problems of the original network one
by one with customers and output a contrastive report after cutover.
During planning, a full communication with customers in advance is a must. The
reason is that plans worked out on our own usually fail to meet their
requirements, thereby resulting in low work efficiency or engineering delay.
3. Network Optimization
Perform network optimization on engineering projects when engineering
installation or most of it has been completed. The network planning/optimization
owner modifies or makes out a detailed Network Planning/Optimization
Scheming Report. Execute all plans and monitoring in the form of documentation
to ensure the standardization and professionalization throughout network
optimization.
For specific implementation and monitoring, refer to Network
(Experience)
During network optimization, it is required to communicate with customers at
various levels, focusing on network optimization director, operation director and
vice-president. Obtain their viewpoints and focuses on the network and actively
report our achievements in network optimization to set up a good network
optimization brand of Huawei.
During daily communication, network optimization experiences exchange and
network optimization report submission, it is required to take personnel at
various levels of equipment buyer into consideration, especially the network
optimization director, operation director and vice-president. Network optimization
engineers must be capable of communicating with the vice-president actively to
know thoughts of high-level personnel in time. When achievements are made,
carry out proper propaganda to set up Huawei’s prestige. This is helpful for
project implementation.
What customers concern most is what we have done, what faults we have

removed, what achievements we have made, and what is our suggestions on the
subsequent construction. Therefore, all these must be clearly stated in a network
optimization report.
During network optimization, attach great significance to fostering technical
backbone of customers so that they are competent for routine maintenance and
network optimization. Doing so can lighten tasks of Huawei’s engineers.
2.1.3 Maintenance Projects
Maintenance project refers to items that experienced preliminary

acceptance and enters the maintenance stage. They are mainly from 800
problems handled or direct feedback by customers. Technical Support
Department at the Regional Office should submit maintenance items to RNP
Department in the form of internal memo one week ahead. Then the RNP
Department determines whether to provide engineers for on-site support based
on actual situations.
On-site support can be divided into two types: one is to solve important problems
only; the other is to optimize the network when solving problems.
After being at a site, network planning/optimization engineers should make out a
work plan after fully communicating with relevant personnel.
For detailed operations, refer to Network Planning/Optimization Service Flow.
(Experience)
Find out problem sources and refer to opinions of customers and Regional
Offices on problems. For the same problem, a Regional Office will provide
different strategies for different customers. In addition, different customers have
different responses to the same problem.
Communicate with the Regional Office and relevant personnel from customers
during problem solving. Report progress of problem solving in the form of a
written report to obtain support from customers.
After a problem is solved, submit corresponding report in time based on
requirements for Documentation System, one of five systems. In addition,
summarize and share experience and lessons of this support
2.2 Project Implementation
Network planning optimization projects are implemented through network

planning and network optimization. A project team should be formed based on

actual situations to implement network planning and network optimization. The

following focuses on network optimization operation modes and serves as a
reference for network planning.
2.2.1 Organization Structure of a Project
A project team is responsible for important network optimization projects. Apart

from a project manager and a technology owner, a project team should also
include sub-teams responsible for different duties in specific areas based on
project scale. Appoint the network optimization engineer with stronger capability
of technologies and cooperation to the leader of a sub-team.
The organization structure of a project and corresponding duties are shown in

the following figure:
Project
manager
Technology
owner
Parameter analysis Test and adjustment Test and adjustment

Traffic statistics
engineer engineer A engineer B
analysis eng.
　
1. Project manager
The project manager has the following duties:
 Organizing project implementation and being responsible for the whole
project
 Establishing a project team with the engineering project manager and being
responsible for daily management of the project team
 Bing responsible for project plan management, cost management, resources
management, process control, quality control, risk prevention, major problem
handling, cooperation management, and organization coordination.
 Being responsible for encouraging the team and being endowed with the
right of evaluating team members

 Mobilizing resources within his authority to smoothly implement network

optimization projects and realize network optimization targets
 Providing good service for users and markets
2. Technology owner
A technology owner is oriented to ensure smooth implementation of a project
and realize targets. He is responsible for technology schemes, technology
quality and technology service of his own project. Specifically speaking, the
technology owner is responsible for:
 Analyzing and controlling the quality of technology scheme (network
optimization) in a contract, data collection report, network evaluation report
and network optimization implementation scheme
 Negotiating with customers about their demands and clarifying technical
problems
 Handling major problems of the project and providing training for engineers
of the network optimization project team and users
 Tracing promises of Huawei’s technologies and checking QoS
 Assisting the project manger to manage network optimization projects
3. Traffic Statistics analysis engineer
The traffic statistics analysis engineer has the following duties:
 Analyzing traffic statistics data collection and complaints from customers
 Being responsible for traffic statistics in network evaluation and optimization
report
 Being responsible for communicating with users about problem summary
and solutions related to traffic statistics
 Collecting adjustment schemes and submitting them to customers for
implementation
 Being responsible for other work assigned by the project manager
4. Parameter analysis engineer
The parameter analysis engineer has the following duties:
 Analyzing such important parameters as handoff and power control, and
performing signaling trace, if necessary
 Being responsible for the timeliness and feasibility of network parameters
adjustment schemes
 Being responsible for parameters part in the network evaluation and
optimization reports

 Being responsible for communicating with users about problem

summarization and solutions related to parameters
5. Test adjustment engineer
The test adjustment engineer has the following duties:
 Collecting and analyzing DT/CQT test data and network hardware
parameters (including antenna feeder, repeater and BTS hardware)
 Putting forward adjustment schemes to provide solutions to network
problems
 Being responsible for network evaluation and optimization report related to
DT/CQT
 Being responsible for communicating with users about problem summary
and solutions related to DT/CQT
Remarks: Add and delete project engineers based on the network scale, region
distribution and workload. The project manager and the technology owner can be
the same person. Network optimization engineers also can be responsible for
more than one post.
(Experience)
Responsibility apportioning is, of course, important. But something more
important is that each engineer should concern project progress at every
moment during project implementation. Find out problems based on information
collected during the direct communication with customers and remind the project
manager of handling problems when they are in budding state.
The technology owner must well coordinate the work of traffic statistics,
parameter and test adjustment engineers. For example, drive test should be
purposive. Otherwise, HR and equipment resources will be wasted.
2.2.2 Process of Project Implementation
Network planning/optimization project management experiences the following

five stages; starting, planning, implementation, control and ending.
Implementation methods and monitoring points differ at each stage. Project
implementation begins with project coordination meeting, including network
evaluation (test), network optimization (survey and planning) and network
acceptance. The ending stage follows project acceptance.
1) Starting stage

 Prepare instruments
 Obtain network basic data and network optimization documents
 Output a project scheming report
 Output a project team phonebook
 Output a project team management system

(Experience)
Well begun is half done. Starting stage concerns image setup of the project team
in customer’s heart and whether the project succeeds or not. It is worthy of our
special attentions.
2) Planning stage
At this stage, the following should be output:
 HR management plan
 Communication plan
 Project progress plan form
 Project risk management form

(Experience)
It is the most important stage during project implementation, serving as the basis
of cost control and resources allocation.
3) Project coordination meeting
 Project kick-off agreement
 Project coordination meeting memo

(Experience)
Note: Do not satisfy demands of customers blindly. Controllable room should be
reserved for projects.
4) Network evaluation (test) stage
For details, refer to Network Planning/Optimization Service Flow. The

following may be output:
 Drive test preparation self-test form

 Drive test data analysis form
 Stage test report
 Weekly report on network planning/optimization projects
 Network evaluation report
 Electromagnetic background test report

(Experience)
Compare the quality after network optimization with that during evaluation. Route
selection during evaluation and evaluation results will affect effects of network
optimization. Carry out network evaluation seriously, including DT and CQT
evaluation. Compare results before and after network optimization with a
consistent test method. Otherwise, network optimization achievements cannot
be presented.
5) Network Optimization (survey and planning) stage
For details, refer to Network Planning/Optimization Service Flow. The

following may be output:
 Drive test preparation self-test form
 Drive test data analysis form
 Stage test report
 Weekly report on network planning/optimization projects
 Daily network monitoring form
 Technical problems handling report
 Network operation application form
 Parameter revision record
 On-site training report
 Training feedback form
 Data source of network optimization report
 Network optimization report
 Network preplanning scheme

 Network planning scheme
 Network planning parameters design report
 Engineering parameters summary

(Experience)
The weekly report is to reflect problems and request help. Make the best of this
function.
All reports should be written in the same template. It is more important when a
project is implemented in different areas.
The data must be precise in all reports. In addition, pay more attention to
reviewing other details to avoid minor errors, including error report time and
confusion one thing with another. For example, the Mobile Corporation occurs in
the report to be transmitted to the Unicom Corporation.
Specify a person to answer questions in advance when reporting important
reports to high-level leaders to avoid confusion of multiple persons answering
the same question simultaneously.
6) Network acceptance stage
 Project acceptance application report
 Project summarization report
 Project documentation checklist

(Experience)
Engineers must carry out “internal” engineering quality acceptance before project
final acceptance. Doing so can discover and solve potential dangers during the
acceptance, and minimize inevitable dangers.
Acceptance and data processing must require participation of two parties to
avoid wire-pulling.
Determine acceptance modes and methods in advance to avoid effects on
acceptance results due to different acceptance methods.
If there are customers participating in acceptance, Huawei engineers can
persuade them to form teams based on our suggestions. If some customers
harmful to engineering acceptance participate in acceptance, Huawei engineers
should well select route sections and specific places in advance.
7) Control stage

At this stage, proceed as follows:
 Identify the deviation from the plan and take corresponding correction
measures.
 Accept project alternation (contract modification and change to

engineering range, progress, cost, quality requirements and risk) and
carry out plan update.
 Adjust project contents.
 Adjust resource plans.
 Adjust project objectives.

(Experience)
Be capable of identifying alternation in advance to realize “nip in the bud”.
Lead alternations with great effects on engineering to the direction helpful to the
engineering.
If necessary, put forward our viewpoints on alternations and learn to “protest”.
8) Ending stage
At this stage, proceed as follows:
 Evaluate project process and achievements
 Summarize project experience and lessons.

(Experience)
Excellent external and internal propaganda is necessary to a satisfactory project.
And it is the most important to summarize experience and lessons from a failed
project.
2.3 Document Review
Document review is an important part of network planning/optimization project

management regulations. It is designed to ensure the reasonability of network
planning/optimization and guarantee implementation quality.
2.3.1 Documentation Review System
 The network planning/optimization project manger is the organizer of

various network planning/optimization scheme reviews and the first
owner to execute review system.

 Review various reports and schemes that should be completed based

on template requirements, including project scheming report, stage
test report, network evaluation report, electromagnetic background
test report, network preplanning scheme, network planning scheme,
network planning parameters design report, network operation
application form, network optimization report, and technology
problems handling report. For important projects, on-site project team
should perform internal review first and then submit relevant schemes
and review reports to Technical Support Department for review. The
review results should be returned to the network planning/optimization
project manager on the site in time. For non-important projects with
small scale, the relevant schemes and reports are reviewed within the
project team.
 The network planning/optimization project manager and

corresponding technical support owner can select review modes
based on actual situations, including review through e-mail or hold a
review meeting.
 A review team should at least include network planning/optimization

project manager, technology owner, members of the project team and
engineering supervisor. The network planning/optimization project
manager can invite marketing personnel and other employees of
Huawei to join in the review based on actual situations.
 For schemes and reports failing to pass the review, engineering

implementation and report submission cannot be carried out until they
pass the review.
 For engineering projects, the network planning project manager

should actively join in establishment and review of the cutover scheme
so as to ensure smooth cutover and network index after cutover.
 Focus on reviewing such documents as project scheming report,

network preplanning scheme, network planning scheme, network
planning test design report, technology problem handling report and
network optimization report.
(Experience)
On-site review has better effect than remote review. Schemes or documents to
be reviewed should be feasible and “word” review should be avoided.
2.3.2 Documentation review output
Documents after review should be archived in time based on RNP

Documentation Management System.
2.4 On-Site Training for Customers
To improve customer satisfaction, the project team should organize on-site

training and centralized training for customer’s engineers in combination with
specific contents of network optimization during the centralized network
optimization. To ensure trainings throughout the whole network optimization, a
centralized training should be organized every week apart from on-site trainings.
The training covers basic theories of network planning and optimization, instance
analysis and subject exchange. In addition, theories should be combined with
practice. Specific training courses should be determined by the project team
depending on actual situations on site. Full preparations should be made before
the training and on-site training report and training survey should be output after
the training.
(Experience)
Trainings should be of strong pertinence. The best training should combine
trainings on engineering problems to benefit customers most. During training, put
forward questions for customers and activate on-site training to improve training
effect.
Invite important leaders from customers to attend all trainings to show how we
attach great importance to trainings. In addition, this is helpful to improve training
effect.
2.5 Project Summary
The network planning and optimization project manager should submit a

summary report at the end of a project. Project summary is an important means
to retrospect network planning and network optimization projects, summarize
experience and lessons and evaluate projects. The summarized experience can
serve as a reference to implement other network planning and network
optimization projects. In addition, it can urge the project team and even the
whole group during the performance evaluation.
(Experience)
Praise achievements we have made during external summarization and put
forward existing problems during internal summarization.

2.6 Routine Service Support
2.6.1 Expert Consultation
Engineers should answer customer’s questions on network optimization with

patience. For questions that cannot be answered immediately, engineers should
determine the reply time with customers, answer the unresolved questions in
time and output customer’s questions handling form.
(Experience)
Since parts of questions submitted by customers are more than technical
questions, experts must have in-depth understanding of the local network to be
supported. The best way is to invite personnel in contact with customers to join
in.
2.6.2 Periodic Diagnosis
 Customers can periodically send busy hour traffic statistics data and BSC
database to Huawei network optimization customer service center through
e-mails. Huawei will assign relevant owner to detail network performance
data for customers, discover network quality pitfalls, suggest how to solve
these pitfalls and provide network pre-alarm analysis report.
 After receiving service request from customers, engineers should return an
acknowledgment to customers within the current day through telephone and
fax. In addition, provide a satisfactory reply or network pre-alarm analysis
report for customers within three days after acknowledgement. If further
investigation is required, provide them for customers within four days after
acknowledgement.
(Experience)
Treat remote support seriously, just like on-site support. Communicate more with
customers, provide satisfactory answers for customers in time and suggest how
to solve them in time to avoid customer’s great psychology “fall” compared with
on-site support.
2.6.3 Patrol Check on Network
After being assigned patrol check on network, engineers should arrive on the site
at the negotiated time to hear various suggestions from Customer Service
Center, Network Optimization Center and Operation & Maintenance Center.
Based on these suggestions, negotiate and determine patrol check procedures
and specific work assignment, and make out patrol check plan. During the patrol
check, engineers should provide on-site trainings for customers about existing
problems and corresponding solutions. After completing patrol check on network

quality, summarize and analyze technical problems occurred, and output the
patrol check report.
(Experience)
In some cases, patrol check is oriented to summarize the whole process instead
of discovering problems.
2.6.4 On-site Support
After being on the site, engineers should assist customers to complete database
check, network performance data check, drive test data analysis, and
optimization adjustment implementation. In addition, engineers should also
organize network optimization trainings for customers based on relevant items in
this service, submit on-site technical service report to customers and obtain their
signature after completing on-site technical service.
(Experience)
Some customers are sensitive to signature. So, for some soft problems like
network optimization, engineers must reach an oral agreement with customers
before providing required support to avoid their inimical feelings during the
signature.

Chapter 3 Internal Management Regulations of the Project Team
To know how a project team is internally managed so as to carry out projects

smoothly and efficiently, it is necessary to make out corresponding internal
management regulations.
　
3.1 Intended Readers
These regulations are intended for all members of network planning/optimization

project teams, cooperation partners and rented engineers for projects.
3.2 Behavior Specifications
During project implementation, all members of project teams must strictly follow
all management regulations of customers and Huawei’s basic regulations (such
as behavior specifications for Huawei employees, behavior specifications in the
equipment room, data setting specifications and safety production flow). In
addition, local laws and custom should be kept to. This is more important for
employees who are on business overseas.
(Experience)
One’s behaviors play an important role during project implementation. If we go to
work earlier but leave later than customers, customers will speak more highly of
us than those who do not. This must be of great help to smoothly implement
projects.
3.3 Logistics Regulations
During project implementation, all members of project teams must utilize

vehicles, housing and offices strictly following regulations or requirements of the
Regional Office. To use vehicles, provide corresponding applications for the
project manager in advance. Housing and offices should be confirmed with the
secretary.
(Experience)
It is a must to provide a stable working environment for all members of a project
team. Otherwise, their enthusiasm will disappear due to some trivial things.

3.4 Precautions for Customer Contact
The network planning/optimization project manager is main owner for external

contacts. For problems during project implementation, members of the project
team should communicate with each other, obey the contact level
(corresponding principles) of customers, and notify other members. This can
avoid different answers to the same question raised by customers.
(Experience)
Unify answers to some complicated questions internally to avoid completely
different answers for customers provided by different engineers. Otherwise, our
prestige will be challenged. For example, some customers pay great attention to
parameter adjustment, but some pay more attention to engineering adjustment.
In this case, we should unify our explanations based on different customers to
lead them into the direction under which we can carry out projects more
smoothly.
3.5 On-site Management
3.5.1 Transferring and Archiving Documents
On-site network planning/optimization engineers should complete relevant

documents specified by documentation management regulations and report
them to the project manager. During project implementation, engineers are
also required to complete papery documents signed and sealed by
customers apart from electronic documents.
(Experience)
Network optimization engineers should update the engineering parameters
summary after optimization. Otherwise, other engineers have to start from
scratch next time. Worse of all, such a case often occurs that one engineer
adjusted a parameter but the other engineer adjusts it to the original value again.
If it is, customers will consider we are self-contradiction and are of low
technology level. Therefore, concepts of documentation update and
management must be strengthened.
3.5.2 Changing Personnel
All members of the project team and cooperation partners must not leave the
region where construction site is located (including Saturday and Sunday)
without permission from the project manager.
(Experience)

A long-term valid cooperation of teams and continuity of a project is the key

factor for success. Forbid frequent personnel change unless special cases occur.
3.5.3 Communicating and Negotiating Problems with Customers
Feed back relevant information in time to the project manager (through daily
report or telephone) when cooperation from customers are required on the
site but on-site negotiation does not work. And then the project manager
negotiates with relevant personnel for solutions.
(Experience)
Our engineers must harbor the feeling of crisis during project implementation
and concern responses from customers at any time. The more early problems
are negotiated, the less the negotiation strength will be, and the more easily
problems will be solved.
3.5.4 On-Site Training
Provide on-site trainings for customers actively at free time during project
implementation. The network optimization engineer should provide a training
plan for the technology owner and organize on-site trainings for network
optimization personnel from customers under his guidance.
(Experience)
On-site training serves as a bridge between our engineers and customers. It is
worthy of our special attention. Particularly, we should focus on some active
customers interested in technical support and bring them into important objects
of the training.
3.5.5 Engineering Quality
The technology owner performs random inspection on network

planning/optimization quality in each engineering site based on different
stages of the project. If there are quality pitfalls or quality problems, correct
them in time.
(Experience)
The “internal” engineering quality acceptance must be performed before project
final acceptance. Doing so can discover and solve potential dangers during the
acceptance. For some unavoidable dangers, reduce them to the lowest.
3.5.6 Management on Cooperation Partners
During project implementation, regard cooperation partners as members of

Huawei project team. In addition, cooperation partners on behalf of Huawei
employees must not uncover their own true status.

(Experience)
Take advantage of any chance to stay with cooperation partners, such as to
have a dinner together. We are an entity and must not be separated and it is not
permitted to isolate cooperation partners on purpose.
3.6 Information Security
It is forbidden to exchange or discuss the engineering, technology and business

secrets among Huawei, cooperation partners and operators during project
implementation. Do not transfer internal documents of Huawei or secret network
optimization documents of the third party.
(Experience)
When Huawei employees work with cooperation partners and customers,
documents should be transferred and shared based on requirements for Huawei
information security to avoid any mistake of information arrangement.
3.7 Business Trip Management and Reimbursement Verification
3.7.1 Business Trip Management
When filling in business trip workflow for on-site support, determine

beneficial departments based on specific projects. The beneficial department
can be Engineering Department overseas or in Regional Offices, Technical
Support Department, Marketing Department. On-site support can be
performed only when the site agrees to accept the support. Apart from
following Business Trip Management Regulations of Huawei, engineers
going on errands in Regional Offices should also keep to all regulations of
the Regional Offices.
If necessary, record the working time into the working time system based on
requirements, and submit it to the project manager for verification. The
project manager is responsible for monitoring task implementation quality of
members in the project team.
　
3.7.2 Project Expense Reimbursement
If the beneficial department is Regional Offices, the “direct business leader”

can be the manager of Engineering Department, Technical Department and
service business, or relevant personnel of Marketing Department. The
papery reimbursement bill can be reviewed by the project manager or the

direct leader of corresponding department in Regional Offices, depending on
actual situations of the project.
The project team going on errands in Regional Offices must keep to relevant
“Expense Reimbursement Management Regulations”.
(Experience)
Beneficial departments may be different for different projects. Therefore,
determine the beneficial department and obtain approval from the corresponding
leader before going on business.
　
3.8 Others
For details not mentioned in this document, the project core team will
provide explanations or relevant attachments.

Chapter 4 List of Attachments
Attachments include newly added documents or templates, and descriptions of

other documents or template reference documentation management regulations.
They are
Network Planning
and Optimization Project Risk Managment Form.xls
Network Planning
and Optimization Project Communication Plan.doc
Network Planning
and Optimization Project HR Management Plan.xls
Network Planning
and Optimization Project Team Phonebook.xls
Network Planning
and Optimization Experience Communication.doc

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Radio Network Planning Project Management System Internal

Document Center at Radio For internal use only

Network Planning Department Product name: Total 4 chapters

Radio Network Planning

Huawei Technologies Co., Ltd.

Prepared by: Radio Network Planning Department

2019-08-15 All rights reserved Page 1 of 22

Chapter 1 Purposes for Project Management.............................................................................5

1.1 Purposes for Project Management............................................................................5

Chapter 2 Project Management Items.........................................................................................6

2.1 Project Type.................................................................................................................6

2.1.1 Market Support Project..............................................................................6

2.1.2 Engineering Project.....................................................................................7

2.1.3 Maintenance Projects...............................................................................10

2.2 Project Implementation............................................................................................10

2.2.1 Organization Structure of a Project......................................................11

2.2.2 Process of Project Implementation......................................................13

2.3 Document Review.....................................................................................................17

2.3.1 Documentation Review System.............................................................17

2.3.2 Documentation review output................................................................18

2.4 On-Site Training for Customers..............................................................................18

2.5 Project Summary......................................................................................................19

2.6 Routine Service Support..........................................................................................19

2.6.1 Expert Consultation..................................................................................19

2.6.2 Periodic Diagnosis....................................................................................20

2.6.3 Patrol Check on Network.........................................................................20

2.6.4 On-site Support..........................................................................................20

Chapter 3 Internal Management Regulations of the Project Team...........................................22

3.1 Intended Readers......................................................................................................22

3.2 Behavior Specifications............................................................................................22

3.3 Logistics Regulations................................................................................................22

3.4 Precautions for Customer Contact..........................................................................23

3.5 On-site Management.................................................................................................23

3.5.1 Transferring and Archiving Documents..............................................23

3.5.2 Changing Personnel.................................................................................23

3.5.3 Communicating and Negotiating Problems with Customers........24

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3.5.4 On-Site Training.........................................................................................24

3.5.5 Engineering Quality...................................................................................24

3.5.6 Management on Cooperation Partners................................................24

3.6 Information Security................................................................................................25

3.7 Business Trip Management and Reimbursement Verification............................25

3.7.1 Business Trip Management....................................................................25

3.7.2 Project Expense Reimbursement..........................................................25

Chapter 4 List of Attachments..................................................................................................27

2019-08-15 All rights reserved Page 1 of 22

Preface: Background of Project Implementation Management System

 Requirements for establishing a project manager resource pool.

 Requirements for smooth delivery of radio network planning/optimization

2019-08-15 All rights reserved Page 1 of 22

Chapter 1 Purposes for Project Management

1.1 Purposes for Project Management

Project management is oriented to:

 Guide various RNP project management engineers at home and abroad to

 Confirm post responsibility and specific operation methods for network

 Minimize the cost and allocate resources reasonably.

 Guide network planning and optimization project management, guarantee

 Guarantee the correctness of network planning and optimization scheme

2019-08-15 All rights reserved Page 1 of 22

Chapter 2 Project Management Items

2.1 Project Type

2.1.1 Market Support Project

Market support projects require Marketing Department to apply for support

Document Center at Radio 　　 For internal use only