Project Governance is setting up a defined communication and SoR structure between the customer and the CT team. It guarantees the interaction between these parties of a project on a regular basis and the results can influence operations.

Project Governance is setting up a defined communication and SoR structure with all operations internal entities (e.g. CARE, NI). It guarantees the interaction of all internal entities of a project on a regular basis.

Project Governance is setting up a defined communication and SoR structure between the operations management and the CT team. It guarantees the interaction between these parties of a project on a regular basis.

Project Governance is setting up a defined communication and SoR structure with all relevant stakeholders (e.g. customer, CT Team, Operations Team, Care Team etc.) on management level covering business and operational aspects of the project. It guarantees the interaction of all stakeholders of a project on a regular basis.

Governance addresses the complete communication requirements between the Operator/Customer ‘Demand Organization’ and Nokia Siemens Networks; and is based on four levels of relationship.

Governance addresses the complete communication requirements between the Operator/Customer ‘Demand Organization’ and Nokia Siemens Networks; and is based on three levels of relationship.

Governance addresses the complete communication requirements between the CBT and Nokia Siemens Networks; and is based on three levels of relationship.

Governance addresses the complete communication requirements between the CBT and Nokia Siemens Networks; and is based on four levels of relationship.

Project Governance is describing the interaction with all relevant stakeholders (e.g. customer, CT Team, Operations Team, Care Team etc.) on management level covering business aspects of the project in contrast to Operational Interaction which is focusing on the day-to-day interfacing between the operations team and the customer demand organization.

Project Governance is describing the interaction with all relevant stakeholders (e.g. customer, CT Team, Operations Team, Care Team etc.) on management level covering business aspects of the project in contrast to Operational Interaction which is describing the internal interaction between the operational functions e.g. FM, CM, PM etc.

Project Governance is describing the interaction between customer and CT Team in contrast to Operational Interaction which is describing the internal interaction between the operational functions e.g. FM, CM, PM etc.

Project Governance is intended to cover NSN internal matters that are not directly related to matters between the Operator and NSN, while the Operational Interaction deals with communication.

Network Planning & Optimisation and Care.

Configuration Management and Network Planning & Optimisation.

Configuration Management and Care.

Configuration Management and Fault Management.

Use the information that comes from the Customer as it is, even if the quality is bad, because the Customer has full responsibility on that.

Recommend to the customer how the quality of the Datafill could be improved and agree with customer how to proceed with Implementation. Inform CT of a potential up selling opportunity for Network Planning Services.

Stop integrations until Customer provides a correct Datafill that can be used.

If the corrections to the Datafill are not too many, make the changes and move on with the Rollout.

In a telephone conference call with all his subordinates.

By mass email with attachments to all his subordinates.

In one on one telephone calls with his subordinates.

In a face to face or Confcall/Webex group presentation of the slide set to all his subordinates.

Non aligned 3rd Party SLA's & NSN Customer Contract SLA's & Performance/Capacity limitations arising caused by special holidays.

Performance degradation caused by activities not approved by NSN & Planned downtime for activities necessary to maintain and optimise the network.

Planned downtime for activities necessary to maintain and optimise the network & Performance degradations caused by subcontractors.

Planned downtime for activities necessary to maintain and optimise the network & non aligned 3rd Party SLA's & NSN Customer Contract SLA's.

Security regulators are authorised by local governments to provide guidelines for telecom operators and service providers.

Security regulators are authorised by local governments to provide services for telecom operators and service providers.

Security regulators are appointed by the local government specifically for telecommunications related matters.

Security regulators are national governments and their agencies, including law enforcement agencies, national security agencies and export control authorities, etc.

No impact.

Non Conformance costs due to unplanned additional work.

SLA's cannot be met due to requirement for scope clarification.

Additional Efforts due to intensive Change Management.

= (The impact of risk in €) * (the probability of occurrence in %).

= (The cost of risk mitigation in €) * (the probability of occurrence in %).

= (The risk contingency budget in €) / (the probability of occurrence in %).

= (The cost of transferring the risk in €) / (the probability of occurrence in %).

SLA's are necessary to define the service quality targets and Performance Management is the key process to achieve the targets.

Contractually we need metrics to measure performance quality; Fault Management is the critical process that supports achieving them.

SLA's define the E2E service quality, Configuration Management is the key process to achieve the target.

SLA's defines the quality of the (G)NOC services provided by NSN, The key process that MOST affects SLA's is OSS Administration

Re-organize based on a headcount limit that will realise the savings required.

Reorganize, creating teams for each function of the Operations Model.

Plan a new organisation based on an optimised process delivery using the Operations Model.

Check what other projects are doing and use the same approach as them.

his message is clear, unambiguous, and complete so that the receiver can receive it correctly.

he is using a lot of body language.

he is giving a hard copy to every attendant after his speech.

he is looking at every attendant in order to check that he/she is still listening to him.

Joint Operational Level.

Executive Management Level.

Joint Steering Level.

Tactical Management Level.

the ability to reduce perception barriers.

advanced degrees.

common points of view.

good encoding skills.