c&i business plan second intermediary project status and...

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Summary

PP-10 Resolution 177 instructs the Director TSB “to prepare a business plan for the long-term implementation of this resolution”. A call for tender was issued (Council-11 INF/14), and KPMG, a consultancy with excellent credentials in business plan preparation, was selected. This information document presents KPMG’s business plan (140 pages) which covers the period 2012 – 2016. KPMG’s “General Conclusions and Executive Summary” (chapter 2) and Annex 7 “Routes to inclusion in conformity database” is presented in Document C12/37.

Action required

This report is transmitted to Council for information. ____________

References

Resolution 177 (Guadalajara, 2010)

Document C12/37

Annex: 1

Council 2012 Geneva, 4-13 July 2012

Document C12/INF/7-E 16 April 2012 English only

Report by the Secretary-General

FINAL REPORT - PROVISION OF A BUSINESS PLAN FOR CONFORMANCE AND INTEROPERABILITY

http://www.itu.int/md/S11-CL-INF-0014/en

http://www.itu.int/md/S12-CL-C-0037/en

http://www.itu.int/council/Basic-Texts/ResDecRec-PP10-e.doc#res177

http://www.itu.int/md/S12-CL-C-0037/en

ABCD

International Telecommunication Union (ITU)C&I Business Plan

March 2012

i © 2012 . All rights reserved.

General Conclusions and Executive Summary of the Final Report

Provision of a Business Plan for Conformance and Interoperability

PROC-AB-9151-11-TSD

ITU

23 April 2012

ABCD International Telecommunication Union (ITU)

C&I Business Plan

Second Intermediary Project Status and Initial

Analysis

March 2012

ii

© 2012 . All rights reserved.

Disclaimer:

This report is solely for the information and use of the International

Telecommunication Union (ITU). It is based on specific facts and circumstances

pursuant to the terms of an agreement between KPMG and ITU. It is not intended

to be, and should not be, relied on by any other person or entity.

Table of contents

1 List of Acronyms 1

2 General Conclusions and Executive Summary 3

2.1 Introduction 3 2.2 Scope of the Study 3 2.3 Main General Conclusions of the Study 4

2.4 Examples of areas for potential revenue generation 6 2.5 Pillar 1: Conformance Assessment 7

2.5.1 Assumptions 7 2.5.2 Key Findings 7

2.5.3 Recommendations 8 2.5.4 Conclusions for ITU from comparative case studies 8 2.5.5 Budget 9 2.6 Pillar 2: Interoperability events 9

2.6.1 Assumptions 9 2.6.2 Key Findings 9 2.6.3 Recommendations 10 2.6.4 Budget 10 2.7 Pillar 3: Human Resource Capacity Building 11

2.7.1 Assumptions 11 2.7.2 Key Findings 11

2.7.3 Recommendations 11 2.7.4 Budget 11 2.8 Pillar 4: Test Facility Development 11 2.8.1 Assumptions 11 2.8.2 Key Findings 12

2.8.3 Recommendations 12 2.8.4 Budget 12 2.9 Summary of C&I Programme Budget 13


C&I Business Plan


Analysis

March 2012

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3 Methodology and Scope of Work 18

4 Pillar 1: Conformance Assessment 19

4.1 Business Analysis 19 4.1.1 Writing tests specifications 19

4.1.2 Implementation of the Conformity Database 24 4.1.3 Implementation of the ITU Mark 30 4.1.4 Important overall considerations and risks for Pillar 1 35 4.1.5 Case studies of certification programmes 35

4.2 Human Resource Modelling 42 4.2.1 Pillar 1: Writing test specifications 42 4.2.2 Pillar 1: Conformity Database 53 4.2.3 Pillar 1: ITU Mark 57

4.3 Integrated Human Resource Budget 61

4.3.1 Assumptions and Forecasts 61 4.3.2 Summary 65

4.3.3 Comments and recommendations 66

5 Pillar 2: Interoperability events 67

5.1 Business Analysis 67 5.1.1 Assumptions 67

5.1.2 As-is Analysis: Identify SWOT and Gaps 68 5.1.3 Options and Actions 69

5.1.4 Advantages and Challenges 70 5.1.5 Recommendations 71 5.2 Human Resource Modelling 72

5.2.1 High Level Processes 72 5.2.2 Assigning Responsibilities to Processes 74

5.2.3 Identified Roles and General Workload 77 5.3 Integrated Human Resource Budget 81

5.3.1 Assumptions and Forecasts 81 5.3.2 Summary and conclusions 84

6 Pillar 3: Human Capacity Building 86

6.1 Business Analysis 86 6.1.1 Assumptions 86

6.1.2 As-is Analysis: Identify SWOT and Gaps 87 6.1.3 Options and Actions 89 6.1.4 Advantages and Challenges 90 6.1.5 Recommendations 90 6.2 Human Resource Modelling 91

6.2.1 High Level Processes 91 6.2.2 Assigning Responsibilities to Processes 92 6.2.3 Identified Roles and General Workload 94


C&I Business Plan


Analysis

March 2012

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6.3 Integrated Human Resource Budget 98 6.3.1 Assumptions and Forecasts 98 6.3.2 Comments 101

7 Pillar 4: Test Facility Development 102

7.1 Business Analysis 102 7.1.1 Assumptions 102 7.1.2 As-is Analysis 103

7.1.3 Options and Actions 107

7.1.4 Advantages and Challenges 111

7.2 Human Resource Modelling 116 7.2.1 Recommended High Level Processes 116 7.2.2 Assigning Responsibilities to Processes 120 7.2.3 Identified Roles and General Workload 124

7.3 Integrated Human Resource Budget 128 7.3.1 Assumptions and Forecasts 128

7.3.2 Comments 131

8 Future Work 132

1 © 2012 . All rights reserved.

1 List of Acronyms

Acronym Name

AGM Annual General Meeting

ATS Abstract Test Suite

BBF Broadband Forum

BDT Telecommunication Development Bureau

BR Radio communication Bureau

C&I Conformance and Interoperability

CA Coordinator Assistant

CASCO Conformance Assessment Committee

CDB Conformity Database

CERT Research and Studies Telecommunications Centre (Tunis)

CHF Swiss Franc

CPqD Centro de Pesquisa e Desenvolvimento em Telecomunicações

CTTL China Academy of Telecommunication Research of the Ministry of Information Industry

DOC Department of Communications

DTP Desktop Publishing

ENTRA Egypt National Telecommunication Regulatory Authority

ETNAC European Advanced Networking Test Center

ETSI European Telecommunications Standards Institute

ETSI CTI ETSI Centre for Testing and Interoperability

FSAN Full Service Access Network

FTE Full Time Employee

GMPCS Global Mobile Personal Communications by Satellite

GPON Gigabit Passive Optical Networks

HCB Human Capacity Building

IAF International Accreditation Forum

ICT Information Communication Technology

IEC International Electrotechnical Commission

IECEE International Electrotechnical Commission for Electrical Equipment

IEE Infrastructure, Enabling Environment and E-applications

IEEE Institute of Electrical and Electronics Engineers

IEEE-ICAP IEEE Conformity Assessment Program

IEEE-ISTO IEEE Industry Standards and Technology Organization

IEEE-SA IEEE Standards Association

IETF Internet Engineering Task Force

ILAC International Laboratory Accreditation Cooperation

IPTV Internet Protocol Television

IPTV-GSI Internet Protocol Television Global Standards Initiative

ISO International Standards Organisation

ITTC International Telecommunication Testing Centre

ITU International Telecommunication Union

ITU-D Telecommunication Development Sector

ITU-R Radio communication Sector

ITU-T Telecommunication Standardisation Sector

KPI Key Performance Indicators

LAN Local Area Network


LSP Lusophone and Spanish speaking countries in Africa

MEF Metro Ethernet Forum

MoU Memorandum of Understanding

MRA Mutual Recognition Agreement

MSO Multiple System Operators

NDA Non-Disclosure Agreement

NYCE Normalización y Certificación Electrónica, A.C.

OMCI ONT management and control interface

ONT Optical Network Terminal

ONU Optical Network Unit

OSS Operations Support System

PL Partner Liaison

PP Plenipotentiary

RA Radio communication Assembly

RAG Radio communication Advisory Group

RFP Request for Proposal

RO Regional Office

RRB Radio Regulations Board

RRC Regional Radio communication Conference

RTDC Regional Telecommunication Development Conference

SDO Standards Development Organisation

SG Study Groups

STB Set Top Box

SWOT Strengths, weaknesses, opportunities and threats

TDAG Telecommunication Development Advisory Group

TSAG Telecommunication Standardisation Advisory Group

TSB Telecommunication Standardisation Bureau

UNH-IOL University of New Hampshire InterOperability Laboratory

UNIDO United Nations Industrial Development Organization

ZIINS Central Science Research Telecommunication Institute


2 General Conclusions and Executive Summary

2.1 Introduction

This report presents the results of the study entrusted to KPMG to elaborate a Business Plan outlining the level and skills in Human Resources required by the ITU Secretariat to implement the Conformance and Interoperability (C&I) Programme in accordance with the mandate1 it has received from its membership. The C&I Programme pillars are:

• Pillar 1: Conformance assessment (including the analysis of the ITU Mark and the implementation of a Conformity Database);

• Pillar 2: Interoperability events;

• Pillar 3: Human resource capacity building;

• Pillar 4: Assistance in the establishment of test facilities in developing countries.

The development of this business plan is an important step towards translating into practice ITU’s vision of a world where the destiny of mankind is helped along significantly by efficient, effective and globally affordable communications. Interoperability of telecommunications equipment placed on the market and the underlying conformance to agreed-upon standards are a sine qua non prerequisite for the fulfilment of ITU’s mandate. Resolutions 76 (WTSA-08), 47 (WTDC-10) and Resolution 177 (PP-102) translate the will of ITU’s membership to progress towards conformance and interoperability, and the business plan enables members to assess the required investment in the human resources who can produce the expected results.

While the investment requires the support of ITU members and represents a financial effort in times which are economically challenging, the results of the investment contribute directly to diminishing the digital divide, and to closing the standardization gap. The four pillars work towards knowledge and capacity enhancement. The provision by ITU of highly needed services will lead to more and better use of equipment in developing countries, creating higher corporate incomes which enable more investment, in turn generating better communications, of which the benefits in supporting market mechanisms and higher incomes no longer need demonstration. It is the beginning of a virtuous development circle, in which the returns on members’ investment are found in every facet of ITU’s mandate.

2.2 Scope of the Study

The business plan outlines the human resources required by the ITU Secretariat to implement the C&I Programme in accordance with the received mandate. Based on the scope of work agreed between the ITU Secretariat and KPMG, the study covers the following areas and points

• Analysis of ITU Secretariat information and data gathered via interviews of various ITU recommended partners, members and third parties.

• The high level as-is analysis of all Pillars so as to understand the opportunities, risks and costs associated with their implementation.

• The design of options and recommended processes for improving Pillars 1 and 4 to support a more efficient approach for these more “complex” pillars.

1 As specified in various ITU decisions, including WTSA-08, WTDC-10, Resolution 177 of PP-10 and ITU Council decisions 2009, 2010 and 2011 2 ITU-R’s Radiocommunication Assembly 2012 (RA-12) also approved a Resolution regarding the C&I programme (Resolution 62)


The determination of total costs for the identified human resources required within the ITU

Secretariat to implement all four pillars of the C&I programme. Some human resources are

already dedicated to the C&I Programme, and although KPMG‟s project scope does not

include the calculation of the difference, ITU may consider that a portion of the investment

is already covered, and only the difference in funds needs to be newly budgeted.

Recommendations by KPMG on improving current processes for Pillars 2 and 3.

Based on KPMG‟s mandate, the following points and areas are outside the scope of the study:

Costs outside of the human resources required within the ITU Secretariat.

The analysis of the revenues which may potentially alleviate the cost burden on members.

However, in this Executive Summary, KPMG lists some areas where ITU may wish to

conduct further research into income-generation.

An implementation plan of the pillars or specific implementation mechanisms. However,

KPMG provides process recommendations for various pillars which are translatable into a

workable implementation plan by the ITU. We also highlight issues on which the ITU

Secretariat should focus when supporting member requirements, where it should expand or

where more internal analysis and alignment with its members are required.

2.3 Main General Conclusions of the Study

a) The successful implementation of Pillars 3 and 4 depends strongly on the implementation of

Pillars 1 and 2; the parallel implementation of all four pillars should be emphasised as the

most productive solution to achieve the key objectives of the C&I Programme.

b) A consistent and sustainable implementation of the C&I Programme requires a level of

human resources within the ITU Secretariat which significantly exceeds the human

resources currently assigned to it. The resource limitation of the current operations hampers

the success of the C&I programme and therefore threatens the successful implementation of

the relevant Resolutions agreed upon by the ITU members.

c) Implementation options are available for each Pillar, and the human resources required will

be a function of the choices made among them. However, an indicative human resource

budget required for the period under consideration (2012-16) amounts to a total of CHF 5 –

8 million.

d) In order to provide answers to questions which lie outside the scope of the present Business

Plan project, a market study by the ITU Secretariat is needed to validate assumptions

associated with test suite development, to support a partnership strategy and determine

suitable partnerships, and to identify revenue generation on potential ITU services and C&I

related events. We suggest to refer to this study as the “ICT Services Market Study”

e) In general, there is a strong case for ITU to examine closely its potential for generating

resources via the services it provides or via development-oriented fundraising activities.

Should such an analysis be undertaken, then it would be beneficial to take a top-down,

strategic approach and cover the entire organization, not only the C&I Programme3.

f) The C&I programme is a specialised function which requires the incorporation of new

activities that are not traditionally inherent to the tasks of the ITU Secretariat. These

activities include:

3 Please refer also to PP 10 Resolution 158 with respect to revenue generation


i. systematic impact analysis on ITU Secretariat human resources to implement

approved Resolutions;

ii. tighter and a more formally governed sector integration/collaboration;

iii. proactive member profiling via more effective use of regional representatives;

iv. formalisation of partnerships that align to a strategy and are managed through a well

defined operating model;

v. defining test suites that complement new Recommendations; and

vi. conformance testing and certification that can be managed through online tools.

g) The ITU Secretariat needs to address the succession plan for key ITU officials currently

driving the C&I effort. This succession plan should be put in place as soon as possible for

all key roles of the C&I Programme, and the identified individuals who are destined to

replace others should begin to share duties and responsibilities with the outgoing ITU

Secretariat personnel as soon as possible. Also, the future key participants in the C&I effort

across the ITU Secretariat should be carefully selected (qualifications, availability,

motivation) in order to ensure success.

h) In order to reach the desirable outcome, the C&I Programme and its modalities require a

strong communications effort to ensure that all aspects are well understood and integrated

by all stakeholders. In addition to the human resource requirements for the actual

programme, the ITU must determine and provision an adequate communications and

marketing budget in support of the C&I programme.

i) There is a significant potential to harness the abilities of the ITU Regional Offices to collect

and manage ITU members‟ regional requirements for Human Capacity Building topics as

well as the requirements pertaining to Pillar 4 (Test Centres). In addition, the Regional

Offices should strengthen and drive the ITU Secretariat‟s presence in regional bodies where

the ITU Secretariat‟s expertise can provide key guidance around C&I Programme related

topics as well as telecommunications advancements such as the discussion of standards

harmonisation. Furthermore the Regional Offices must receive strong support from the ITU

Secretariat headquarters such that the ITU Secretariat experts and key resources can be

called upon by the Regional Offices in case of need.

j) Related to the suggested “ICT Services Market Study”, the ITU Secretariat requires the

development of a formal partnership strategy since partnerships form a strong focus across

the C&I programme pillars. Partners provide the necessary resources, depth of skills and

expertise needed by the ITU Secretariat to implement C&I objectives such as test suite

development and to provide specific training. In addition, the identification of region-

specific partners can reduce the costs associated with interacting with international partners

and facilitate more regional cohesion among members (e.g. SDOs, test labs and states) from

within the same region. For example, partnerships with Sintesio and CERT enable the ITU

Secretariat to offer C&I training content to all ITU members, while CERT‟s test facility can

be reused within their region to promote specific C&I testing.

k) The C&I Programme Business Plan is a “living document” that requires consistent updating

and validating of assumptions and costs. The global telecoms and ICT markets that affect

the ITU Secretariat as well as ITU members are in constant flux and subject to change and

the success of the C&I Programme will inter alia depend on the ability to take such change

into account and adapt to it.


2.4 Examples of areas for potential revenue generation

KPMG‟s mandate did not include the revenue side of the Business Plan, which is a complex

undertaking closely linked to the “ICT Services Market Study” suggested above. Below are

some examples of venues to be explored for the possibility of revenue generation. It is unlikely

that they would cover the entire cost of C&I implementation, however, they may alleviate some

of the financial burden on the ITU membership. A comprehensive market study related to the

C&I programme, such as the suggested “ICT Services Market Study” is required to validate any

revenue models to be implemented by the ITU Secretariat.

a) Provide to ITU members training services with custom-built content, focused on specific

C&I topics requested by the member. This service would satisfy a specific need and could

be remunerated. The ITU Secretariat would own the intellectual property rights to the

content. In addition, certification of the training content may be achieved in partnership with

reputable academic institutes, underscoring the value-added of these training courses.

b) Engage in revenue-sharing contracts with vendors, operators and possibly regulators where

the ITU Secretariat provides C&I specific services, such as consultancy and knowledge

sharing, which have a direct and positive impact on these stakeholders‟ revenues.

c) Additionally, ITU could engage in revenue-sharing arrangements with selected and

approved test labs interested in performing tests against ITU-recommended standards for

the ultimate purpose of granting the ITU Mark to tested products.

d) Introduce an annual fee for vendors for using the ITU Mark on their products.

e) Introduce registration fee or annual fee for entering products in the Conformity Database.

f) Develop and set up a separate programme (similar to those established by the Metro

Ethernet Forum or IEEE ICAP) aimed at assisting parties interested in creating dedicated

certifications programmes for services based on selected standards and selected

requirements.

g) Promote fund-raising initiatives across regions to support both global and region-specific

development priorities.

h) Apply for funding from other global organisations, such as UNIDO, to fund the

development and implementation of special activities and programmes aligned to these

organisations‟ strategic objectives.

i) In general, engage in fundraising activities with any bilateral, multilateral or other

development-oriented donors potentially interested in supporting development activities

related to communications in a context of supporting market mechanisms for poverty

alleviation and wealth generation in developing countries.

j) Engage in revenue sharing contracts with partners where the ITU Secretariat provides

brokering functions to match members‟ C&I requirements with partners‟ highly specialised

service offerings.

k) Develop a project management and advisory division enabling the ITU Secretariat to offer

project management services to members building test facilities. This advisory division

could manage the partners and the member requirements across the project lifecycle in

exchange for appropriate advisory fees.

l) Develop a project management and advisory unit for interoperability events enabling the

ITU Secretariat to offer project management services to other organisations on a

commercial basis. This unit could manage and coordinate events performed based on

standards developed by ITU, as well as by other SDOs, but could also cover solutions

developed by independent industry associations, as well as different technologies that are

outside the scope of standardisation activity.


2.5 Pillar 1: Conformance Assessment

2.5.1 Assumptions

a) The analyses of activities included in Pillar 1 are presented separately for each of the

components, i.e. test specification development, Conformity Database and ITU Mark, since

the decision on their respective implementation is still outstanding.

b) The test specifications development process which is currently being considered within the

C&I Programme will be carried out only for new standards that are currently under

development or those that will be developed in the future.

c) The Conformity Database (CDB) has already been developed as a tool. The ITU has been

considering four different Routes (see Appendix A.7) to enable vendors to directly place

their products in the CDB. The first two routes are based on assessment procedures

established by international standard organisations. The third route is based on assessment

made by a laboratory endorsed by other SDOs, forums, etc (third-party assessment) and the

fourth one is based on a self-assessment procedure.

d) The ITU has also been considering the possibility of introducing an ITU Mark that might be

given to products tested against ITU standards‟ requirements. The ITU Mark would provide

a visible declaration of compliance with these requirements.

e) The Mark is expected to be renamed “ITU Conformity Mark” to increase the transparency

of its meaning. However, later in this document we will use the name "ITU Mark", since the

final decision with regard to the name of the Mark has not yet been taken.

2.5.2 Key Findings

a) Test specification development is the basic activity that influences the approach to other

activities included under Pillar 1 of the C&I Programme, i.e. the Conformity Database and

ITU Mark Programme. In our analysis two options are taken into account:

The first option assumes that the ITU budget will not cover additional costs for

writing test specifications. Hence, preparation of tests will be highly dependent on the

level of engagement of Study Group members, as well as on cooperation or dedicated

agreements with other organisations, e.g. SDO, Forums, independent test labs. There

is a risk of limited acceptance of this approach by ITU members and as a result

important gaps may remain in terms of coverage of standards with required test

specifications.

The second option assumes that ITU seeks to achieve complete coverage with test

specifications of all standards indicated by ITU members as requiring them. This

option first considers all possibilities of developing test suites cost free, and only

thereafter turns to filling any gaps by accepting to incur these costs. This option

ensures that all needed tests will be prepared.

b) ITU members expect that the Conformity Database will be a reliable tool specifying

equipment which meets ITU Recommendation requirements. Considering these

expectations and their potential for misinterpretation, clear rules concerning inclusion of

data in the Conformity Database need to be established.

c) Different organisations or companies use their trademarks as a means to guarantee that

products are manufactured according to defined requirements or that a particular product has

passed all required tests. The implementation of the ITU Mark will be perceived by some

market players as a recommendation of the best products available on the market. The


introduction of the ITU Mark will not be possible if other elements of Pillar 1 like the

writing of test specifications and the Conformity Database are not implemented.

2.5.3 Recommendations

a) Among the 2 options spelled out in the analysis, we recommend to select Option 2, in

which ITU will develop tests suites for all standards currently under development and

future standards for which members consider that testing is needed. The successful

implementation of this option will require involving third parties as well as additional

funds to pay for the work they perform. This option would provide assurance to ITU

members that the programme is functioning properly and delivering the planned results

and that the activity provides a solid foundation for other components of Pillar 1. It is

highly recommended to pay particular attention to the process of selecting standards for

which tests should be prepared. Not all of the standards currently under preparation or

developed in future will require test specifications.

b) In order to facilitate the process of populating the CDB, ITU Secretariat and members

need to narrow down the list of standards to those for which test suites exist and for

which compliance declarations may be presented. ITU should also consider limiting the

number of options for entering data into the CDB to the first three Routes.

Implementation of these recommendations will support testing in laboratories which

ensure high quality tests (laboratories which are ISO-accredited or endorsed by other

SDOs, Forums, etc).

c) The introduction of the ITU Mark should not be considered as long as test specification

preparation activities are not fully implemented. Under the recommended approach the

ITU Mark programme will be based on test development activity, as well as on the

results of tests performed according to ISO/IEC procedures (Route 1 and 2) or third

party assessment (Route 3 with some additional conditions). It is recommended to

postpone the decision concerning the implementation of the ITU Mark until the

remaining two components achieve a more mature stage of development. It is also

recommended to start a trial (pilot) run based on a key technology for which there is

considerable market demand. By doing this, the ITU will be able to assess the impact on

the market caused by the implementation of these activities and to verify whether the

results allow for a continuation of the ITU Mark programme.

2.5.4 Conclusions for ITU from comparative case studies

KPMG has included in its analysis the experience of other organizations. Analysis of

programmes established by BBF, MEF and IEEE shows that:

Programmes are focused only on selected standards and selected requirements concerning

the implementation of a particular standard.

It is common practice that product testing is based on approved or agreed test suites.

The database of products can only contain those products which have been tested in selected

labs

The right to use marks/labels or to achieve certification is granted based on the same rules as

for the database registration.

Standard setting bodies (e.g. IEEE, BBF, MEF) play a market role similar to ITU‟s. IEEE and

ETSI are good examples of organisations that do not want to mix standard-setting and

certification activities. The IEEE has set up a separate organisation (IEEE ICAP) in order to


assist parties interested in creating dedicated certifications programmes. However, IEEE and

IEEE ICAP are separate legal entities.

If ITU is interested in starting a similar certification programme, it is recommended to follow a

similar operating model with similar principles concerning main activities like rules for database

registration or certification granting.

2.5.5 Budget

The total budget under the „base case scenario‟ for this pillar is estimated at ~ CHF 1,7 million

for the entire period 2012 – 2106 for the following functions4: : Cooperation Coordinator (P4),

TS Coordinator (P3), CDB Administrator (P3), ITU Mark Administrator (P3), Procurement

Advisor (P3), and Web Designer (G6). In the period covered by the resource plan these

resources will enable:

the preparation of 36 tests suites;

population of the CDB with an unlimited number of products;

analysis of approximately 180 ITU Mark applications.

The total budget under the „progressive scenario‟ for this pillar is estimated at ~ CHF 2,5

million for the period 2012 – 2016 for the same functions as in „base case scenario‟. The

„progressive scenario‟ assumes a higher number of both test suites prepared (55) and ITU Mark

applications analysed (715) in the period covered by the resource plan, 2012 to 2016.

2.6 Pillar 2: Interoperability events

2.6.1 Assumptions

a) ITU considers interoperability events as a very important element aimed at uniting efforts to

develop interoperability on the market, and it intends to make them a regular feature of the

ITU C&I Programme. Moreover, it is believed that these interoperability efforts can

substantially improve the quality of ITU Recommendations through feedback mechanisms.

2.6.2 Key Findings

a) Under the current mode of operation all interoperability events are participant-driven and

ITU‟s involvement in setting up an event depends on the direct interest of its members and

partners. So far ITU has been relying solely on contacts within its membership, usually

established during meetings or workshops, to determine the needs and interest of potential

participants. The ITU Secretariat‟s role under this model is limited to performing

administration, logistical and communication management activities.

b) To stimulate future development of interoperability events, the ITU Secretariat should take

a more proactive event animation role, where ITU staff would become directly responsible

for identifying and suggesting topics for future events based on continuous surveillance of

the market and of technological developments, as well as prospecting and generating

interest, e.g. through various publications like ITU News. This would provide increased

opportunities for ITU to provide the service for interoperability events where vendors can

test the equipment against selected key ITU standards, thereby providing feedback into the

standards‟ development or modification process and increasing the probability of

4 The term “functions” refers to the content of the work. It is not to be understood as “posts” or “FTEs (Full Time

Equivalents)”. The percentage of FTE for each function is given in the table under point 2.9 at the end of the

Executive Summary.


interoperability. By the same token, ITU’s position among telecommunications market players will be strengthened due to increasing awareness of ITU’s activities aimed at ensuring conformity and interoperability.


a) Three functions are recommended for this Pillar: The Interoperability Events Coordinator is expected to carry the bulk of the workload of the current tasks and responsibilities of this pillar. She/he should be supported by a strategic function (Head of Interoperability Events) associated with liaising with ITU members, implementing strategic decisions, as well as taking overall responsibility for the effort. Additionally, two supporting functions have been identified (i.e. Registration Officer/Finance Unit and Web Designer), which are charged with assisting the Interoperability Events Coordinator during the preparation and implementation of each interoperability event.

b) Gradual increases in the frequency of events are expected over the years covered by the business plan (from 3 events in 2012 to as many as 10 in 2016), resulting both from growing interest in new topics (technologies) and from the recurrence of follow-up events on technologies already tested and showcased. As a result, additional resources are required over time in order to meet the increasing demand for coordination functions (for details see summary table below).

c) To more precisely establish the demand for interoperability events and to determine the feasibility of identified development scenarios, the ITU Secretariat should probe industry needs in terms of technologies and services that could be subject to interoperability testing, as well as survey5 its members and partners to identify entities interested in hosting future events. This analysis could form part of the aforementioned “ICT Services Market Study”.

2.6.4 Budget

The total budget for this pillar under the “base case” scenario is estimated at ~ CHF 1.1 million for the 2012 – 2016 period for the following four functions: Head of Interoperability Events (P5), Interoperability Events Coordinator (P3), Registration Officer / Finance Unit (G6) and Web Designer (G6)6. These will enable the preparation and implementation of 22 interoperability events in the period covered by the resource plan, under the assumption that all of them will be hosted in Geneva.

Under the “progressive” scenario the total budget for this pillar is estimated to increase to ~ CHF 2.1 million. The increase in the costs is predominantly due to the increased workload for the Interoperability Events Coordinator resulting from the greater number of interoperability events foreseen in consecutive years covered by the resource plan (in comparison to the “base case”). Moreover, the implementation of the scenario will require greater logistical and administrative effort necessary to prepare and implement the additional events (above those foreseen in the “base case”) as these are assumed to be held outside Geneva – in various regions throughout the world. Based on these assumptions under the progressive scenario it will be possible to prepare and implement as many as 37 interoperability events in the period covered by the resource plan.

5 This part of the “ICT Services Market Study” would be aimed at validating assumptions associated with test suite development for ITU Recommendations, which will have direct impact on the development opportunities for interoperability events. 6 A more detailed breakdown of the resources and budget is presented in the table in section 2.9


2.7 Pillar 3: Human Resource Capacity Building

2.7.1 Assumptions

Based on Resolutions, the ITU Secretariat promotes partnerships with potential candidates to

support the implementation of Pillars 3 and 4. These partnerships are managed via corporation

agreements or MoUs.

2.7.2 Key Findings

a) Human Capacity Building is identified as a strategic lever with which the ITU Secretariat

can promote awareness of the C&I Programme in developing countries and enable these

countries to actively participate in the global C&I debate.

b) The current inter-dependency between ITU Secretariat (i.e. coordinators and specialists),

members and partners calls for a coordinated and collaborative HCB approach involving

TSB and BDT. This approach is currently in play and should continue to accompany further

optimisation efforts.

c) The ITU Regional Office has in the past been seen as a predominately ITU BDT role and

function. The ITU Secretariat sees value in sharing all C&I roles and responsibilities with

Regional Office representatives. This enables the efficient distribution of the C&I workload

and aligns to the greater “One ITU” image.


a) The C&I Expert (P5), Partner Liaison (P4) and Coordination Assistant (P3) functions are

identified to carry out the workload in the current tasks and responsibilities of this Pillar.

b) A formalisation of a partnership strategy is recommended to strengthen the implementation

of Resolutions to promote partnerships with potential partner candidates.

c) Support the sharing of workload for the development and delivery of C&I Programme

training courses with BDT HCB to free capacity in C&I human resources for the

development of additional training material as and when ITU member demand increases for

additional training and workshops.

2.7.4 Budget

The total budget for this pillar is estimated at ~ CHF 1 million for the base scenario of 25

courses over the period 2012-2016 under consideration and working with 12 partners, while the

progressive scenario amounts to costs of ~ CHF 1.3 million for 35 courses and 15 partners over

the same period. These costs are for three analyzed functions: C&I expert (P5), Partnership

Liaison (P4) and Coordination Assistant (P3).

2.8 Pillar 4: Test Facility Development

2.8.1 Assumptions

a) Based on relevant Resolutions, the ITU Secretariat promotes partnerships with potential

candidates to support the implementation of Pillars 3 and 4. These partnerships are managed via

corporation agreements or MoUs.


b) It is foreseen that the uptake of test lab development will be preferred to the implementation of

an MRA among developing countries due to their need for basic type-approval labs to advanced

C&I test labs.

c) To increase the awareness of the MRA regime among developing countries the use of 1:1

MRAs is promoted as an initial pilot to assess the appetite of the ITU membership with respect

to this regime.

d) Region-specific tasks and responsibilities are based on the workload calculation across all five

ITU regions.

2.8.2 Key Findings

a) Within the context of members‟ capacity building, MRAs, sub-regional labs and ITTCs are

all considered viable options. Each option provides structure and processes for

implementing Pillar 4, makes use of the coordination and partnership strengths of the ITU

Secretariat, mitigates members‟ interoperability risks and provides better member profiling.

b) The development of regional test labs sparks lively discussions regarding standards

harmonisation across sub-regions and regions, for example in the African context. The ITU

Secretariat can position itself as a strategic advisor that assists members in managing the

challenges of regional differences found in standards and technologies implemented or

adopted across the developing regions.

c) To ensure alignment to the ITU Secretariat‟s drive to include Regional Office participation

in the C&I Programme (and under the banner of the “One ITU”), dedicated regional

presence is required across regions to lead test lab and MRA development activities.


d) Similar to Pillar 3, the C&I Expert (P5) and Partner Liaison (P4) functions are identified to

carry out the workload in the current tasks and responsibilities of this pillar.

e) The identification of an expert and partner liaison role is recommended in both Pillars 3 and

4. The ITU Secretariat must optimise the allocation of human resources across these parallel

roles to achieve cost and workload efficiencies.

f) We also identify a Regional Representative playing an essential and strategic role to ensure

regional participation in the C&I programme. The role contributes to the development of

each region by increasing collaboration with the ITU Secretariat and taking on more C&I

roles and responsibilities that are ITU member-facing.

2.8.4 Budget

The total budget for this pillar is estimated at ~ CHF 1.5 million for the base scenario of 8 test

lab developments and 4 MRA support activities over the period 2012-2016 under consideration,

while the progressive scenario costs ~ CHF 1.7 million for 10 test lab developments and 6

MRA support activities over the same period. The costs are for three different functions

identified within the study: C&I expert (P5), Partnership Liaison (P4) and Regional

Representative (P4).


2.9 Summary of C&I Programme Budget

We summarise the C&I Business Plan in the following table.


Summary table of C&I Programme Budget

Pillar Assumptions Description 2012 2013 2014 2015 2016 Total for period

2012 – 2016

Pillar 1: Conformity Assessment

(base case scenario)

Costs Total cost of all resources per year 181 222 299 520 357 754 421 457 476 897 1 736 850

Utilisation per resource

in FTE TS Coordinator 0.29 0.57 0.67 0.86 1.05 -

Cooperation Coordinator 0.13 0.26 0.30 0.39 0.47 -

Procurement Advisor 0.06 0.11 0.13 0.17 0.21 -

Web Designer 0.19 0.20 0.21 0.22 0.23 -

CDB Administrator 0.37 0.54 0.63 0.63 0.63 -

ITU Mark Administrator 0.08 0.12 0.22 0.27 0.27 -

Outputs Number of test suites 3 6 7 9 11 36

Number of products entered in the CDB No limit- No limit- No limit- No limit- No limit No limit

Number of ITU Mark applications 2 15 45 60 60 182

Pillar 1: Conformity Assessment

(progressive scenario)



in FTE TS Coordinator 0.38 0.86 1.05 1.33 1.62 -

Cooperation Coordinator 0.17 0.39 0.47 0.60 0.73 -

Procurement Advisor 0.08 0.17 0.21 0.27 0.32 -

Web Designer 0.19 0.22 0.23 0.25 0.27 -

CDB Administrator 0.37 0.54 0.63 0.63 0.63 -

ITU Mark Administrator 0.09 0.20 0.50 0.87 1.07 -

Outputs Number of test suites 4 9 11 14 17 55

Number of products entered in the CDB - - - - - -

Number of ITU Mark applications 5 40 130 240 300 715


Summary table of C&I Programme Budget (Ctd.)


2012 – 2016

Pillar 2: Interoperability Events




in FTE

Head of Interoperability Events (P5) 0.06 0.08 0.10 0.10 0.10 -

Interoperability Events Coordinators (P3) 0.79 1.05 1.31 1.31 1.31 -

Registration Officer / Finance Unit (G3) 0.03 0.04 0.05 0.05 0.05 -

Web Designer (G3) 0.03 0.04 0.05 0.05 0.05 -

Outputs Number of interoperability events 3 4 5 5 5 22

Pillar 2: Interoperability Events




in FTE

Head of Interoperability Events (P5) 0.06 0.11 0.15 0.19 0.19 -

Interoperability Events Coordinators (P3) 0.79 1.78 2.40 3.13 3.13 -

Registration Officer / Finance Unit (G3) 0.03 0.06 0.08 0.10 0.10 -

Web Designer (G3) 0.03 0.06 0.08 0.10 0.10 -

Outputs Number of interoperability events 3 6 8 10 10 37




2012 – 2016

Pillar 3: Human Capacity

Building




in FTE

C&I Expert (P5) 0.35 0.35 0.52 0.52 0.52 -

Partner Liaison (P4) 0.27 0.27 0.41 0.41 0.27 -

Coordination Assistant (P3) 0.27 0.27 0.27 0.27 0.27 -

Outputs Number of courses 5 5 5 5 5 25

Pillar 3: Human Capacity

Building




in FTE

C&I Expert (P5) 0.35 0.52 0.52 0.52 0.70 -


Coordination Assistant (P3) 0.37 0.37 0.37 0.37 0.37 -

Outputs Number of courses 7 7 7 7 7 35




2012 – 2016

Pillar 4: Test Facility

Development




in FTE

C&I Expert (P5) 0.30 0.37 0.42 0.42 0.42 -


Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -

Outputs Test lab support 1 1 2 2 2 8

MRA support 0 1 1 1 1 4

Pillar 4: Test Facility

Development




in FTE

C&I Expert (P5) 0.30 0.37 0.42 0.54 0.54 -


Regional Representative (P4) 0.71 0.71 0.71 0.71 0.71 -

Outputs Test lab support 1 1 2 3 3 10

MRA support 0 1 1 2 2 6

Total cost for base case scenario 741 142 955 815 1 176 647 1 240 350 1 229 407 5 343 360

Total cost for progressive scenario 787 922 1 268 972 1 550 409 1 920 016 2 102 610 7 629 929


3 Methodology and Scope of Work

The methodology used in this work, and described in detail in the project proposal, is

summarized in the table below. For each of the four Pillars, we have completed the steps

described (in the blue blocks), to arrive finally at a consolidation of the results into a business

plan, after also considering interdependencies between the Pillars.

Figure 1: Methodology used in C&I Business Plan Development

The scope of work for each Pillar is illustrated below. Pillars 1 and 4 are subjects of somewhat

greater complexity and their analysis has, in agreement between ITU and KPMG, been driven

deeper, and different options have been considered. Pillars 2 and 3 have been analyzed based

on the current as-is situation, but the study nevertheless provides some comments and

recommendations for ITU and its members to consider for future plans.

Figure 2: Agreed and Confirmed Scope of Work

The following chapters provide detailed insight into each Pillar and the outcomes based on the

methodology and scope of work.

19


4 Pillar 1: Conformance Assessment

4.1 Business Analysis

In its capacity as a global authority for standards, ITU plans to conduct a conformity assessment

programme which is expected to include the following three separate components:

Development of test specifications to test for conformance of equipment to applicable ITU-

T standards and relevant normative references if any,

Provision of a database for registering products which conform with ITU-T standards,

Implementation of an ITU Mark to be used by manufacturers and service providers who

have proven that their equipment corresponds to ITU-T standards.

In developing the resource model for Pillar 1 we have based our analyses on the ITU

Secretariat‟s past experiences and lessons learnt regarding test specification processes and

development of the ITU Conformity Database, as well as on the experience, thoughts and

opinions of interviewed Standard Development Organisations, Forums and testing labs. In

addition, we have considered written opinions from vendors with regard to conformance

assessment processes, workflows and capabilities. The following activities have been performed

as part of the business analysis:

Review and analysis of available materials regarding previous work done by and on behalf

of ITU, (see Appendix A.1)

Collection of information through interviews with ITU staff, third party partners and other

organisations involved in conformity assessment, (see Appendix A.1)

Specification and consolidation of tasks, functions and activities conducted in connection

with the development of test specifications and the Conformity Database, establishment and

maintenance of an ITU Mark

Identification of gaps and risks in ITU‟s current operating model and definition of relevant

recommendations for improvements which enhance the chances of successfully

implementing this Pillar of the C&I Programme.

The analyses of activities included in Pillar 1 are presented separately for each of the

components, (i.e. test specification development, Conformity Database and ITU Mark), since

the final decision on their respective implementation is still pending.

Test specification development is the only one of these components which has already been

performed in the past and is still carried out by some Study Groups (e.g. tests for optical fibre

cables [SG15], coding of voice [SG16]). This activity might be perceived as the most natural

component proposed for Pillar 1. Moreover, the analysis of the feasibility and of options for

implementing this activity indicates that its impact on ITU‟s image as a standardisation body is

positive. This activity is also carried out by other SDOs (e.g. ETSI) as part of their

standardisation work.

The two remaining activities are usually not performed by other standardisation bodies but by

Forums or non-profit organisations set up in order to promote selected technologies as well as to

support the development of common solutions.

4.1.1 Writing tests specifications

The first component of Pillar 1 relates to the development of test specifications to verify

conformance of equipment to applicable ITU standards. ITU-T has some 3 000 standards, but

only a small portion of them are assorted with the required test specifications to ensure full

20


feasibility of their application. Only some of ITU‟s Study Groups (SGs) are currently preparing

test specifications within the scope of their work and this activity is limited to the capabilities

and know-how of Study Group members. The intention is now to complement ITU‟s standard-

setting capacity with the capacity to systematically develop test-specifications where relevant

and thus to bolster the implementation of the standards which play such a crucial role in ITU‟s

mission.

4.1.1.1 Assumptions

The analysis of human resources required to develop and perform ITU test specification

development processes has been based on the following key assumptions:

The test specifications development process which is currently considered within the C&I

Programme will be carried out only for new standards that are now under development or

those that will be developed in the future. Standards for which test suites should be prepared

will be selected based on principles defined by the ITU membership or the ITU Secretariat

may conduct a dedicated study regarding Recommendations for which there is a market for

test specifications. The results of this study will allow preparing a roadmap of further

actions.

Some test specifications for ITU standards are currently being prepared by Study Groups

within the scope of their activities. However, this work has so far not been specifically

carried out as a part of the C&I Programme.

The human resource calculations in this business plan are based on the experience,

processes, functions and tasks currently performed by ITU Study Groups, on the

information and experiences of interviewed parties, as well as on input from ITU TSB

representatives regarding the estimated scale of test writing activities.

The resource plan for the development of test specifications in this business plan presents

the total resources required to perform these activities under the assumptions / drivers

presented by the ITU (in the case of this component of Pillar 1 – the number of test

specifications written each year), and independently of current resources.

The resource plan covers the human resources required within the ITU Secretariat, but not

any additional financial resources required to pay for external development of test

specifications in the cases where this option would be chosen.

ITU will establish or expand currently existing cooperation with other SDOs, Forums and

consortia, independent test labs, etc. in order to be able to engage more people in test suites

preparation.

4.1.1.2 As-is Analysis: Identify SWOT and Gaps

Based on information received from the ITU Secretariat and on interviews conducted during the

study, we present the following SWOT analysis for the Pillar 1 component Writing tests

specifications:

Strengths (internal efficiencies)

Particular individuals from ITU‟s sector members possess the required in-depth technical

knowledge and experience necessary to prepare test specifications for ITU standards. They

are talented and highly skilled people and their involvement in test suites development

activities would be very valuable.

21


Development of test specifications for standards results in increasing the quality of these

standards and in improving the products which correspond to those standards.

Wrongly implemented technology might lead to a lack of acceptance or delay market

acceptance and the resulting costs may considerably exceed the costs of writing test

specifications. Test specifications may therefore be a cost saver.

Weaknesses (internal challenges)

In the past, ITU Study Groups have prepared numerous standards that were not

accompanied by test suites. For some standards, test suites have already been prepared by

other market players. While selected talents exist (see “strengths” above), there are also ITU

Study Group members who do not possess the required knowledge to prepare test suites.

Within the ITU there is currently no clear process or rules for the selection of standard

requirements (or options), for which test specifications should be prepared.

Opportunities (external potential benefits)

For the telecom sector, the value of ITU‟s standards will increase if they are supported by

adequate test suites (some SDO or Forums treat test suites as an integrated part of the

standards development process7).

By adding test suites to relevant Recommendations ITU will strengthen its position as a

global SDO.

Preparation of test suites and performance of testing against ITU standards will have a

positive impact on the quality of these standards (and of relevant products) via feedback

mechanisms forming the basis for developing and updating ITU-T standards, guidelines and

recommendations and boosting the relevance of ITU among the standards developing

organisations.

There is the possibility to leverage existing ITU test expertise spread across various Study

Groups and ITU divisions to disseminate general knowledge and experience regarding

testing requirements, processes and procedures.

For greater impact of SGs, employees among ITU‟s sector members who possess the

required in-depth technical knowledge can be identified and involved in the work of Study

Groups.

Other Pillars of the C&I programme, e.g. human capacity building initiatives or

interoperability events, can be used to market the objectives of Pillar 1 such as test suite

contribution.

Cooperation with other SDOs, Forums, consortia and independent test labs might result in

preparation of needed test suites without ITU having to incur additional costs. The success

of this cooperation will be highly dependent on the adopted business model and potential

benefits for ITU‟s partners.

7 Source: KPMG interviews see bibliography list in Appendix A.1

22


Threats (external risks)

ITU Members are often also involved in the activities of other SDOs, Forums or non-profit

organisations, where they may also be engaged in some form of test specification

development. This may mean that they are a) less available or b) less willing to perform

such activities also within ITU Study Groups.

Interviews have shown that the ITU already faces certain problems associated with the

limited involvement of ITU Members in the work of particular Study Groups. It may be

difficult to more systematically engage Members‟ resources in writing test specifications

free of charge.

Other SDOs, Forums and consortia may not be interested in providing their test suites to

ITU or writing test specifications free of charge, seeing an opportunity for themselves to

benefit from a “first to market” advantage.

There is a risk that, if ITU pays for the preparation of tests corresponding to its standards,

some Study Group experts might also expect to be paid for the development of the standards

themselves. This may lead to a misperception that ITU is a funding organisation for the

development of test suites. In comparison, ETSI pays for the development of test suites in

case of projects that are performed on behalf of the European Commission. In those cases

dedicated funds are set aside for this purpose or provided by the European Commission.

4.1.1.3 Options and Actions

Currently only a minority of ITU Study Groups prepare test suites. One of the main reasons is

that not all standards require test suites, as is the case for example with standards on

requirements or architecture. Another reason is that SG Members may not be interested in

preparing test specifications. Mainly however, the process of writing test specifications requires

the people involved to possess specific knowledge and experience and often this knowledge is

lacking in the Study Groups.

Considering the above as well as the fact that among ITU Members there are people who have

the necessary skills, it is possible to define two options for writing test specifications.

Option 1 – Writing test specification with no additional costs for the ITU

This option assumes that ITU budget will not cover additional costs for writing test

specifications. Taking into account all tests indicated as required by ITU Members, the ITU will

only develop those that can be prepared as part of the current activities of the particular Study

Group or could be prepared by SDOs, Forums or other organisations, e.g. as a results of

cooperation or dedicated agreements, but avoiding additional costs in the ITU budget. (It is

important to note that before any agreement or cooperation is established, legal issues will have

to be analysed carefully in order to determine potential liabilities for ITU.)

Under this option the ITU Secretariat would actively encourage ITU Members to delegate

additional people with needed skills to work in Study Groups. However, in light of the

arguments highlighted in the SWOT analysis above, important gaps will possibly remain in

terms of coverage of standards with required test specifications.

Option 2 – All required test suites are prepared even if ITU has to incur additional costs

This option seeks to achieve complete coverage with test specifications of all standards

indicated by ITU members as requiring them. It first considers all possibilities of developing

test suites cost free, and only thereafter turns to filling any gaps by accepting to incur a cost.

This means that ITU SGs will be encouraged to prepare test suites within the confines of their

23


current activities. If this is not possible, the ITU will establish cooperation with other SDOs,

Forums or non-profit organisation in order to prepare test suites without the ITU incurring

additional costs.

Thereafter, any remaining necessary development of test specifications is remunerated, and the

ITU will have to find financial resources to pay third parties for their preparation.

Summary

Both of the above-mentioned options assume that in order to prepare test suites while

minimizing costs the ITU should establish and maintain close cooperation with other SDOs,

Forums, non profit organisations or other stakeholders on the telecommunications markets who

might be interested in developing test suites for particular technologies. Both options also

assume that test suites could potentially be prepared by test labs interested in cooperating with

ITU as part of an agreement to test telecommunication equipment against ITU standards.

In the present document, further analyses will be carried out only for Option 2.

4.1.1.4 Advantages and Challenges

As agreed with the ITU Secretariat, for the purpose of developing the human resource plan for

Pillar 1, the calculations of resources required to implement this Pillar will be costed for the

above-mentioned Option 2. Thereby, once ITU‟s members decide which of the newly developed

standards require test suites, the ITU Secretariat will be charged with the responsibility of

ensuring their preparation.

Below we detail the following advantages and challenges of Option 2, under which tests are

prepared for all standards selected by ITU Members:

Table 1: Identified advantages and disadvantages of Option 2 of test specification development, under which tests are

prepared for all standards selected by ITU Members

Advantages Challenges

1 Availability of all test specifications

indicated by ITU members – higher level

of satisfaction among ITU members.

1 As possibly substantial costs will have to be

incurred in order to write all test specifications

indicated by ITU members, there will be a need to

find additional funding for this activity. Some ITU

members may object to the principle of additional

spending.

2 Better cooperation with other SDOs,

Forums, non-profit organisation,

independent test labs who might take an

active role in writing test specifications.

2 Difficulties in finding SDOs, Forums or labs

interested in writing test specification for ITU free

of charge, if there is no reward. They might be not

interested in performing this activity taking into

account the necessary time and effort.

3 Systematic preparation of test

specifications will improve the perception

of ITU as well as strengthen its position

among telecommunications market

players.

3 This option may have a negative impact on the

annual fees paid by Members – some of them

might not agree to increase annual membership

fees in order to ensure additional funding for this

activity.

4 If SG members see that ITU will start to pay for

some activities (which cannot be accomplished

otherwise), they may ask to be paid also for their

contributions which are currently provided for free.

24


4.1.1.5 Recommendations

ITU is a global standard-setting body. In the past several years most of its SGs have

concentrated on preparing Recommendations that did not include test specifications. The

implementation of the C&I programme by ITU is associated with growing demands of ITU

members to enhance the scope of work by including test specifications development in

standard-setting work. In order to be able to respond to the demands it is necessary to select an

option that will effectively bring the required change.

Analysing both options, it seems that Option 1 is better for ITU members from the financial

point of view as this option does not generate additional costs. However, by choosing this

option the current state may not change significantly and the number of new test suites will be

insufficient. As a result, it is recommended to choose Option 2, which will guarantee that test

suites are prepared for each standard selected by ITU members as requiring them. The

involvement of external parties will be required, and additional funds will have to be raised to

cover the cost. However, the goals of the activity will be achieved. It is highly recommended to

pay particular attention to the process of selecting standards for which tests should be

prepared. Not all standards currently under preparation or developed in future will require test

specifications. ITU members should concentrate on the selection process in order to ensure that

the selected standards:

Apply to a technology for which test suites are not already developed by other SDOs,

Forums or non-profit organisations;

Apply to a technology that is or will be readily used worldwide – level of popularity is high;

Are harmonised with test suites;

Are the subject of interest of different market players (stakeholders);

Specify several requirements in a way that supports the preparation of test specifications.

If the selection process is carefully conducted, it will likely increase the level of involvement of

representatives of different ITU members in SG work. This may decrease the need for external

funding necessary to develop test suites by external parties.

4.1.2 Implementation of the Conformity Database

4.1.2.1 Assumptions

The analysis of human resources required to implement the ITU Conformity Database has been

based on the following key assumptions:

The Conformity Database (CDB) has already been developed as a tool, but so far it has not

been populated with any data. The ITU has been considering four different Routes (see

Appendix A.7) to enable vendors to directly place their products in the CDB. The current

plan is that ITU will not systematically verify the validity of data submitted by vendors.

The first two routes are based on assessment procedures established by international

standards development organisations. The third route is based on assessments made by

laboratories endorsed by other SDOs, forums, etc (third-party assessment) and the fourth

one is based on a self-assessment procedure. The outstanding decision on which Routes will

be adopted will have a deep impact on the nature of the CDB. Vendors will choose Route 1,

2, 3 or 4 according to their own decision. Each entry will potentially carry a code (reference

number) to show which Route has been taken by the vendor. Users of the CDB must be

made aware of the fundamental differences in reliability of the four routes.

25


The human resource calculations will be based on the experience, processes, functions and

tasks currently performed by the ITU Secretariat, information and experience of interviewed

parties (i.e. other Standards Development Organisations, Forums and test labs, ITU

Consultants), as well as input from ITU TSB regarding the estimated scale of test writing

activities.

The resource plan for the implementation of the Conformity Database will present the total

resources required to perform these activities under the assumptions/drivers presented by

the ITU, independently of current resource levels.


Based on information received from ITU and interviews conducted with ITU staff and relevant

third parties8, we present the following SWOT analysis for the Pillar 1 component

Implementation of the Conformity Database:


The database will be easily accessible for anyone wanting to check which vendors offer

products that are in line with Recommendations and their normative references.

If Route 1 and 2 are used, entry of products in the ITU database provides an immediate

confirmation that they have been successfully tested by accredited bodies, thereby reducing

the risk/probability that equipment will not interoperate.

If Route 1 and 2 as well as Route 3 are used, selection of products entered in the CDB (and

therefore successfully tested) will potentially mean that operators will need to perform fewer

tests before putting equipment in their network, especially if test labs from Route 3 will use

test suites verified and accepted by ITU or if ITU cooperates directly with those labs.

ITU members have on many occasions reported that they do not have any information

concerning products that are in line with ITU standards. The CDB would provide ITU‟s

response to those conformity issues raised by operators / regulators, but only for a narrow

set of standards‟ requirements and only if Route 1, 2 or 3 are used.

Adoption of Routes 1 and 2 may increase confidence of customers and improve business

opportunities for vendors, especially when MRAs are established. The use of MRAs may

result in lower prices for end users: although testing costs still have to be incurred, thanks to

the MRAs they can spread over a higher number of products sold in the marketplace, and

thereby may result in cost reductions. Testing will provide feedback to the ITU Study

Groups enabling them to improve the quality of Recommendations.


Inclusion of a particular product in the CDB does not provide absolute certainty on whether

this equipment is interoperable with others – the CDB could reduce the risk, but does not

provide confirmation of interoperability.

Recommendations that have already been prepared do not always specify particular

requirements that have to be met in order to be able to confirm that a product is in line with

a standard. While for new standards or standards currently under development it is still

possible to do this, for old ones it cannot in principle be done.

8 See bibliography list in Appendix A.7 for references to sources

26


For most ITU Recommendations there are currently no ITU test specifications available. As

a result it is possible to register products in the Conformity Database only for products

tested according to test suites produced by others than ITU.

Operators usually purchase equipment adjusted to their own specific requirements and

verify their functionality before putting anything into their networks. Therefore, vendors and

operators perform their own tests to verify interoperability of products regardless of the

existence of the CDB. Its value may therefore be questioned by some.

Route 4 is based mainly on self-assessment which potentially weakens the quality of the

data.

The process of accreditation according to ISO is expensive and for some labs there might be

no justification to spend money on certification for testing equipment that meets voluntary

standards, which change very frequently.

Misunderstandings about the purpose and contents of the CDB might have negative

implications on ITU‟s image. Players from developing regions might erroneously consider

products listed in the ITU Conformity Database as “fail-proof”. A relevant warning has to

be clearly included to avoid such misperceptions.

On the other hand, in a situation where no products are registered in the CDB, inexperienced

market players may believe that there are no “good” products available on the market.

The requirements for Route 4 do not include those that would guarantee the same level of

quality of the products entered in the database using Routes 1, 2 or 3. Route 4 is based

solely on self declaration. It can be used by any manufacturer who produces equipment and

conducts tests in its own laboratory, as long as it is a member of the ITU.

According to the assumptions for Route 3 (see Appendix A.7), vendors can test their

equipment in labs that were positively assessed by other SDOs, forums, etc. However, there

is no guarantee that representatives of those organisations carry out regular audits or other

verification actions with regard to these labs, based on which they are able to confirm the

high quality of work performed by the labs. This risk may be addressed by establishing

cooperation with test labs that follow Route 3 or by accepting test suites used by them.


If Route 1 and 2 are used, there is a higher probability that developed countries will be able

to re-sell used equipment. Route 3 may potentially assure a similar or even higher level of

quality, if ITU cooperates with test labs or tests will be accepted by the ITU e.g. Study

Group members.

Potentially, test labs accepted for Route 3 may offer better prices for the market given the

economy of costs connected with ISO accreditation.

If only Route 1, 2 and 3 (under given conditions) are used, the probability of new

equipments‟ interoperability with legacy network elements already installed will increase.

ISO 17025 accreditation may not be available for test labs performing the testing of new

technologies. One may expect considerable delay before accreditation can be achieved.

Route 3 provides a potential solution to this issue.

ITU can establish cooperation with organisations who are involved in the accreditation

process in order to promote and support accreditation activities amongst test labs interested

in performing tests against ITU standards‟ requirements (Route 1 and 2).

The introduction of the CDB and participation of organisations in the database will increase

awareness and visibility of ITU‟s activities.

27


There is an excellent possibility of partnering with labs that have defined test suites for ITU

standards. The ITU can reuse these test suites, if they are of high quality. (However, a

process for verifying the test suites will have to be established and a confirmation of tests

might also be needed). ITU may accept tests done by other laboratories and, taking into

account intellectual property rights, ITU might decide to publish parts of the test suites

agreed with developers.

Human Capacity Building can be used to familiarise the industry with the concept of the

Conformity Database, its meaning and purpose and to instruct potential users on how to

benefit from it.


If only Route 1 and 2 are used, vendors may raise the issue of higher production costs and

therefore prices of equipment due to the costs of performing scope updates and accreditation

audits in step with evolving product features.

Moreover, some vendors may raise the issue that higher prices of equipment will result in

decreased sales. This in turn will decrease the level of investments in networks – especially

if operators are obliged to buy only CDB registered products, e.g. in developing countries.

No control is foreseen to verify whether products fulfil standards‟ requirements – any

vendor can make a self-declaration which carries a risk with regard to quality in case of

Route 4.

The Conformity Database will not provide a reliable answer to the question which

equipment should be bought to guarantee interoperability. There is a risk that some

inexperienced market players believe that each product from the CDB will work properly in

every network. ITU has to clarify this issue at least by presenting relevant disclaimers.

If there is no clear understanding of the purpose of the CDB, operators and end-users might

find that equipment registered in the CDB is not interoperable and hold ITU responsible as

the administrator of the CDB.

Some organisations, e.g. vendors or test labs, could strongly resist the introduction of the

database if they do not see the benefits.

The Routes to be used are intended to be clarified to users via a code or reference number. The

understanding by users of the Routes (and/or respective codes or reference numbers) and of

their meaning is a crucial component, as any misunderstandings will carry major risks for both

users and for the ITU.

4.1.2.3 Options

In today‟s world a plethora of different technologies are used to offer services to clients. For

most of these technologies operators can choose between equipment from many different

vendors. Some network operators face the difficulty of choice when confronted with a multitude

of solutions. The Conformity Database as a part of the C&I Programme is likely to be perceived

by some telecom operators as a support tool in selecting solutions.

28


In our analysis, we considered three options concerning rules for implementing and maintaining

the CDB:

Option 1 – Database for products tested according to ISO/IEC procedures

This option assumes that:

Only Route 1 and 2 of Conformity Assessment & Certification will lead to registration

in the CDB;

ITU collects information on third parties that have prepared test specifications for ITU

standards as well as information on accredited labs that perform tests;

For some standards test specifications may not be available. For as long as this is the

case, conducting tests and registering products in the CDB is therefore not possible.

Option 2 – Database with specific restrictions for product registration


Only routes 1, 2 and 3 of Conformity Assessment & Certification will be available to

register products in the CDB;

All of these routes will be available to all market players, both ITU members and any

other entities whose products have passed the required tests;

ITU collects information on third parties who have prepared test specifications for ITU

standards, as well as information on labs that perform tests.

Option 3 – Open Conformity Database


Routes 1, 2 and 3 are accessible to all vendors to register products in the CDB;

Route 4 is accessible to ITU members only;

ITU collects information on third parties who have prepared test specifications for ITU

standards as well as information on accredited labs that perform tests.


For the purpose of developing the human resource plan for Pillar 1, the calculation of resources

required to implement this activity will be based on the assumptions for the above-mentioned

Option 3, which was indicated to KPMG as the preferred option by our project counterparts

from the ITU Secretariat. Below we detail the following advantages and challenges of the

selected Option 3, under which three Routes are accessible to all vendors and Route 4 is open

for ITU members only:

29


Table 2: Identified advantages and disadvantages of Option 3, under which three Routes are accessible to all vendors

and Route 4 is open for ITU members only


1 In case of Route 4 there would be no

additional cost incurred by vendors above

membership fees. Vendors would not have

to pay for tests in labs, but they would have

to be ITU members.

1 Route 4 provides no safeguard against placing in

the database products of poor quality. Route 4

may create a “Conformity Database” which

includes products without any guarantee of

conformity. If ITU members decide to verify test

suites based on which tests were performed, ITU

Secretariat will have to ensure human resources

capable of performing this function.

2 Route 3 will increase the number of test

labs where tests might be performed.

2 Vendors who manufacture products of low

quality and use Route 4 may nevertheless place

these products in the CDB as part of their

marketing and sales activities (publicity). This

may have negative impact on the perception of

the ITU Mark on the telecommunications market

(if granted to Route 4 products)

3 Entry of products in CDB is free of charge. 3 Many vendors may only use Route 4 to enter

their products in the CDB – leaving their

conformity uncertain.

4 ITU will gather in-depth knowledge about

standards‟ “second life” – who uses these

standards, who prepares tests, who

produces products according to the

standards‟ requirements. This option may

possibly provide the broadest view of the

market.

4 Currently the ITU does not have any direct

relations with test labs indicated in Route 3. The

ITU cannot directly verify the quality of their

work, nor can it confirm how other SDOs are

performing such quality checks.

5 The costs of CDB maintenance will be kept

to a minimum – only IT infrastructure and

administration costs will have to be

incurred.

5 If Route 4 is available, the CDB might be

perceived as a database that compares poorly to

databases provided by other SDOs or Forums,

which are populated after successful completion

of product tests that are conducted by selected

laboratories based on approved test scenarios9.

6 Implementation of Option 3 can lead to

increased sector membership. Vendors who

are currently not members of ITU, but are

interested in entering products in the CDB

may prefer to pay a membership fee and

enter products according to the fourth

Route instead of paying labs for performing

tests.

9 Detailed information concerning rules of entering data in databases of other SDOs or Forums is

provided in chapter 4.1.5

30



Conformity and Interoperability are the two main issues that are raised by ITU members in the

current technological world. If the Conformity Database is intended to be a tool which supports

ITU members in taking decisions concerning the purchase of equipment, it should be underlined

that the CDB only addresses conformity issues and is intended to be the database of products

that have met conformity requirements, but does not guarantee interoperability. For the

credibility of the conformity claim, it needs to be ensured that the process of entering products

in the CDB and the input data should be strictly controlled. Products registration in the

Conformity Database might be limited to:

1 Products that are in line with ITU standards for which test suites were prepared and are

recognised by ITU, e.g. tests prepared by other SDOs, Forums or other organisations. This

would mean that it would not be possible to enter products in the CDB that have been

declared compliant with standards for which test scenarios are available simply on the

market but are not recognised by ITU.

2 Products that are in line with ITU standards for which test suites were directly prepared by

ITU or approved by ITU.

3 Products that were tested according to ISO/IEC procedures (Route 1 and 2). Implementation

of this limitation guarantees that product tests are performed in laboratories that ensure high

quality and that the tests performed are well conducted.

4 Products that were tested in a laboratory accepted by the ITU and based on test suites

accepted by ITU.

5 Products that were tested in laboratories approved by other SDOs, Forums or consortia and

based on test suites developed or accepted by the ITU.

Option 3, indicated by ITU representatives as the option currently mainly considered, does not

provide a guarantee that the information available in the CDB will be verified to a sufficient

extent. The selection of this option allows that vendors publish information about their products

in the CDB without additional costs for accredited testing procedures, but there will be no

control over this data.

KPMG recommends Option 2 as a rule for populating the Conformity Database. Additionally,

to improve the quality of data entered in the CDB according to this option, it is recommended to

establish specific agreements with relevant partners for implementation of Route 3 (e.g. test

labs). Furthermore, an evaluation process for test suites used by test labs in Route 3 might be

considered (e.g. evaluation of test suites prepared by the test lab).

4.1.3 Implementation of the ITU Mark

For some standards that have been developed by other SDOs a conformity path has been

launched on the market, and as a result equipment and service providers are able to obtain rights

to use a dedicated mark on their products, e.g. Wi-Fi, Bluetooth, ONU, OLT equipment. ITU is

considering the introduction of an ITU Mark to provide a similar visible declaration and

confirmation of conformity with ITU-T standards. Some analysis concerning an ITU Mark

programme has been performed already and the results of this work have been used as a basis to

perform the analyses below.

4.1.3.1 Assumptions

The analysis of human resources required to implement the ITU Mark as well as the manner of

implementing the ITU Mark has been based on the following key assumptions:

ITU Mark might be given to products tested against ITU standards‟ requirements.

31


ITU Mark provides a visible declaration of compliance with standards‟ requirements; it

does not however represent confirmation of interoperability. The Mark is renamed “ITU

Conformity Mark” to increase the transparency of its meaning.

The establishment of the ITU Mark is not obligatory for the ITU since its implementation is

not specifically demanded by a Resolution. According to the Resolution concerning the C&I

programme this is only an option that should be considered for the time being.

The ITU Mark is intended to be directly linked to test specification development activity, as

well as to the Conformity Database.

The human resource calculations will be based on information and on the experience of

interviewed parties (i.e. other Standards Development Organisations, Forums and test labs,

ITU Consultants), as well as input from ITU TSB.

The resource plan for the implementation of the ITU Mark programme will present the total

resources required to perform these activities under assumptions/drivers presented by the

ITU (in the case of this component of Pillar 1 – each processed ITU Mark application form),

independently of currently available resources.


Based on information received from ITU and interviews conducted with ITU staff, relevant

third parties10

we present the following SWOT analysis for Pillar 1: Implementation of ITU

Mark.


ITU is well recognized as a global standards body where the private and public sector work

together and this lends credibility to an ITU Mark.

The ITU Mark carries potential benefits for members, inter alia for National Regulatory

Authorities, by making it easier to set adequate regulations, and for operators, as they will

potentially need to perform fewer tests before putting equipment into their network, if the

equipment includes ITU related specifications.

The ITU Mark provides an opportunity to clearly confirm (in a visible way) conformance to

ITU standards.

Previous experience associated with the introduction of the GMPCS mark (for terminals

working with satellites) presents a starting ground for the new programme.


ITU does not conduct any processes to verify the fulfilment of standards‟ requirements by

manufactures.

The perception of ITU in the telecom market may change. Whatever the underlying details

of the Mark may be, it will be seen as a move from standard definition body towards a

certification body. This real or perceived evolution of mandate will be a controversial

development for ITU members

It may take time before the first products with the ITU Mark will appear on the market,

since for most ITU recommendations there are currently no test specifications:

10 KPMG analysis is based on documents and interviews, including ETSI, ITU C&I, ITU Consultants, ITU Study

Group members

32


• In the case of older standards and products, interest in test preparation or in obtaining

the ITU Mark will be low.

• In the case of new standards and equipment, it will take time for vendors to conduct the

tests and to obtain the ITU Mark.

If for some of the standards no products are available with the ITU Mark, inexperienced

market players may believe that there are no “good” products on the market increasing the

need to familiarise the industry with the concept of the ITU Mark programme in order to

avoid any confusion and misperceptions.


An ITU Mark provides an easy way of recognising product conformity especially for ITU

members from developing countries.

The visible presence of the ITU brand on products will generate publicity and increase

awareness of ITU‟s activities.

Implementation of the ITU Mark programme may be considered a value added activity for

the market, especially operators.

Human Capacity Building can be used to familiarise the industry with the concept of the

ITU Mark, its meaning, purpose and to instruct potential users on how to benefit from it.


ITU Mark may generate some confusion concerning its purpose and meaning, if this is not

clearly communicated worldwide and is wrongly interpreted by inexperienced users.

Misinterpretation of the ITU Mark‟s meaning might have negative implications on ITU‟s

image.

Market players may not see any value in the ITU Conformity Mark.

ITU Mark might be used in an uncontrolled way if clear rules for its use and surveillance are

not established.

Vendors may consider the ITU Mark to be an additional cost that increases the price of their

equipment due to the necessity of testing, or of packaging with ITU Mark. They therefore

argue that this will in turn impact prices charged to operators and end users.

Moreover, some vendors raise the issue of longer time-to-market due to the necessity to

perform additional tests (if these are necessary), if no MRAs are available.

At present ITU lacks information concerning laboratories interested in conducting tests and

able to conduct them.

4.1.3.3 Options

Each product available on the market is usually labelled with the name of its producer. Some

products are also labelled with additional marks that are commonly recognised on the market or

clearly interpreted by target clients of these products. People purchasing a labelled product

expect it to be compatible with the technologies/features that they associate with the institution

that manages the brand. The same situation will apply to products bearing the ITU Mark.

Therefore ITU should place particular emphasis on the rules relating to the possible use of the

ITU Mark by equipment manufacturers. It is particularly important to precisely define the

requirements that must be met in order to be able to place the ITU Mark on products, as well as

33


the rules for labelling to minimise the risk connected with the misinterpretation of the ITU

Mark‟s meaning and purpose.

Taking into account the results of the SWOT analysis, as well as the above-mentioned

information, in our analysis we propose to consider two options:

Option 1 – Implementation of an ITU Conformity Mark for products tested according to ISO/

IEC procedures.


Only products that were tested according to ISO / IEC procedures (Route 1 and Route 2

of the CDB) may obtain the right to use the ITU Conformity Mark.

ITU does not select the laboratories that perform product tests.

ITU Mark is not limited to selected standards, however ITU can limit the possibility of

obtaining the ITU Mark only to those standards for which test suites have been prepared

or approved by ITU. In case of test suites prepared by other organisations (e.g. SDOs,

Forums, alliances, test labs, etc.) ITU will reserve the right to verify test procedures used

to test the products.

Option 2 – Individual/ dedicated ITU recommendation Mark

This option expands on option 1. It assumes that Route 1, 2 or 3 can be used for obtaining the

ITU Mark. However, in order to limit risks associated with Route 3, several conditions are

respected:

the possibility of using Route 3 will be limited to selected standards/technologies only,

e.g. standards that mobilize the highest interest in the market.

Test suites for such standards/technologies will be prepared by SGs or by third parties,

however SG review will be required. For example, in case of Route 3 ITU may select

the labs responsible for performing product tests and based on the results of these tests a

decision will be taken to grant the right to use the Mark.

Collaboration agreements could be established between ITU and one or several SDOs or

organisation in order to support the accreditation process of laboratories (Route 1 and 2)

or to assure test suites for laboratories recommended by others.

The Mark may be given a name or reference directly linked to the dedicated

technology/Recommendation/service.


For the purpose of developing the human resource plan for Pillar 1, the calculations of resources

required to implement this activity will be performed for the abovementioned Option 2 since it

can be implemented regardless of the option selected for other elements of this Pillar, i.e.

writing test specifications and Conformity Database.

Below we detail the following advantages and challenges of Option 2 for ITU Mark:

34


Table 3: Identified advantages and disadvantages of Option 2 for the ITU Mark


1 Route 3 will provide a usable option in case of

testing against standards that are new on the

market and for which an accreditation process

has not yet been performed.

1 Risk of higher prices for operators and end

users –manufacturers will have to incur test

costs to obtain the ITU Mark, (which itself

may have to be paid for).

2 Different types of routes (ISO labs or other

independent labs) will allow increasing

competition, resulting in lower prices for

testing.

2 Developing countries might consider the ITU

Mark a prerequisite for importing equipment.

This creates limitations.

3 ITU Mark is restricted to products that have

been tested according to ISO/IEC procedures

or products tested according to Route 3. As a

result the weaknesses and challenges of

Route 4 do not apply.

3 An ITU Conformity Mark programme will

not function properly unless a database is

established which includes information about

test specifications and labs that conduct tests.

ITU should provide details about laboratories

able to carry out product tests.

4 Route 3 means shorter time to market 4 ITU Mark might only be useful for

experienced users who really understand the

difference between conformity and

interoperability.

5 Some Forums or non-profit organisations

currently use ITU standards in order to

prepare implementation requirements and to

certify products. They may perceive the ITU

Mark as a competitive activity.


The decision concerning the implementation of an ITU Mark is a critical step to be taken within

the C&I programme. The implementation of the ITU Mark might be viewed by some market

players as a recommendation of the best products available on the market. In order to prevent

such perception, it is essential to clearly establish and explain the objectives and rules of

obtaining the ITU Mark and to communicate the meaning of the ITU Mark worldwide in a

major communications effort. ITU should also clarify rules of use of the ITU Mark for vendors

who will be entitled to use it.

The introduction of the ITU Mark will not be possible if other elements of Pillar 1 like

writing test specification and Conformity Database are not implemented.

After full implementation of writing test specifications activity and Conformity Database the

ITU Mark activities would be based on tests prepared during test specification development

activity, as well as on information collected in the Conformity Database. This information will

be used to take a decision to grant a particular vendor the right to use the ITU Mark.

It is recommended to test the ITU Mark process in a trial based on a key technology for

which there is considerable market demand, e.g. timing and synchronization. Such a trial

will enable the ITU Secretariat to better assess the expected consequences of ITU Mark

implementation and to verify whether the results allow for the continuation of the ITU Mark

programme.

35


4.1.4 Important overall considerations and risks for Pillar 1

If ITU is interested in implementing all three activities, one of the most important decisions that

have to be made concerns the selection of parties/partners responsible for each task. If ITU

decides to implement all the Pillar 1 components, the following key risks may occur:

These actions could be perceived as a move of ITU from standard definition body towards

certification body. The controversy about real and perceived mandate is likely to create

confusion and divide members.

The focus of activities may lean towards standards that are included in a potentially

lucrative real or perceived certification programme instead of continuous development of

new standards. A certification process may generate income for the ITU and some might see

it as a more important activity than standards preparation.

Some ITU members may question the necessity to pay membership fees, because ITU can

continue financing its operations using fees from the certification programme.

If test specifications prepared by SG members are used in the certification process, these

members may expect to be paid for the development work.

The above-mentioned issues are only a few key examples of risks. One of the possibilities of

mitigating them could be to implement a business model similar to the one introduced by IEEE

(see case study below). In such a case ITU could establish a separate entity to manage

certification programmes or at least activities associated with granting an ITU Mark. The

establishment and maintenance of the CDB as well as writing test specifications could be

carried out either by ITU or by a separate body.

A second possible way of mitigating the risks listed above could be to establish a dedicated

programme in cooperation with other parties, e.g. Forums, independent test labs, non-profit

organizations, and to split roles and responsibilities between the members of the partnership.

Case studies of existing programmes are presented in the chapter below.

4.1.5 Case studies of certification programmes

There are several examples of Forums or other organisation that are performing activities

included in Pillar 1, e.g. Broadband Forum, Metro Ethernet Forum, Wi-Fi Allianz, WiMax

Forum.

4.1.5.1 Case study 1 – Metro Ethernet Forum (MEF)

The MEF, as the defining body for Carrier Ethernet is a global industry alliance consisting of

more than 175 organisations, including telecommunications service providers, network

equipment/software manufacturers, cable MSOs, semiconductors vendors and testing

organisations. The MEF develops Carrier Ethernet technical specifications and implementation

agreements to propagate interoperability and deployment of Carrier Ethernet worldwide. There

are two committees performing MEF activities: the Technical and the Marketing Committee.

Members can choose to participate in one or both committees.

Members

Members include organisations such as network equipment and test equipment vendors, service

providers, OSS companies, cable MSOs, certification labs and telecommunications system

integrators.

36


Certification program

The MEF certification programme is a point of reference for the telecommunication

industry with regard to Carrier Ethernet excellence. The threefold MEF programme

certifies equipment, services and professionals.

MEF Equipment Certification

Programme

MEF Services Certification

Programme

MEF Professional Certification

Programme

The process of developing the MEF Certification Programme consists of three stages:

1/ Technical Specification, ATS and Test Plan Development

Technical

Specifications

Defines the requirements for Test Cases

Approved by the MEF Technical Committee

Abstract Test

Suite (ATS)

Defines Test Cases strictly based on the technical specifications requirements

Test Cases include: Test requirement and object, Test configuration and test

bed schematics, Test procedure and variables

Test Plan Defines detailed Test Cases based on the ATS

Specifies the Test Case variables and all testing parameters

2/ Pilot Phase

Test Bed Test Bed design, installation, configuration and automation by test lab

(Iometrix)

Pilot Testing First rounds of tests performed by Iometrix with MEF member companies

Resolution Resolution of technical issues through certification oversight and technical

committees

Award Ceremony End of Pilot Phase with announcement of first group of companies

successfully completing testing

3/ Full Certification Program

Logistics

Administrative and logistical tasks (registration, scheduling) handled by

Iometrix (step 1 on Figure 1). MEF Membership is a pre-requisite to

certification.

Testing Iometrix performs all certification tests and test procedures adhere strictly to

the Test Plans as approved by the MEF (step 2 on Figure 1)

Deliverables

Test Reports (step 3 on Figure 1), MEF Certificate (step 4 on Figure 1), MEF

Certified Compliant logo (step 5 on Figure 1) and website listing (step 6 on

Figure 1). MEF certificate never expires.

37


Administrative and

logistical tasks

(registration,

scheduling…)

IOMETRIX

Conducting testing

process

Delivering test reports

Delivering the

certificate

Test Reports

Certificate

Delivering Certified

Logo

Website listing of

certified professionals/

products/services

Database of

certified

professionals,

products,

services

Logo

IOMETRIX

IOMETRIX

IOMETRIX

IOMETRIX

MEF

1

2

3

4

5

6

Deliverables:

Figure 3: Process of MEF certification

38


4.1.5.2 Case study 2 – The Broadband Forum (BBF)

The Broadband Forum is a non-profit organisation driving the development of broadband

wireline solutions and empowering converged packet networks. The Broadband Forum intends

to form global agreements on technical specifications, share deployment best practices, promote

the market for broadband and facilitate development of interoperable broadband-based network

components. The BBF develops multi-service broadband packet networking specifications

addressing interoperability, management and architecture.

Members

The BBF is an industry consortium, which includes approximately 200 members such as:

service providers, vendors, academic circles, consultants and test labs. There are four categories

of membership: Principal, Small Company Principal, Auditing and Associate.

Certification programme

The G-PON Certification Programme is based on test plans developed by

the Broadband Forum and work undertaken jointly with FSAN (Full Service

Access Network).

The BBF.247 certification programme is open to GPON ONU products with

Ethernet interfaces and is based on the Broadband Forum's OD-247 test

plan. It tests conformance to TR-156 using OMCI as defined in the ITU

G.988, which are the most critical standards for interoperable

implementations.

There are two laboratories which the Broadband Forum has reviewed and authorized to

administer the approved BBF.247 tests and assess eligibility of products for the Broadband

Forum Certification:

Iometrix (www.Iometrix.com; offices in USA and China);

LAN (www.lanpark.eu; offices in France and China).

The laboratories involved in this programme are independent third parties. The Broadband

Forum accepts test reports from them without further verification. At the same time, the BBF

takes no responsibility for inappropriate service.

With regard to the development of a certification programme, the Broadband Forum has written

the OD-247: G-PON ONU Conformance Test Plan. Later the BBF, together with Iometrix,

developed the TR-247: G-PON ONU Abstract Test Plan for the public.

http://www.iometrix.com/

http://www.lanpark.eu/

39


Administrative and

logistical tasks

(registration,

scheduling…)

IOMETRIX

Conducting testing

process


Delivering the

certificate

Test Reports

Certificate


Logo

Website listing of

certified vendors/

products

Database of

certified

vendors,

products

Logo

IOMETRIX

IOMETRIX

BBF

IOMETRIX

BBF

1

2

3

4

5

6

Deliverables:

Figure 2: Process of BBF certification

The particular steps of the process can be summarised as follows:

1 This certification programme is open to Broadband Forum members only. G-PON ONU

vendors wishing to register for BBF.247 certification testing are to contact Iometrix.

2 Tests to qualify G-PON ONUs for BBF.247 certification are executed by Iometrix in

strict accordance with procedures approved by the BBF during an official test run period.

3 Iometrix delivers Test Reports to BBF.

4-6 Companies that achieve certification receive a set of deliverables designed to be included

in product sheets, websites, presentations, product launches and service provider G-PON

RFP responses:

Official statement of certification issued by the Broadband Forum;

Test Results issued by Iometrix;

Listing on widely consulted BBF Registry of certified products and companies;

Logo of BBF.247 certified products.

4.1.5.3 Case study 3 – Institute of Electrical and Electronics Engineers (IEEE)

IEEE is the professional association dedicated to advancing technological innovation and

excellence. IEEE has a dual complementary regional and technical structure. The organisational

units are based on geography and technical focus.

40


THE IEEE Standards Association

The IEEE Standards Association (IEEE-SA) is a consensus building organization that develops

and advances technologies, through IEEE. It brings together individuals and organizations from

a wide range of technical and geographic points of origin to facilitate standards development

and standards related collaboration.

Members

IEEE has more than 400,000 members in over 160 countries around the world. The members

include engineers, scientists and allied professionals whose technical interests are rooted in

electrical and computer sciences, engineering and related disciplines.

The IEEE-SA has 7,000 individual members and 200 corporate members.

Certification program

The IEEE Conformity Assessment Program (ICAP) and Iometrix has

launched IEEE 1588™-2008 Certification Program Pilot Phase.

The Programme is to assure the conformance of IEEE 1588™-2008

and ITU-T 8265.1 implementations in telecom environments. The

focus is on Packet Master Clocks and Packet Slave Clocks frequency

synchronization for high growth packet-based mobile backhaul

networks.

The IEEE 1588 certification programme is formed under ICAP (IEEE Conformance and

Assessment Program) – a joint initiative of the IEEE Standards Association (IEEE-SA) and

IEEE Industry Standards and Technology Organization (IEEE-ISTO). ICAP is a separate

organisation, the aim of which is to conduct / manage a certification process: from test plan

approval, legal aspects to registration of vendors, certification and delivering logo. The Iometrix

role is limited to testing (Figure 3).

41


Administrative and

logistical tasks

(registration,

scheduling…)

ICAP

Conducting testing

process


Delivering the

certificate

Test Reports

Certificate


Logo

Website listing of

certified companies/

products

Database of

certified

companies,

products

Logo

IOMETRIX

IOMETRIX

ICAP

ICAP

ICAP

1

2

3

4

5

6

Deliverables:

Figure 4: Process of IEEE certification

So far no certification has been launched under ICAP. The entity is still engaged in solving

policy issues and establishing a clear business model.

4.1.5.4 Conclusions from case studies

Analysis of programs established by BBF, MEF and IEEE shows that:

Programmes are focused only on selected standards and selected requirements concerning

the implementation of a particular standard.

It is common practice that product testing is based on approved or agreed test suites.

The database of products can only contain those that have been tested in selected labs

The right to use marks / labels or to achieve certification is granted based on the same rules

as for the database registration.

Standard setting bodies (e.g. IEEE, BBF, MEF) play a market role similar to ITU‟s. IEEE and

ETSI are good examples of organisations that do not want to mix standard-setting and

certification activities. The IEEE has set up a separate organisation (IEEE ICAP) in order to

assist parties interested in creating dedicated certifications programmes. However, IEEE and

IEEE ICAP are separate legal entities.

If ITU is interested in starting a similar certification programme, it is recommended to follow a

similar operating model with similar principles concerning main activities like rules for database

registration or certification granting. It is necessary to conduct in-depth analysis of possibilities

42


of establishing this type of operating model including detailed analysis of legal aspects and

consequences.

In the case of the implementation of the certification programme, ITU should, however, not

necessarily specify a test suite for every testable Recommendation. What is bought and sold in

the market place are services. So testing activities included in the certification programme

should be rather done for services, not necessarily for protocols, or components of a service.

The ITU may consider following the example of the MEF which announced 24 February 2012

that they packaged their some thirty test suites into “Carrier Ethernet 1.0” services and “Carrier

Ethernet 2.0” services.

For example, ITU could consider packaging its test specifications into series such as:

“ITU Timing 1.0” services (to comprise test suites of the timing protocol ITU-T G.8265.1),

“ITU Timing 2.0” services (to include performance testing and phase synchronisation),

“ITU Media Coding 1.0” (the current ITU-T H.264 advanced video coding standard),

“ITU Media Coding 2.0” services (the successor of ITU-T H.264 to come out in 2013) etc.

To lend more weight to the full C&I Programme, ITU may wish to strengthen cooperation with

other international organisations such as UNIDO, IEC-EE, ILAC and IAF.

4.2 Human Resource Modelling

4.2.1 Pillar 1: Writing test specifications

The aim of the resource plan for this Pillar 1 component is to determine the appropriate number

and skills of human resources needed to implement or coordinate the test specification

development processes to be reintroduced at ITU.

4.2.1.1 High-level Processes

The flow chart below defines the proposed process for verification of test specification needs

and decision making with regard to writing test specification.

43


Figure 5: Test specification development process

The particular steps of the process can be summarized as follows:

1 According to this approach, ITU will only concentrate on those standards (or selected

parameters within standards), for which test specifications have not yet been prepared, but

where members of ITU agree that this should be done. The aim of this step is to verify

whether there is a need for test suites among ITU members and for which test requirements

should be prepared. For each test suite the responsible Study Group may decide whether it

should be a normative or non-normative part of a Recommendation, or perhaps a

Supplement. Additionally, in order for the ITU to be able to publish texts containing test

1. Analysis of Standard

Discussion with ITU members

whether the test should be

prepared

Are there any tests for the

requirements of the

standards?

3. Analysis of tests

YES

Are any

amendments

necessary?

Path 1

Tests are agreed

4. Tests are agreed with

some considerations and

necessary amendments

must be made

YESNO

Are tests

needed?

OUT

NO

5. Consultations with ITU SGs,

other SDO, independent

laboratories, organization in order

to decide who is interested in tests

preparation/ revision

YES

Who is interested in

tests preparation?

Is ITU going to

participate in costs?

7. If other organization

will agree to prepare

tests, ITU can participate

in costs

OTHERS

Path 6

Tests are

delivered by other

organizations

NO

Path 5

Tests are delivered by other

organizations and ITU has to

incur some costs

YES

6. ITU contacts members

of SGs and other

organization

Only ITU

Who will

prepare tests

suites?

ITU members,

SGs, etc.

Path 4

Tests are delivered and

ITU has to incur costs of

preparation

OTHERS

Path 3

Tests are delivered and

ITU has to incur costs of

preparation

Can it be done

free of charge? NO

Path 2

Tests are delivered on a

voluntary basis

YES

Additional costs for

tests preparation

Tests prepared free

of charge

IN - Member initiated via request

- Popularity of the Standard

- Improving Standard quality

NO

2. Check whether test have been

already prepared

44


suites, or parts of them, produced by other entities than ITU Study Groups, agreements with

or authorisation by their developers may be needed.

2 Verification should be undertaken whether any other organisations (SDOs, Forums, etc)

have already prepared the required test specifications. In case of new standards or recently

developed technology this step could probably be skipped.

3 If ITU identifies tests prepared by another organisation, the SG members analyse them and

decide whether there is any need for amendments – if not, the tests are approved and can be

used. The possibility of analysing tests prepared by other SDOs, forums, consortia or test

labs may be dependent on issues connected with intellectual property rights that have to be

considered.

4 If tests prepared by others do not fully correspond to the needs, additional work must be

done to make required modifications and amendments.

5 In order to minimise costs, ITU should consult with other organisations like SDOs, Forums

or Alliances to verify whether they are also interested in the test suites.

6 If the other organisations are not interested in preparing tests, then ITU has to consult

internally with Study Groups if it is possible to prepare the necessary test suites by SG

members or other members of ITU on a free-of-charge basis. If this is not possible, the ITU

Secretariat will be charged with finding a third party to prepare the test suites.

7 If other organisations are ready to participate in test suites preparation, then it is only

necessary to agree whether ITU should participate in the costs.

In case of Path 3 and Path 5 of the flow chart above ITU has to establish and implement a

process for selecting third parties to prepare test suites. ITU may either decide to establish long-

term cooperation with selected organisations or it may choose to contract a party on a case by

case basis. The flow chart below shows the main steps of the process for the case-by-case

option.

45


A2. Preparation of „Request for

proposal” document

IN- Path 3

- Path 5

A3. RFP sent to third parties who

might be interested in test suites

preparation

A4. Gathering of offers

A1. Assigning people to tender

procedure

A5. Analysis of offers

A6. Signing of Agreement

A7. Collection and verification of

works

Figure 6: RFP process flow


1 A particular Study Group should delegate representatives who will be able to provide

assistance in the preparation of technical requirements for the RFP document. Additionally,

the ITU Secretariat should appoint a person responsible for the legal part of the RFP

document. Delegated people would become the members of a tender committee.

2 Members of the committee are responsible for the preparation of the RFP document.

3 The RFP is published and additionally sent to select key market players (e.g. SDOs,

independent labs, etc.).

4 All offers are collected according to rules listed in the RFP document.

5 Following the collection of all submitted offers, the members of the tender committee

analyse these offers and select the one that best meets the selection criteria.

6 Representatives of the ITU Secretariat sign an agreement with the selected contractor.

7 Following the delivery of the contracted work, the members of the tender committee are

responsible for verifying whether all requirements have been met and accept the

deliverables.

4.2.1.2 Assigning Responsibilities to Processes

Based on the high-level definition of the writing test specifications process we have defined

responsibilities (or tasks) connected with each step.

For each of these responsibilities we then define the estimated workload needed to prepare test

suites for the set of parameters selected in each Recommendation. For each task we also provide

the name of the role (or function) responsible for its performance and associate it with a

46


complexity criterion that defines the required level of experience needed to complete these

functions:

Level 1 – 2-5 years experience (grades: G3-G5),

Level 2 – 5-7 years experience (grades: G6-G7, P3),

Level 3 – 7-10 years experience (grades: P4-P5).

47


Table 4: Processes quantified with Complexity and Workload required to develop test suites for one Recommendation

Process

Ref.

Task

Ref. Responsibilities / Tasks Complexity

Estimated

workload

(person- days

per test suite)

Role Ref.

1 1.1 Cooperation with Study Groups responsible for standard preparation in order

to verify whether test suites are needed 2

1,00 TS Coordinator

2

2.1a Contacts with other organisation (SDOs, Forums) in order to check whether

they have already prepared required test suites – formal contacts 3

1,00

Cooperation

Coordinator

2.1b Contacts with other organisation (SDOs, Forums) in order to check whether

they have already prepared required test suites – technical issues 2

4,00 TS Coordinator

2.2 Gathering of test suites prepared by other organisations. Initial analysis in

order to decide if tests should be presented to SG members for assessment. 2

2,00 TS Coordinator

3 3.1 Coordination of tasks associated with the analysis of test suites. Coordination

of preparation of the list of requirements that are not included in the test suites. 2

1,00 TS Coordinator

4 4.1 Coordination of tasks connected with the preparation of a detailed

specification and description of amendments that should be made 2

1,00 TS Coordinator

5

5.1 Consultation with other organisations concerning their interest in participating

in test suites preparation 3

3,00

Cooperation

Coordinator

5.2 Gathering data concerning potential input from other organisations 3

2,00

Cooperation

Coordinator

6

6.1 Contact with Study Group members in order to verify whether they are able to

prepare the test suites in-house without additional support 2

0,50 TS Coordinator

6.2a

Contact with other organisations or independent labs to check whether they are

interested in cooperation in preparing tests or developing them on a

commercial basis – formal contacts 3

1,00

Cooperation

Coordinator

6.2b

Contact with other organisations or independent labs to check whether they are

interested in cooperation in preparing tests or developing them on a

commercial basis – technical issues 2

1,00 TS Coordinator

7 7.1 Cooperation with other organisation in order to determine the level of ITU

involvement 3

2,00

Cooperation

Coordinator

A1.

A1.1 Coordination of task connected with selection of persons from among Study

Group members dedicated to RFP process 2

1,00 TS Coordinator

A1.2 Coordination of task connected with selection of persons from among ITU

Secretariat dedicated to RFP process 2

0,25 TS Coordinator

A2 A2.1 Coordination of tasks associated with preparation of technical elements of the

RFP 2

2,00 TS Coordinator

48


Process

Ref.

Task


Estimated

workload

(person- days

per test suite)

Role Ref.

A2.2 Preparation of formal / legal elements of the RFP 2

2,00

Procurement

Advisor

A3 A3.1 Publishing of RFP and dissemination of information to potential contractors 2

1,00 Web Designer

A4 A4.1 Collection of proposals 2

1,00

Procurement

Advisor

A5

A5.1 Coordination of tasks associated with the analysis of technical elements of

proposals 2

2,00 TS Coordinator

A5.2 Analysis of formal / legal elements of proposals 2

1,00

Procurement

Advisor

A.6 A6.1 Signing of the agreement 3

0,25 TS Coordinator

A.7

A7.1 Collection of deliverables 2

1,00 TS Coordinator

A7.2 Coordination of tasks connected with verification of deliverables 2

3,00 TS Coordinator

Total workload per test suite 34,00

49


The data presented in the estimated workload column represents the number of person-days per

one test suite (for one Recommendation) necessary to fulfil each corresponding responsibility or

task. In accordance with these estimates the total workload needed for the test specification

development process amounts to 34 person-days per test suites. More detailed information

about the split of the above-mentioned responsibilities among particular resources is presented

in section 4.2.1.3.

At this stage it must however be noted that this workload calculation represents the estimated

effort required to perform the test suites development process for one Recommendation. For

some Recommendations not all tasks will necessarily be performed. For example, if other

organisations are interested in preparing test suites, ITU will not have to conduct RFP

procedures. It is also possible that in case of complicated standards and / or numerous

requirements / options requiring testing the time necessary to perform particular tasks may

increase.

In the next step we classify and group the responsibilities into generic roles performed by ITU

staff. These roles are discussed in the following section.

4.2.1.3 Identified Roles and General Workload

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 1:

writing test specifications of the C&I programme based on Option 2 in accordance with the

indications received from the ITU TSB representatives. Once these generic roles have been

defined we relate them to the current mode of operation and the professional categories and

grades within ITU. These roles and general workload per test suite for each Recommendation

are defined below.

50


Table 5: Grouping of responsibilities and necessary qualifications for roles identified for Pillar1 – writing test specification

Role Responsibility/Tasks Qualifications and Skills Average

Complexity

ITU

Level

Total

Workload

per test

suite

Cooperation

Coordinator 2.1a Contacts with other organisation (SDOs,

Forums) in order to check whether they have

already prepared required test suites – formal

contacts

2.2 Gathering of test suites prepared by other

organisations. Initial analysis in order to decide

if tests should be presented to SG members for

assessment

5.1 Consultation with other organisations

concerning their interest in participating in test

suites preparation

5.2 Gathering data concerning potential input

from other organisations

6.2a Contact with other organisations or

independent labs to check whether they are

interested in cooperation in preparing tests or

developing them on a commercial basis –

formal contacts

7.1 Cooperation with other organisation in

order to determine the level of ITU

involvement

7-10 years extensive technical

experience in the C&I domain

(including at international level).

Broad knowledge of C&I

developments, technologies and

players involved worldwide e.g. other

SDOs, non-profit organisations,

independent test labs.

Relevant university degree (preferably

advanced) in telecommunication

engineering or science.

Proven effective skills in developing

and managing relationships with large

number of partners from private sector,

as well as government officials and

other partners.

Strong oral and written

communications skills.

Proven effective skills in strategic

communications, networking,

negotiation, advocacy and ability to

relate to mass media and community

3 P4 9,00

TS (Test

Specification)

Coordinator

1.1 Cooperation with Study Groups

responsible for standard preparation in order to

verify whether test suites are needed

2.1b Contacts with other organisation (SDOs,

Forums) in order to check whether they have

already prepared required test suites – technical

issues

3.1 Coordination of tasks associated with the

5-7 years extensive technical



Broad knowledge of C&I

developments, technologies and

players involved worldwide.


advanced) in telecommunications, ICT,

2 P3 20,00

51


analysis of test suites. Coordination of

preparation of the list of requirements that are

not included in the test suites

4.1 Coordination of tasks connected with the

preparation of a detailed specification and

description of amendments that should be

made

6.1 Contact with Study Group members in

order to verify whether they are able to prepare

the test suites in-house without additional

support

6.2b Contact with other organisations or

independent labs to check whether they are

interested in cooperation in preparing tests or

developing them on a commercial basis –

technical issues

A1.1 Coordination of tasks connected with

selection of persons from among Study Group

members dedicated to RFP process


selection of persons from among ITU

Secretariat dedicated to RFP process

A2.1 Coordination of tasks associated with

preparation of technical elements of the RFP

A5.1 Coordination of tasks associated with the

analysis of technical elements of proposals

A6.1 Signing of the agreement

A7.1 Collection of deliverables


verification of deliverables


Strong oral and written communication

skills.

Proven interpersonal, networking,

negotiation, advocacy skills.

Ability to understand the needs of

members in the changing environment;

customer care responsiveness.

Proven knowledge and understanding

of project and programme management

processes.

Proven creativity and skill in

mobilising resources from diversified

sources and domains.

Procurement

Advisor A2.2 Preparation of formal / legal elements of

the RFP

A4.1 Collection of proposals

A5.2 Analysis of formal / legal elements of

proposals

5-7 years experience

Broad knowledge and experience in

conducting tender procedures

Experience in contract and

corporate/commercial law as well as

intellectual property law

1 P3 4,00

52


Web Designer A3.1 Publishing of RFP and dissemination of

information to potential contractors

Proven command of DTP tools,

graphics tools and associated

technologies.

Ability to process texts for the purpose

of page layout or corrections, focus on

details and meet deadlines.

Ability to maintain good working

relations with officials at all levels.

Ability to work as part of a team.

1 G6 1,00

Total workload per test suite 34,00

53


By grouping activities (responsibilities) defined in the previous section, we have identified four

roles that are required in the C&I Programme specific to writing test specification activities. As

depicted in the table above, most of the activities can be grouped together as coordination

activities with a medium (2) complexity level requiring 5-7 years of experience. For this reason

we believe that this resource could be a P-3 level ITU Professional with the role of “Test

Specification Coordinator”.

We also identified a strategic role that needs to be filled besides the coordination functions. This

person would be responsible for liaising with other SDOs, Forums and non-profit organisations

as well as independent test labs. Due to the high complexity and liability of this post as well as

necessity of conducting official correspondence and contacts, this person probably needs to

possess qualifications corresponding to a P-4 level ITU Professional acting as “Cooperation

Coordinator”.

Moreover, we have identified two additional resources (“Procurement Advisor” and “Web

Designer” – possessing qualifications corresponding to P-3 and G-6 levels respectively)

responsible for supporting the test specification development process. The “Procurement

Advisor” is responsible for conducting the RFP process according to legal requirements as well

as preparing agreements and other necessary formal documents. The Web Designer is charged

with publishing others documents on the dedicated website and disseminating information to

potential contractors. For the tasks that involve these resources we provide the total workload

and include the costs per each person in the resource plan, but underline that these tasks are

already part of day-to-day activities of existing ITU Secretariat staff.

As was previously stated, the data presented in the total workload column corresponds to

workload necessary to fulfil the defined responsibility for coordination of preparation of test

specification for one Recommendation. In the section 4.3 we will present calculations of the

integrated resource plan and budget for Pillar 1 derived by aligning this data with the

assumptions or drivers (e.g. regarding the number of Recommendations).

4.2.2 Pillar 1: Conformity Database


and skills of human resources needed to implement, coordinate and maintain the process of

populating the Conformity Database.


The flow chart below defines the proposed process for populating the Conformity Database.

54


Figure 7: Population of CDB process flow


1 Vendor completes a dedicated conformity declaration entry form that is available on the

ITU website and submits it to the ITU, where it is directly entered into the database. If the

entries do not meet formal requirements needed to fill in the online conformity declaration

form, the ITU web tool will automatically inform the vendor about necessary corrections.

2 By submitting the form, the vendor declares under his responsibility that the data is true and

that he recognises ITU‟s right to drop any entry found to be false. Data is entered in the

Conformity Database directly by the vendor.

3 Additionally, the ITU Secretariat may check the correctness of the entered data and take

further actions if needed.

The roles and responsibilities of ITU staff within particular elements of this process are defined

in the following section.

4.2.2.2 Assigning responsibilities to Process

Based on the high-level definition of the Conformity Database population process we have

defined responsibilities (or tasks) connected with each step.

For each of these responsibilities we then define the estimated workload needed to perform

activities connected with the development of the Conformity Database e.g. promotion,

preparation of relevant information for websites, verify selected data populated by vendors and

maintain the CDB. For each task we also provide the name of the role (or function) responsible

for its performance and associate it with a complexity criterion that defines the required level of

experience needed to complete these functions:




1. Vendor completes the form on web

site and submittes to ITU

2. ITU CDB is directly populated with

data provided by vendor

3. ITU checks validity of randomized

data in CDB

55


Table 6: Processes quantified with Complexity and Workload

Pro

cess

Ref.

Task


Estimated

workload

(person- days)

Role Ref.

1 1.1 Maintenance of dedicated

websites 2

3 (1st year)

4,5 (2nd

year)

6 (following

years) per

month

Web Designer

2 2.1 Verification of data populated in

CDB 2

6 (1st year)

3 (following

years) per

month

CDB

Administrator

3 3.1

Activities connected with the

development of the Database

e.g. promotion, meetings,

preparation of relevant

information for websites,

coordination with other C&I

institutions

2 .60 days per

year)

CDB

Administrator

Total workload for CDB activities

114 days (1st year),

150 days (2nd

year)

168 days (following years)


month necessary to fulfil each corresponding responsibility or task connected with the

Conformity Database. Once these generic roles have been defined we relate them to the

estimated mode of operation and the professional categories and grades within ITU. These roles

and general workload per month are defined below.

56


Table 7: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 1 – CDB


Complexity

ITU

Level

Total

Workload

CDB

administrator 2.1 – Verification of data entered in CDB

3.1 – Activities connected with the

development of the Database e.g.

promotion, meetings, preparation of

relevant information for websites,

coordination with other C&I institutions

2 - 5 years extensive technical



Knowledge of C&I developments,

technologies and players involved

worldwide.




Ability to communicate clearly and

concisely, to work in a multicultural

environment and to focus on the

customer.

Experience in the use of mainstream

office equipment (e.g. Microsoft Word,

Excel, Outlook, etc.), databases and

other relevant applications.


relations with officials at all levels..

2 P3

6 (1st year)

3

(following

years) per

month +

60 days

per year

Web designer 1.1 – Maintenance of dedicated website Proven command of DTP tools,

graphics tools and associated

technologies.

Ability to process texts for the purpose

of page layout or corrections, focus on





2 G6

3 (1st year)

4,5 (2nd

year)

6

(following

years) per

month

Total workload

114 days (1st year),

150 days (2nd

year)

168 days (following years)

57


By grouping activities (responsibilities) defined in the previous section, we have identified two

roles that are required in the C&I Programme specific to Conformity Database. As depicted in

the table above, the activities can be grouped together as coordination activities with a medium

professional (2) complexity level requiring 5-7 years of experience. For this reason we believe

that this resource could be a P-3 level ITU Professional with the role of “CDB Administrator”.

In addition we have identified another low-complexity-level resource (“Web Designer”), graded

G6, responsible for maintenance of the dedicated Conformity Database website as well as the

Conformity Database itself.

In section 4.3 we will present calculations of the integrated resource plan and budget for Pillar 1

derived by aligning these data with data concerning remaining activities included in Pillar 1.

4.2.3 Pillar 1: ITU Mark


and skills of human resources needed to implement, coordinate and maintain the process of

granting the ITU Mark.


The flow chart below defines the proposed process for granting ITU Mark.

Figure 8: ITU Mark application process

1. Vendor completes the form

2. Completed form with results of

performed tests is sent to ITU

3. ITU Secretariat verifes documents

4. ITU Secretariat grants ITU Mark to

product

Are documents

correct?

YES

5. ITU sends information concerning

reasons to refuse granting ITU Mark

58



1 Vendor completes the form available on the dedicated ITU website.

2 The vendor submits the form along with other necessary documents, e.g. Conformity

Certificate / Conformity Statement. The other necessary information that should be provided

by vendor includes e.g. the name of the laboratory that performed tests, specification of

tested requirements / options, results of tests. The ITU Mark administrator registers the

submitted documents.

3 ITU Mark administrator performs at least the following verifications:

whether all obligatory fields/boxes in the form are filled in;

whether the laboratory tested the products according to ISO/IEC procedures;

references to test suites used;

Copy of the Conformity Certificate (Route 1 & 2)/ Conformity Statement (Route 3).

4 If the documentation is complete, the vendor is granted the right to use the ITU Mark for the

tested product. Vendor receives all necessary documents based on which he is entitled to use

ITU Mark

5 If the ITU Mark administrator has doubts concerning the received information or decides

that some information is missing, she/he prepares a justification for the refusal to grant the

right to use the ITU Mark, as well as information concerning the missing data needed to re-

evaluate the request. This information is then sent to Vendor.

Additionally, the ITU Secretariat should collect data concerning laboratories performing tests

against ITU standards, as well as information concerning test suites for ITU standards that have

been prepared by other organisations.

The roles and responsibilities of ITU staff within particular elements of this process are defined

in the following section.

4.2.3.2 Assigning responsibilities to Process

Based on the high-level definition of the ITU Mark granting process we have defined

responsibilities (or tasks) connected with each step.

For each of these responsibilities we then define the estimated workload needed to grant the

ITU Mark for one product, as well as to perform some activities connected with the development

of ITU Mark programme e.g. promotion, preparation of relevant information for websites, etc. For each

task we also provide the name of the role (or function) responsible for its performance and

associate it with a complexity criterion that defines the required level of experience needed to

complete these functions:



Level 3 – 7-10 years experience (grades: P4-P5)

59


Table 8: Processes quantified with Complexity and Workload per ITU Mark application

Pro

cess

Ref.

Task


Estimated

workload

(person-days)

Role Ref.

1 1.1 Maintenance of website with

downloadable application forms 2 0,01 Web Designer

2 2.1 Administration of inflow of

documentation 1 0,05

ITU Mark

Administrator

3 3.1 Verification of the documentation 2 0,40 ITU Mark

Administrator

4 4.1 Granting the ITU Mark 2 0,15 ITU Mark

Administrator

5 5.1

Preparation of information

concerning requirements that have

not been met. Coordination of

exchange of information with the

Vendor.

2 0,10 ITU Mark

Administrator

6 6.1

Activities connected with the

development of the ITU Mark

programme e.g. promotion,

meetings, preparation of relevant



institutions

2 15,00 per year ITU Mark

Administrator

Total workload per application 0,71

Additional workload for general tasks per year 15 days

The data presented in the estimated workload column represents the number of person-days

necessary to fulfil each corresponding responsibility or task per one application form, except for

the last activity, for which workload is calculated for the whole year. Once these generic roles

have been defined we relate them to the estimated mode of operation and the professional

categories and grades within ITU. These roles and general workload per form are defined

below.

60


Table 9: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 1 – ITU Mark


Complex

ity

ITU

Level

Total

Workload

ITU Mark

Administrator 2.1 – Administration of inflow of

documentation

3.1 – Verification of the

documentation

4.1 – Granting the ITU Mark

5.1 – Preparation of information

concerning requirements that have

not been met. Coordination of

exchange of information with the

Vendor.

6.1 - Activities connected with the

development of ITU Mark

programme e.g. promotion,

meetings, preparation of relevant



institutions

5-7 years extensive technical experience in the C&I

domain (including at international level).

Broad knowledge of C&I developments,

technologies and players involved worldwide.

Relevant university degree (preferably advanced) in

telecommunications, ICT, engineering or science.

Strong oral and written communications skills.

Proven interpersonal, networking, negotiation,

advocacy skills.

Ability to understand the needs of Members in the

changing environment; customer care

responsiveness.

Proven knowledge and understanding of project

and programme management processes.

Proven creativity and skill in mobilising resources

from diversified sources and domains.

2 P3

0,7 per

application

+ 15 days

per year

Web Designer 1.1 – Maintenance of website with

downloadable application forms

Proven command of DTP tools, graphics tools and

associated technologies.

Ability to process texts for the purpose of page

layout or corrections, focus on details and meet

deadlines.

Ability to maintain good working relations with

officials at all levels.


1 G6 0,01 per

application

Total workload per application 0,71

Workload general tasks per year 15 days per year

61


By grouping activities (responsibilities) defined in the previous section, we have identified two

roles that are required in the C&I Programme specific to the ITU Mark. As depicted in the table

above, the activities can be grouped together as coordination activities with a medium (2)

complexity level requiring 5-7 years of experience. For this reason we believe that this resource

could be a P-3 level ITU Professional with the role of “ITU Mark Administrator”.

In addition we have identified another low-complexity-level resource (“Web Designer”), graded

G6 responsible for maintenance of the dedicated ITU Mark website.

In the following section (4.3) we will present calculations of the integrated resource plan and

budget for Pillar 1 derived by aligning this data with the assumptions or drivers (e.g. number of

ITU Mark applications received by ITU) and with data concerning remaining activities included

in Pillar 1.

4.3 Integrated Human Resource Budget

To determine the budget needed to implement Pillar 1, we prepared the human resource model

that takes into consideration the proposed tasks/responsibilities and workload necessary to

implement each of the components of the Pillar and assumptions or drivers presented by ITU.

Based on these assumptions and knowledge collected during project analyses and interviews we

have prepared two scenarios for the development of each component of Pillar 1 in the years

2012 – 2016.

4.3.1 Assumptions and Forecasts

In accordance with the information received from ITU TSB representatives we have identified

the following core assumptions for resource calculations under the Pillar 1 component Writing

test specifications:

The human resource estimations are calculated independently of the current resources

performing Pillar 1 activities,

The number of work-days is 210 per year,

The costs of particular resources are based on the ITU monthly rates per grade for 2012 in

Swiss Francs (CHF).

4.3.1.1 Writing test specification

For this activity we have made additional assumptions concerning the number of test suites that

will be prepared per year: in the first year (2012) test suites will be prepared for 3

recommendations (half of the year, from July to December) and in the year 2016 for 11

recommendations.

62


Table 10: Human resource budget for Pillar 1 – writing test specification (“base case” scenario)

Year

Resource level

TS Coordinator Cooperation Coordinator

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

2012 60,00 29% 163 200 46 629 27,00 13% 195 600 25 149

2013 120,00 57% 163 200 93 257 54,00 26% 195 600 50 297

2014 140,00 67% 163 200 108 800 63,00 30% 195 600 58 680

2015 180,00 86% 163 200 139 886 81,00 39% 195 600 75 446

2016 220,00 105% 163 200 170 971 99,00 47% 195 600 92 211

Total cost per grade (P3) 559 543 Total cost per grade (P4) 301 783

Year

Resource level

Procurement Advisor Web Designer

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 12,00 6% 108 000 9 326 3,00 1% 144 000 2 057 83 160

2013 24,00 11% 108 000 18 651 6,00 3% 144 000 4 114 166 320

2014 28,00 13% 108 000 21 760 7,00 3% 144 000 4 800 194 040

2015 36,00 17% 108 000 27 977 9,00 4% 144 000 6 171 249 480

2016 44,00 21% 108 000 34 194 11,00 5% 144 000 7 543 304 920

Total cost per grade (P3) 111 909 Total cost per grade (G6) 24 686

Total cost of resources in years 2012 – 2016 (CHF) 997 920

Under the above-mentioned assumptions we have estimated that the total costs of all resources

necessary to implement the Pillar 1 component Writing test specifications in the years 2012 –

2016 will amount to ca. 998’000 CHF. These costs are calculated under the assumption that for

each time that the process is launched all steps are performed. Situations like this may occur

quite often especially in the first and second year of this Pillar‟s implementation, because the

majority of Study Groups do not have experience in test suite preparation.

However, the cost of human resources calculated here does not include costs of work that will

be delivered by third parties, in cases when Study Group members are not preparing test suites

independently. Those costs might become a significant part of spending associated with this

activity. Other SDOs or Forums sometimes pay for test specification development activities, e.g.

ETSI has a dedicated budget for this kind of activity, and this is around 0.5M Euro per year.

This budget is used to contract Special Task Force experts – from among representatives of

ETSI members or persons who have been endorsed by ETSI members involved in preparing test

specifications. According to information received from the ETSI CTI it usually takes from 6 to

9 person-months (equivalent of 1 person working full time for 6 to 9 months) to prepare test

suites for one standard requirement. A similar amount of workload was indicated by IEEE. The

experience of this organization shows that the preparation of test suites usually requires about 3

months of work by one main expert and 2 persons supporting him. These numbers describe

workloads required for the actual development and do not take into consideration time lapses

required for various review processes, which can take up to 2 years.

63


At the same time, it can be assumed that depending on how conservatively or aggressively the

ITU intends to develop and implement the Pillar 1 component Writing test specifications it is

also possible to determine a more dynamic test specification development scenario.

In the table below we provide calculations for this more “progressive” test suite development

scenario. Similarly to the “base case” this second scenario is based on information received

from ITU TSB, but has been modified to reflect the increase in the number of prepared test

suites. The core assumptions for resource calculations under the “progressive” scenario for this

activity are as follows: in the first year (2012) test suites will be prepared for 4

recommendations (half of the year) and in the year 2016 for 17 recommendations.

Table 11: Human resource budget for Pillar 1 – writing test specifications (“progressive” scenario)

Year

Resource level

TS Coordinator Cooperation Coordinator

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

2012 80,00 38% 163 200 62 171 36,00 17% 195 600 33 531

2013 180,00 86% 163 200 139 886 81,00 39% 195 600 75 446

2014 220,00 105% 163 200 170 971 99,00 47% 195 600 92 211

2015 280,00 133% 163 200 217 600 126,00 60% 195 600 117 360

2016 340,00 162% 163 200 264 229 153,00 73% 195 600 142 509


Resource level

Procurement Advisor Web Designer

Year Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 16,00 8% 163 200 12 434 4,00 2% 144 000 2 743 110 880

2013 36,00 17% 163 200 27 977 9,00 4% 144 000 6 171 249 480

2014 44,00 21% 163 200 34 194 11,00 5% 144 000 7 543 304 920

2015 56,00 27% 163 200 43 520 14,00 7% 144 000 9 600 388 080

2016 68,00 32% 163 200 52 846 17,00 8% 144 000 11 657 471 240


Total cost of resources in years 2012 – 2016 (CHF) 1 524 600

Under the above-mentioned assumptions we have calculated that the total cost of all resources

necessary to implement the Pillar 1 component Writing test specifications in the years 2012 –

2016 will amount to ca. 1.5 m CHF

4.3.1.2 Conformity Database

For this activity we have made assumptions concerning the entire amount of work per month,

not per entry, as the conformity database is directly populated by vendors.

Based on these assumptions in the table below we present the human resource plan and budget

for Conformity Database activity.

64


Table 12: Human resource budget for Pillar 1 – CDB

Year

Resource level

CDB Administrator Web Designer

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 78,00 37% 163 200 60 617 36,00 17% 144 000 24 686 85 303

2013 114,00 54% 163 200 88 594 36,00 17% 144 000 24 686 113 280

2014 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269

2015 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269

2016 132,00 63% 163 200 102 583 36,00 17% 144 000 24 686 127 269



Under the above-mentioned assumptions we have estimated that the total cost of all resources

necessary to implement the Pillar 1 component Conformity Database in the years 2012 – 2016

will amount to ca. 580’000 CHF.

4.3.1.3 ITU Mark

We have prepared two different scenarios. The first scenario is based on the data assumed in

base scenarios for writing test specification and the CDB.

Assumptions for the “base” scenario: We estimate that only a few applications will be submitted

in the first year and 15 applications will be submitted in the second year (2013) and 60 in the

year 2016.

Table 13: Human resource budget for Pillar 1 – ITU Mark (“Base” scenario)

Year

Resource level

ITU Mark Administrator Web Designer

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 16,40 8% 163 200 12 745 0,02 0% 144 000 14 12 759

2013 25,50 12% 163 200 19 817 0,15 0% 144 000 103 19 920

2014 46,50 22% 163 200 36 137 0,45 0% 144 000 309 36 446

2015 57,00 27% 163 200 44 297 0,60 0% 144 000 411 44 709

2016 57,00 27% 163 200 44 297 0,60 0% 144 000 411 44 709



Under the above-mentioned assumptions we have estimated that the total cost of all resources

necessary to implement the Pillar 1 component ITU Mark in the years 2012 – 2016 will amount

to ca. 159’000 CHF

Assumptions for the “progressive” scenario: the second scenario assumes that the interest in

obtaining the ITU Mark will be at a higher level. We estimate that in the first year only a few

65


applications will be submitted and 40 applications will be submitted in the second year (2013)

and 300 in the year 2016.

Based on these assumptions in the table below we present the human resource plan and budget

for a “progressive” scenario.

Table 14: Human resource budget for Pillar 1- ITU Mark (“progressive” scenario)

Year

Resource level

ITU Mark Administrator Web designer

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year

(all

resources)

2012 18,50 9% 163 200 14 377 0,05 0% 144 000 34 14 411

2013 43,00 20% 163 200 33 417 0,40 0% 144 000 274 33 691

2014 106,00 50% 163 200 82 377 1,30 1% 144 000 891 83 269

2015 183,00 87% 163 200 142 217 2,40 1% 144 000 1 646 143 863

2016 225,00 107% 163 200 174 857 3,00 1% 144 000 2 057 176 914




necessary to implement the Pillar 1 component ITU Mark in the years 2012 – 2016 will amount

to ca. 450’000 CHF.

4.3.2 Summary

The table below presents the total costs of resources calculated based on the “base case”

scenario for each of the analysed activities within Pillar 1.

Table 15: Total budget for Pillar 1 activities („base case‟ scenario)

Costs of resources Total costs

Activity Resource Grade 2012 2013 2014 2015 2016

Writing test

specification

Cooperation

Coordinator P4 25 149 50 297 58 680 75 446 92 211 301 783

TS Coordinator P3 46 629 93 257 108 800 139 886 170 971 559 543

Procurement

Advisor P3 9 326 18 651 21 760 27 977 34 194 111 909

Web Designer G6 2 057 4 114 4 800 6 171 7 543 24 686

Conformity

Database

CDB

Administrator P3 60 617 88 594 102 583 102 583 102 583 459 960

Web Designer G6 24 686 24 686 24 686 24 686 24 686 123 429

ITU Mark

ITU Mark

Administrator P3 12 745 19 817 36 137 44 297 44 297 157 294

Web Designer G6 14 103 309 411 411 1 248

Total costs of resources 1 739 852

66


The second table below presents the total costs of resources based on the “progressive”

scenarios for each of the analysed options, except Conformity Database for which one scenario

is assumed.

Table 16: Total budget for Pillar 1 activities („progressive‟ scenario)

Costs of resources Total costs

Activity Resource Grade 2012 2013 2014 2015 2016

Writing test

specification

Cooperation

Coordinator P4

33 531 75 446 92 211 117 360 142 509 461 057

TS Coordinator P3 62 171 139 886 170 971 217 600 164 229 854 857

Procurement

Advisor P3

12 434 27 977 34 194 43 520 52 846 170 971

Web designer G3 2 743 6 171 7 543 9 600 11 657 37 714

Conformity

Database

CDB

Administrator P3

60 617 88 594 102 583 102 583 102 583 456 960

Web Designer G6 24 686 24 686 24 686 24 686 24 686 123 429

ITU Mark

ITU Mark

Administrator P3

14 377 33 417 82 377 142 217 174 857 447 246

Web Designer G6 34 274 891 1 646 2 057 4 903

Total costs of resources 2 557 137

4.3.3 Comments and recommendations

The calculations of human resources and the budget presented above shows that the increase in

the total human resources budget in comparison to the “base case” scenario results directly from

the number of process recurrences. In case of all three Pillar 1 components the recurrences of

particular activities will not necessary result in any synergy effects, as each occurrence will

likely be unique/one-off.

However, the workload estimates presented above can be treated as the most conservative

calculations considering the number of steps that have to be conducted each time the processes

are started. This means that in reality a somewhat lower workload will be necessary in order to

conduct the estimated number of recurring processes during the year.

67


5 Pillar 2: Interoperability events


The ITU has decided to include interoperability events with its C&I programme due to their

importance in developing interoperability of equipment, services and systems delivered to the

market by different vendors. Since July 2010 five such events have been conducted – four

related to IPTV and one to home networking.

In developing the resource model for Pillar 2 we have based our analyses on ITU‟s past

experiences and lessons learnt from these events, as well as the experiences, thoughts and

opinions of other interviewed Standard Development Organizations, Forums and testing labs.

The following activities have been performed as part of the business analysis:


of ITU,

Collection of information through interviews with ITU staff, relevant third party partners

and other organizations involved in interoperability testing,


with the preparation and performance of interoperability events;

Identification of gaps in ITU‟s current operating model and definition of relevant

recommendations for improvements in the model of event organization, management and

coordination.

5.1.1 Assumptions

The analysis of human resources required to develop and perform ITU interoperability events

has been based on the following key assumptions:

The human resource calculations will be based on the functions and tasks currently

performed by ITU staff, as well as on input from ITU regarding the estimated scale of

interoperability events.

Coordination of Interoperability Events related activities is currently performed by a single

ITU TSB programme coordination resource, supported by members of Study Groups

responsible for the development of ITU Recommendations regarding the particular

technology and ITU Secretariat staff, as part of the formal responsibilities assigned to their

posts.

Due to the high C&I workload and limited capacity of the TSB resource, additional

personnel will be required to support an increasing scale and scope of events, as well as to

guarantee event programme continuity.

The resource plan for the ITU Interoperability Events programme presents the total

resources required to perform these events under assumptions / drivers presented by the ITU

(in the case of Pillar 2 the number of events performed each year and the venue at which

they are held), and is not calculated as the difference between existing resources and newly

required ones.

KPMG will present some recommendations for optimising the operating model for

interoperability events, but these will not be part of the resource model calculations.

68


5.1.2 As-is Analysis: Identify SWOT and Gaps

Based on information received from ITU and interviews conducted with ITU staff, as well as

relevant third parties11

, we present the following SWOT analysis for Pillar 2.


ITU plays an unrivalled role in telecommunications technology development worldwide and

is commonly recognised by the telecommunications industry. Its global presence ensures

that it can gather and understand the needs of ITU country and sector members, as well as

vendors and operators throughout the world.

Due to its experience and expertise in coordination and collaboration, especially gained in

the standards development domain, ITU is best placed to achieve consensus among

members regarding C&I challenges and opportunities.

ITU, with the help of its experts, study group members and external partners, can provide

the necessary administrative and technical knowledge, equipment and facilities to

successfully conduct conformance and interoperability activities.

ITU members actively engage ITU via forums, workshops and meetings, thereby allowing

the ITU to gain valuable insight into the members‟ C&I requirements with regard to

interoperability testing.

Although testing performed during events does not guarantee full interoperability of

products, it does increase its probability. Moreover, in many cases, the performance of test

events can provide valuable feedback to the base standards (in the phase of standards‟

requirements definition) developed by ITU.


Currently, due to limited resources, ITU relies mostly on its members and partners to define

the need and interest in participating in interoperability events and to develop test suites

needed for an interoperability event.

Decisions are needed at a strategic level to determine the future evolution of ITU‟s role in

interoperability events. ITU needs to develop a more structured knowledge and vision

regarding which standards require testing for interoperability and for which of them

interoperability testing events would be beneficial.

Due to the participant (mainly vendor) driven nature of ITU interoperability events, the

inclusion of organisations from developing countries in these activities is difficult. Although

actual interoperability testing must of course remain confidential, the showcasing part of

events could provide learning and knowledge sharing effects from which the representatives

of developing countries would greatly benefit.

Most ITU-T Recommendations are not testable, and those limited cases that are testable lack

testing specifications most of the time.

Other organizations (e.g. ETSI, UNH-IOL) have conducted interoperability events for ITU-

T Recommendations because ITU did not offer such a service before 2010, so a marketing

effort is needed to spread the word.

11 See “Bibliography” list in Appendix A.1 for references to sources

69



Interoperability events can be used as global communication tools, increasing awareness of

ITU‟s activities aimed at ensuring conformity and interoperability. They can also be used to

build awareness and increase participation in other C&I programme Pillars, such as test

suite and conformity database development.

Testing of equipment interoperability provides greater certainty regarding products and

services available on the market and increases the probability of interoperability between the

offerings of different vendors.

Interoperability testing events provide an opportunity for manufacturers to save time and

money as a result of simultaneous testing against multiple vendors. Testing against other

companies‟ equipment supports identification and elimination of problems and errors in

products and systems prior to market launch.

Testing events also feed into standards and test specifications development processes.

Results of the events can serve as feedback to ITU study groups, forming the basis for

developing and updating some ITU-T standards, guidelines and recommendations, as well

as test suites, and increasing their quality.

Subsequent showcasing events provide participating organizations with opportunities to

demonstrate their products to invited high level representatives from the administration of

the host country and to prospective customers.


Previous event experiences have shown that ITU faces certain difficulties in involving

particular vendors in its interoperability events due to the scope and specification of test

cases used for testing. The participant and test case confirmation phases of event

preparations are closely linked and often mutually dependent. Some manufacturers are

reluctant to participate in testing, inter alia because they implement only some of the options

defined in ITU guidelines and recommendations and therefore may not be able to pass

certain tests.

The participation of only a small number of vendors in testing events provides limited

insight into the interoperability of products and services worldwide in particular when only

participating vendor-specific test suites are used.

5.1.3 Options and Actions

As agreed with ITU and specified in the submitted proposal and kickoff presentation, for the

purpose of developing the human resource plan for Pillar 2, the calculations of resources

required to implement this Pillar are costed based on the as-is approach applied by ITU.

In our understanding the current situation can be described as an integrated and collaborative

approach that relies on the inter-dependency between the ITU interoperability event

coordination team and ITU members and partners, where the ITU plays an organising and

administrative role with regard to interoperability events‟ facilitation and management.

Current mode of operation (Interoperability event administration)

The guiding aim behind the organisation and facilitation of ITU interoperability events is to

test and strengthen ITU standards and the degree of interoperability of different

manufacturers‟ systems and products conforming to ITU recommendations.

In developing the programme for these events ITU responds to the needs of ITU members

to test and showcase products and services before prospective customers.

70


Under the current model of operations all interoperability events are participant-driven and

ITU‟s involvement in setting up an event depends on the direct interest of its members and

partners. So far ITU has been relying solely on contacts within its membership, usually

established during meetings or workshops, to determine the needs and interest of potential

participants. Representatives of interested members approach the ITU sometimes with the

concept for an event, which, depending on scale of interest from other possible participants,

is developed into an event programme.

The resource responsible for the coordination and management of the development and

implementation phases of the event is the Event Coordinator. Additionally, the successful

implementation of these phases involves cooperation with potential participants,

representatives of Study Groups responsible for the particular topic (e.g. Study Group 16,

IPTV-GSI in case of IPTV) and partner organisations12

cooperating with ITU (e.g.

Broadband Forum in case of G.hn) in order to develop the programme for the event,

develop test cases, investigate possible partnerships for event hosting and provide necessary

equipment.

The events‟ hosts (so far these have included operators, administration and telecom

institutes, academic institutions) are typically responsible for local event management like

ensuring the availability of an event venue, arrangements associated with booking

accommodations, and preparation of technical infrastructure. The requirements are provided

by the ITU Secretariat and discussed during the event preparation meetings.

The ITU Secretariat is predominantly involved in performing administration, logistical and

communication management activities. This is mainly done by the Event Coordinator, who

is additionally supported by ITU Secretariat staff, e.g. a communications officer,

registration officer, financial unit staff and website developer are involved in event

preparations as part of their usual work responsibilities.

5.1.4 Advantages and Challenges

Since it has been assumed that resource calculation will be based on the current situation, below

we detail the following advantages and disadvantages of the as-is ITU interoperability events

operating model:

Table 17: Identified advantages and disadvantages of the as-is ITU interoperability events operating model


1 Maintaining status quo for

interoperability events means that no

additional spending is required in

connection with their organization and

performance. Moreover the roles and

responsibilities of ITU staff involved in

interoperability events organization and

performance remain unchanged.

1 The performance of each event is dependent on the

direct interest of ITU‟s members and partners.

Therefore, ITU staff can only indirectly influence the

selection of standards and technologies for testing.

In this case, testing for some recommendations

which are considered to be key from ITU

members‟ perspective may not be performed.

Another issue is that currently only a limited

number of ITU members are making contributions

to the ITU guidelines and Recommendations

development process. This very limited

involvement of ITU‟s members and partners will

also directly impact the preparation of test suites

for standards considered by ITU members as

requiring testing.

12 For details regarding ITU partnerships with other organisations see appendix A.3 “Partnerships”

71


2 This mode of operation ensures that ITU

fulfils its mandate by organizing events

for technological solutions identified by

its members as requiring interoperability

testing.

2 If only a small number of ITU standards are

subject to interoperability testing some members

may feel that ITU‟s statutory objective of ensuring

C&I is not being fulfilled.

3 Limited involvement of ITU members in the

testing of standards and Recommendations may

result in other SDOs or Forums potentially filling

the unattended areas, leading to a possible erosion

of ITU‟s position among telecommunications

market players.

There are already other organizations (e.g. ETSI,

IEEE in cooperation with the UNH-IOL, MEF or

BBF in cooperation with EANTC, in the future

IEEE ICAP) focusing on the preparation of tests

and conducting interoperability events for popular

developing technologies, which address the needs

of operators and vendors. It should be noted that

these events sometimes cover ITU standards – the

question therefore is whether ITU can persuade a

sufficient number of market players to get involved

in its events.


During our analysis of the as-is situation relating to the ITU interoperability events programme

and models applied by other organisations (e.g. ETSI), we have identified the following

elements that could help to optimise ITU‟s activities within Pillar 2. Although the activities

associated with the proposed modifications of the operational model are not included in the

human resource modelling presented in the following section, they serve as an indication of

possible improvements that could be implemented for the benefit of ITU and its Members.

More proactive interoperability event animation

The proposed operational model signifies a move towards a “Proactive event animation”

role, where ITU staff would become directly responsible for:

• Identifying and suggesting topics for future events based on continuous surveillance

of market and technological developments,

• Proactive probing of members‟ needs, and

• Coordination and/or direct involvement in preparation of test suites required to

successfully conduct the events.

The potential benefits of introducing these operational modifications could be that:

• ITU Secretariat could gain additional, in-depth knowledge about market and

technological developments and members‟ needs as a result of continuous,

proactive surveillance,

• The quality of key standards and related test suites could be enhanced through

testing feedback,

• Increased opportunities could be created for cooperating and competing equipment

manufacturers to test their equipment prototypes against selected key ITU

standards, thereby increasing the probability of interoperability, enabling early

http://www.eantc.com/

72


detection of faults, speeding-up the product and service development process and

reducing time-to-market,

• ITU‟s position among telecommunications market players could be strengthened as

a result of increasing awareness of ITU‟s activities aimed at ensuring conformity

and interoperability,

• Continuous, proactive response to market developments and trends would ensure

that ITU is directly involved in the development of the most relevant technologies

from the perspective of its members.

Much like the current mode of operation, this modified approach to interoperability events

requires the development of a detailed operational plan and governance process.

The clear downside of this strategy however is that it would be necessary to acquire or

delegate additional resources to perform the necessary, additional tasks associated with:

• Active collaboration with ITU members, SDOs, Forums and other market players in

order to gather in-depth knowledge about interest in particular developing

technology, select key standards requiring testing, support test preparation

activities, etc.

• Collaboration with and involvement in the work of Study Groups to keep abreast of

the needs of ITU members and of market developments,

• Encouraging ITU members to increase level of involvement in ITU‟s work – e.g.

providing additional experts to Study Groups with necessary knowledge to develop

test requirements and prepare test specification for events,

• Validation of test requirements and specifications in cooperation with Study Groups

in order to verify whether all important elements are covered.


The approached used to derive the human resources for Pillar 1 – 4 are described and illustrated

in the Appendix A.4.

5.2.1 High Level Processes

The flow chart below defines our understanding of the key process steps in the current ITU

interoperability event preparation and implementation process and interrelations between them.

73


Figure 9: Processes for Pillar 2


1 Potential interest in interoperability events is identified via members and partners

approaching the ITU with their need to test and showcase equipment corresponding to an

ITU standard.

2 The interoperability events team uses its contacts and relations to determine whether there is

sufficient interest among various organizations, including vendors, operators,

administrations, academic institutions, etc. to organize such an event.

3 While identifying participants (usually at least 4 or 5 organizations) interested in conducting

interoperability testing, the detailed event programme development process is initiated in

parallel. The ITU Interoperability Events team coordinates related work performed in

cooperation with Study Group members and/or partner organizations engaged in developing

the particular technology.

4 The next phase of the process is carried out in parallel and the particular activities often

overlap and influence each other creating a specific chain of interactions ultimately leading

to the fulfilment of all requirements necessary to successfully implement an event. this

includes:

Identification of interest in event

Is the interest confirmed by a

sufficient number of organizations?

Administrative management and

logistics

Development of event programme

OUT

IN

Preparation of technical event requirements

Performance of interoperability

event

Event debriefing OUT

Yes

No

1

2

3

4a 4b

5

6

Event promotion

4c

74


Management of administration issues, like identification of partnerships,

logistical arrangements (shipments, hotels, visas, etc.), registration and

payments, etc.

Preparation of technical event requirements, such as development of applicable

test cases.

5 Proactive event promotion (e.g. development, publication and dissemination of marketing

and communications materials, event presentations, press releases etc.), inviting other

organizations and prospective customers to showcase products (if any), involving media,

organising related workshops. Once all the necessary requirements are fulfilled and the

event begins, ITU Secretariat ensures the smooth performance of the test session and

collaborates with the host in the administration of event activities.

6 Upon the completion of the event there is the need to sum up and debrief the event, which

usually involves the preparation of a report from the event and the publication of outcomes.

The roles and responsibilities of ITU staff within the particular elements of this process are

defined in the following section.

5.2.2 Assigning Responsibilities to Processes

Based on the high-level definition of the interoperability event preparation and implementation

process we have defined responsibilities (or tasks) connected with each step.

For each of these responsibilities we then define the estimated workload needed to perform

them during each event. For each task we also provide the name of the role (or function)

responsible for its performance and associate it with a complexity criterion that defines the

required level of experience needed to complete these functions:




75


Table 18: Pillar 2 processes quantified with Complexity and Workload – specification of workload necessary to perform tasks during one interoperability event depending

on the venue at which it is held

Process

Ref.

Task


Estimated workload

(person-days per event) Role Ref.

Geneva Outside

Geneva

1

1.1 Collect interest from potential participants 2 2,00 2,00 Head of IE

1.2 Perform initial analysis of requirements, aggregation of needs and evaluation

of feasibility 2 1,00 1,00 IE Coordinator

1.3 Provide internal approval for event and debrief the initial analysis (in direct

collaboration with the TSB Director) 3 0,50 0,50 Head of IE

2

2.1 Prepare pre-event materials informing members about topic 2 2,00 2,00 IE Coordinator

2.2 Liaise with ITU members to size and confirm interest in participation (with the

assistance of the Study Group Counsellors) 3 3,00 3,00

Head of IE / IE

Coordinator

3

3.1 Initiate event preparations as per members‟ request 2 1,00 1,00 IE Coordinator

3.2 Initiate and coordinate work of ITU Study Group and/or partner organizations 2 5,00 5,00 IE Coordinator

3.3 Prepare official programme document 2 3,00 3,00 IE Coordinator

3.4 Provide approval for event programme 3 0,50 0,50 Head of IE

4a

4a.1 Identify specific partners for event (event host, venue, local focal points, etc.) 2 0,10 2,00 IE Coordinator

4a.2 Registration of participants and collection of payments 2 2,00 2,00 Registration officer /

finance unit

4a.3

Coordinate logistical arrangements (shipments, hotels, visa support, NDAs,

other legal issues, etc.) Including responding to participants‟ individual

requests

2 3,00 12,00 IE Coordinator

4a.4 Project management and conducting regular status meetings 2 5,00 7,50 IE Coordinator

4b

4b.1 Coordinate development of test cases by ITU Study Group and/or partner

organizations (in collaboration with Study Group Counsellor) 2 2,00 2,00 IE Coordinator

4b.2

Coordinate fulfilment of technical event requirements (ensuring necessary

equipment, IT support, test bed, etc.) Including responding to participants‟

special requests


4b.3 Collaborate in development of test plan and session scheduling, taking into

consideration each participant‟s implementation level 2 4,00 4,00 IE Coordinator

4c 4c.1

Identify and specify activities related to the event, e.g., workshops,

showcasing, including identify contents, inviting speakers, visitors, media,

etc., inter alia in cooperation with the communication officer, Study Group

Counsellor and workshop coordinator (for workshop logistics)


76


Process

Ref.

Task


Estimated workload

(person-days per event) Role Ref.

Geneva Outside

Geneva

4c.2

Prepare official communications and marketing materials informing about the

event, including testing and showcasing activities, coordinate involvement of

the media


4c.3 Perform communications and marketing activities, incl. event presentation and

promotion, related workshops 2 3,00 4,50 IE Coordinator

4c.4 Populate dedicated event webpage with materials prepared in 4c.2, 4a.3, etc. 1 1,00 1,00 Web Designer

5 5.1

On-site collaboration with:

- host in administration and supervision of test sessions and showcasing,

- with venue, local focal point and collaborators in communication, marketing

activities and supervision of related events sessions

- event participants to provide support according to requests


6

6.1 Collect feedback and follow-up on event testing and showcasing activities 2 2,00 2,00 IE Coordinator

6.2 Preparation of event report 2 5,00 5,00 IE Coordinator

6.3 Prepare event materials for publishing in cooperation with communications

officer 2 4,00 4,00 IE Coordinator

6.4 Populate dedicated event webpage with event materials (see 6.3) 1 1,00 1,00 Web Designer

6.5 Coordination of incoming queries / Q&A 2 2,00 2,00 IE Coordinator

6.6 Complete coordination work with hosts, venue, local focal point, collaborators

and monitor budgetary aspects 2 2,00 2,00 IE Coordinator

Total workload per event 63,10 84,50

77



event necessary to fulfil each corresponding responsibility or task. In accordance with these

estimates the total workload needed to prepare and implement one interoperability testing and

showcasing event amounts to ca. 63 or 85 person-days depending on whether the event is held

at the ITU premises in Geneva or at a different venue. The difference between the required

workload in these two situations results from the fact that in the former case many of the

administrative and logistical tasks performed by the Interoperability Events Coordinator will be

much less time consuming. More detailed information about the split of the responsibilities

above among particular resources is presented in section 5.2.3.

At this stage it must however be noted that this workload calculation represents the estimated

maximum effort required to prepare and implement an event. For some events not all tasks will

necessarily be performed. For example, previous ITU interoperability event experiences have

shown that in some cases it will not be necessary for the ITU events team to perform tasks 1.1

and 1.2 as these could be undertaken directly by the participants who come to ITU with

aggregated interest and are directly involved in collaboration with each other from the

beginning of the preparation process.

In the next step we classify and group the responsibilities into generic roles performed by ITU

staff. These roles are discussed in the following section.

5.2.3 Identified Roles and General Workload

As mentioned in our assumptions, we model all the roles that are required to implement Pillar 2

of the C&I programme based on the as-is situation. Once these generic roles have been defined

we relate them to the current mode of operation and the professional categories and grades

within ITU. These roles and the general workload per role per event are defined below.

78


Table 19: Grouping of responsibilities and necessary qualifications for roles identified for Pillar 2 – specification of workload per resources per event


Complexity

ITU

Level

Total

Workload

Head of

Interoperability

Events (IE)

1.1 – Collect interest from potential participants

1.3 – Provide internal approval for event in

direct collaboration with the Director of TSB

2.2 – Liaise with ITU members to size and

confirm interest in participation (with the

assistance of the Study Group Counsellors)

3.4 – Provide approval for event programme

7-10 years extensive technical experience

in the C&I domain (including at

international level).



worldwide.




Proven effective skills in developing and

managing relationships with large number

of partners from private sector, as well as

government officials and other partners.

Strong oral and written communications

skills.


communications, networking, negotiation,

advocacy and ability to relate to mass

media and community.

3 P5 4,00

Interoperability

Events

Coordinator

1.2 – Perform initial analysis of requirements,

aggregation of needs and evaluation of

feasibility

2.1 – Prepare pre-event materials informing

members about topic

2.2 – Liaise with ITU members to size and

confirm interest in participation (with the

assistance of the Study Group Counsellors)

3.1 – Initiate event preparations as per members

request – definition of what has to be done,

whom to involve, etc.

3.2 – Initiate and coordinate work of ITU Study

Group and/or partner organizations


in the C&I domain (including at

international level).



worldwide.


advanced) in telecommunications, ICT,



skills.



2 P3

55,10 (in

Geneva)

76,50 (outside of

Geneva)

79


3.3 – Prepare official programme document

4a.1 – Identify specific partners for event (event

host, venue, local focal points, etc.)

4a.3 – Coordinate logistical arrangements

(shipments, hotels, visa support, NDAs, other

legal issues, etc.)

4a.4 – Project management and conducting

regular status meetings

4b.1 – Coordinate development of test cases by

ITU Study Group and/or partner organizations

(in collaboration with Study Group Counsellor)

4b.2 – Coordinate fulfilment of technical event

requirements (contracting necessary equipment,

clearance of customs, ensuring IT support, test

bed, etc.), including responding to participants‟

special requests

4b.3 – Collaborate in development of test plan

and session scheduling, taking into

consideration each participant‟s implementation

level

4c.1 – Identify and specify activities related to

the event, e.g. workshops, showcasing,

including identify contents, inviting speakers,

visitors, media, etc., inter alia in cooperation

with the communication officer, Study Group

Counsellor and workshop coordinator (for

workshop logistics)

4c.2 – Prepare official communications and

marketing materials informing about the event,

including testing and showcasing activities,

coordinate involvement of the media

4c.3 – Perform communications and marketing

activities, incl. event presentation and

promotion, related workshops

5.1 – On-site collaboration with:

- host venue, local focal point and collaborators

Ability to understand the needs of

Members in the changing environment;

customer care responsiveness.

Proven knowledge and understanding of

project and programme management

processes.

Proven creativity and skill in mobilizing

resources from diversified sources and

domains.

80


and event participants

6.1 – Collect feedback and follow-up on event

testing and showcasing activities

6.2 – Preparation of event report

6.3 – Prepare event materials for publishing in

cooperation with communications officer

6.5 – Coordination of incoming queries / Q&A

6.6 – Complete coordination work with hosts,

venue, local focal point, collaborators and

monitor budgetary aspects

Registration

officer /

Finance Unit

4a.3 – Registration of participants and

collection of payments

Ability to communicate clearly and

concisely, to work in a multicultural

environment and to focus on the

customer.

Experience in the use of mainstream

office equipment (e.g. Microsoft Word,

Excel, Outlook, etc.), databases and other

relevant applications.



1 G6 2,00

Web Designer 4c.4 and 6.4 – Populate dedicated event

webpage

Proven command of DTP tools, graphics

tools and associated technologies.

Ability to process texts for the purpose of

page layout or corrections, focus on





1 G6 2,00

Total workload per event organised in Geneva 63,10

Total workload per event organised outside of Geneva 84,50

81


By grouping activities (responsibilities) defined in the previous section, we have identified four

roles that are required in the C&I Programme specific to interoperability events activities. As

depicted in the table above, most of the activities can be grouped together as coordination

activities with a medium (2) complexity level requiring 5-7 years of experience. For this reason

we believe that this resource could be a P-3 level ITU Professional with the role of

“Interoperability Events Coordinator”.

We also identified a strategic role that needs to be filled on top of the coordination functions.

This person would be responsible for liaising with ITU members and taking strategic decisions

regarding potential events. Due to the high complexity and liability of this post, this person

probably needs to possess qualifications corresponding to a P-5 level ITU Professional acting as

“Head of Interoperability Events”.

In addition we have identified two supporting resources (“Registration Officer/Finance Unit”

and “Web Designer”, possessing qualifications corresponding to G-6 level) responsible for

assisting the Interoperability Events Coordinator in the interoperability event preparation and

implementation activities. For the tasks that involve these resources we provide the total

workload and include the costs per each person in the resource plan, but underline that these

tasks are already part of day-to-day activities of existing ITU Secretariat staff.

As was previously stated, the data presented in the total workload column correspond to

workload necessary to fulfil the defined responsibility during each event. In the following

section we will present calculations of the integrated resource plan and budget for Pillar 2

derived from aligning this data with the assumptions or drivers (e.g. regarding the number of

events per year) presented by ITU.


To determine the budget needed to implement Pillar 2, we prepared the human resource model

that takes into consideration the current tasks / responsibilities and workload necessary to

perform each event and assumptions or drivers presented by ITU. Based on these assumptions

and knowledge collected during project analyses and interviews we have prepared two scenarios

for the development of ITU interoperability events in the years 2012 – 2016.


In accordance with the information received from ITU TSB we have identified the following

core assumptions for resource calculations under Pillar 2:



Swiss Francs (CHF).

A maximum of 4-5 events will be performed per year,

The human resource estimations are calculated as a total, and independently of the current

resources performing Pillar 2 activities.

Based purely on these assumptions in the table below we present the human resource plan and

budget for a “base case” scenario. Taking into consideration previous ITU interoperability event

experiences in this scenario we estimate that in the first year ITU will perform 3 events, 4 in

2013, and in the years 2014 – 2016, as interest grows, their number will increase to 5 per year.

Additionally for this scenario we assume that all the events will be held at the ITU facilities in

Geneva.

82


Table 20: Human resource budget for Pillar 2 based on ITU TSB assumptions (“base case” scenario)

Year

Resource level

Head of Interoperability Events (P5) Interoperability Events Coordinator (P3)

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

2012 12,00 6% 229 200 13 097 165,30 79% 163 200 128 462

2013 16,00 8% 229 200 17 463 222,40 105% 163 200 171 282

2014 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103

2015 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103

2016 20,00 10% 229 200 21 829 275,50 131% 163 200 214 103


Year

Resource level

Registration Officer / Finance Unit (G6) Web Designer (G6)

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 6,00 3% 144 000 4 114 6,00 3% 144 000 4 114 149 787

2013 8,00 4% 144 000 5 486 8,00 4% 144 000 5 486 199 717

2014 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646

2015 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646

2016 10,00 5% 144 000 6 857 10,00 5% 144 000 6 857 249 646

Total cost per grade (G6) 30 171 Total cost per grade (G6) 30 171



necessary to implement Pillar 2 in the years 2012 – 2016 will amount to ca. 1.1M CHF. To

arrive at this estimate we have conducted the following calculation steps:

First, we grouped particular tasks performed during an interoperability and showcasing

event (as was explained in the previous section of the report) in order to identify all four

roles specific to Pillar 2 activities – Head of Interoperability Events, Interoperability Events

Coordinator, Registration Officer / Financial Unit staff member and Web Designer.

Then, for each of these roles (resources) we have calculated its total annual cost by

multiplying the required workload expressed as a percentage of the available time of a full

time employee – FTE (workload divided by number of available person-days per year) by

the average annual salary for professionals of the assumed grades currently employed at

ITU.

Finally, we summed up the total annual costs of all resources ending up with the total cost of

resources in years 2012 – 2016.

At the same time, it can be assumed that depending on how conservatively or aggressively the

ITU would want to develop and implement Pillar 2 of the C&I programme and how the demand

for such interoperability events evolves over time it is also possible to determine a more

dynamic event development scenario.

Experience of the ETSI unit responsible for running Plugtests interoperability events (the ETSI

Centre for Testing and Interoperability – CTI) shows that a well-established and experienced

83


team of event coordinators supported by a group of technical experts13

can successfully

implement around 10-12 events per year. In case of ETSI these interoperability events can

include testing of various manufacturers‟ equipment based both on standards developed by

ETSI, as well as other SDOs, e.g. Internet Engineering Task Force (IETF). However, they can

also cover solutions developed by independent industry associations, like e.g. Femto Forum, as

well as different technologies that are outside the scope of standardisation activity. The typical

activities performed by the ETSI event coordination team are quite similar to those carried out

by the ITU team and include technical organisation of such elements as customised test beds,

test case set-up, and test session scheduling, as well as overall administrative management of the

event including registration, host venue negotiation, legal aspects, website preparation,

promotion and sponsorship. Another common feature of ITU interoperability events and ETSI‟s

Plugtests is that funding for their performance is usually obtained through participation fees

(typically set at between 1 600 and 2 400 EUR per company), however in some cases co-

financing is also provided by the European Commission and the European Free Trade

Association or comes from some sponsorship agreements.

In the table below we provide calculations for this more “progressive” event development

scenario. Similarly to the “base case” this second scenario is based on information received

from ITU TSB, but has been modified to reflect benchmark information gathered during project

interviews. Additionally, we have assumed that under this scenario, apart from conducting

events in Geneva, the ITU will also reach out to its Membership, especially developing regions,

and organise some of the events in different parts of the world (depending on interest). The core

assumptions for resource calculations under the “progressive” scenario for Pillar 2 are as

follows:



Swiss Francs (CHF),

The number of events prepared and implemented each year will evolve with time and

ultimately a maximum of 10 events will be performed per year. The number of events

hosted in Geneva will remain the same as in the “base case” scenario, but on top of this ITU

will organise a defined number of events in other venues.

Table 21: Number of events prepared and implemented in each year covered by the resource plan under the

“progressive” scenario

2012 2013 2014 2015 2016

Events per year 3 6 8 10 10

Geneva 3 4 5 5 5

Outside Geneva 0 2 3 5 5

13 The total number of ETSI CTI resources is around 10 people – 2 administrative coordinators (each one engaged in

ca. 6 events per year) and 8 technical experts. However, it must be emphasised that these resources are not allocated

full-time to Plugtests activities. Their workload is distributed among various responsibilities, which apart from event

management include first and foremost expert support and services to ETSI Technical Bodies on the application of

modern techniques for specifying protocols and test specifications, as well as direct involvement in cooperation with

ETSI Specialist Task Forces (STFs) in the development of test specifications for ETSI standards.

84


In 2012 we assume that similarly to the first scenario, the number of events carried out will

be three (and all of these will be held in Geneva). However, in the following years the

frequency will gradually increase as a result of both growing interest in new topics

(technologies) and the recurrence of follow-up events on technologies already tested and

showcased, as well as interest from entities keen to host interoperability and showcasing

events in different parts of the world, and will reach 10 events in the years 2015 and 2016.

Table 22: Human resource budget for Pillar 2 under “progressive” scenario

Year

Resource level

Head of Interoperability Events (P5) Interoperability Events Coordinator (P3)

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

2012 12,00 6% 229 200 13 097 165,30 79% 163 200 128 462

2013 24,00 11% 229 200 26 194 373,40 178% 163 200 290 185

2014 32,00 15% 229 200 34 926 505,00 240% 163 200 392 457

2015 40,00 19% 229 200 43 657 658,00 313% 163 200 511 360

2016 40,00 19% 229 200 43 657 658,00 313% 163 200 511 360

Total cost per grade (P5) 161 531 Total cost per grade (P3) 1 833 824

Year

Resource level

Registration Officer / Finance Unit (G6) Web Designer (G6)

Workload in

days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year (all

resources)

2012 6,00 3% 108 000 4 114 6,00 3% 144 000 4 114 149 787

2013 12,00 6% 108 000 8 229 12,00 6% 144 000 8 229 332 837

2014 16,00 8% 108 000 10 971 16,00 8% 144 000 10 971 449 326

2015 20,00 10% 108 000 13 714 20,00 10% 144 000 13 714 582 446

2016 20,00 10% 108 000 13 714 20,00 10% 144 000 13 714 582 446

Total cost per grade (G6) 50 743 Total cost per grade (G6) 50 743


Under the above scenario we have estimated that the total costs of all resources necessary to

implement Pillar 2 in the years 2012 – 2016 would amount to ca. 2.1m CHF.

5.3.2 Summary and conclusions

Under the “progressive” scenario the increase in the total human resource budget in comparison

to the “base case” is the direct result of two factors – the number of interoperability events

prepared and implemented by the ITU events team in each of the years covered by the resource

plan, as well as the workload necessary to implement the particular event, which is dependent

on the venue. The other assumptions (i.e. the specification of tasks performed during each event

and the costs of salaries) will remain unchanged.

Based on the performed analyses it is difficult to determine which of the two scenarios is more

probable and beneficial for ITU. To establish the level of applicability and feasibility of the

scenarios it would be recommendable for the ITU Secretariat to probe industry needs in terms of

85


technologies and services that could be subject to interoperability testing, as well as survey its

members and partners to identify entities interested in hosting future events. This research could

be part of the a market study (see Pillar 1) regarding ITU Recommendations for which test

suites should be developed, as this activity will have direct impact on the future development of

the interoperability events.

86


6 Pillar 3: Human Capacity Building


The continuous development of human capacity is an important objective of the ITU Secretariat,

especially within the context of the C&I programme. This is essential in developing regions, due

to the effect that non-conformant equipment and non-interoperable services have on network

infrastructure, customer services and the economy as a whole. Therefore human capacity

building activities aim to provide people with technical training and generate awareness of C&I

with specific reference to:

knowledge about the setup of test labs;

strategies for choosing areas of testing;

international standards available from other bodies such as ISO/IEC;

the cost components associated with test labs;

funding available from local and global organisations; and

the need for coordination of effort at regional and sub-regional level to optimize test lab

development costs, while covering as much as possible the technical fields of test activities.

In developing the resource model for Pillar 3 we have based our analyses on the ITU

Secretariat‟s current experience in gathering training content, organizing training workshops14

and promoting partnerships with the ITU. The following activities have been performed as part

of the business analysis:


of ITU Secretariat;

Collection of information through interviews with ITU head office and regional office staff

and relevant third party partners and labs;


with the preparation and delivery of training and workshop events;

Identification of gaps in ITU Secretariat‟s current operating model and definition of relevant

recommendations for improvements especially in the context of planning and coordination.

6.1.1 Assumptions

The analysis of human resources required to develop and perform human capacity building has

been based on the following key assumptions:

Coordination of C&I related human capacity building activities is currently done via a

single senior C&I BDT expert (assisted by a senior HCB resource), in conjunction with a

single senior resource from TSB.

ITU Regional office resources will be adequately involved in the current C&I human

capacity building activities.

Due to the additional C&I workload and limited capacity of the senior HCB resource,

additional personnel is required to support the senior C&I BDT expert.

14 See appendix A.2 for a list of technical domains that the ITU Secretariat has agreed with their current lab partners

on which to focus member workshops and training events.

87


The business plan will determine total resources required to perform activities and tasks

associated with Pillar 3, independent of current resourcing.

The existing C&I human resource capacity building approach/processes are considered

adequate, but resources for implementation by the ITU C&I programme team are limited

KPMG may provide recommendations on optimising current process (as shown in Section

6.1.5).

The human resource calculations for the business plan will be based on existing human

capacity building processes and the frequency of activities performed within the ITU

Secretariat.

Potential resources identified in the business plan for Pillar 3 will reside in BDT IEE with

the C&I human capacity building expert. The C&I expert in BDT IEE will collaborate with

the BDT HCB Division.

Based on resolutions, The ITU Secretariat promotes partnerships with potential candidates

to support the implementation of pillars 3 and 4. These partnerships are managed via


6.1.2 As-is Analysis: Identify SWOT and Gaps

Based on ITU information and interviews conducted15

we present the following SWOT analysis

on Pillar 3.


ITU plays a vital role in global telecommunications development. As a UN Specialized

Agency it has over many decades created and maintained strong and influential relationships

with various governments, regulators, vendors, operators and universities. In addition, it has

a well recognised brand in the global telecommunications industry.

In developing recommendations/standards across the globe, the ITU plays a strong

coordinating and facilitation role with industry and government players. This has become

one of its core competencies.

The ITU Secretariat is encouraging the adoption of standards and C&I procedures

recognized worldwide such as those of ISO/IEC, CASCO, ILAC and IAF. This will provide

a more global and holistic perspective on the C&I programme.

Through the development of the C&I programme TSB and BDT have created strong

collaboration and information-sharing mechanisms. This is driving the progress of the C&I

programme and represents a model that can be reapplied to other programmes that require

inter-sector support.

ITU members actively engage ITU via forums and meetings, thereby allowing the ITU to

gain valuable insight into members‟ C&I requirements, such as training and workshops.

Also, this continuous communication channel ensures ITU has visibility of regional, sub-

regional and country-specific requirements related to telecoms and C&I.

Experts within ITU Secretariat are limited in number, but collectively they have a pool of

externally sourced experts. These external experts are contracted to deliver training and

provide services that are limited or not available within the ITU Secretariat.

15 See bibliography list in appendix for references to sources

88


The ITU Secretariat cannot fund all training activities. As a result, additional funding for

training is sourced from government grants, members, third parties or by raising a

participation fee from trainees including non-members requesting training.


To implement resolutions, experts are required to perform activities such as the coordination

of global workshops and standards development meetings. As a result, the ITU Secretariat‟s

technical experts, who are limited in number, are required to perform their normal day-to-

day activities as well as coordination functions for selected topics and programmes. These

highly technical resources therefore have conflicting demands on their time.

As senior technical experts develop special programmes, such as the C&I programme,

formal succession planning to ensure knowledge transfer and retention within the ITU

Secretariat is limited.

Special programmes such as C&I require the definition of formal processes to ensure that

their progress is tracked and managed. Currently, collaborative governance processes are

sufficient, albeit limited. They must be formalised in future to guide and optimize the

programme‟s development as well as improve the development of other programmes.

Fulfilling resolutions that agreed by members places demands on the ITU Secretariat,

including the development of implementation strategies and their execution. The

corresponding resource requirements and the impact across ITU and its membership are not

fully determined in advance but as a consequence.

Due to resource constraints, comprehensive marketing of ITU and C&I objectives to

developing countries are limited. This has consequences for members since they may find it

difficult to position and support C&I within their own region, country and most importantly

their telecom market. As a result, members find it challenging to harmonise their regional

specifics (technology, politics, regulations) to support the C&I aims and objectives.


To improve marketing effectiveness of the C&I programme within developing regions, the

C&I human capacity building initiatives can be used to market the objectives of other C&I

programme Pillars, such as test suite contribution and attendance at test events.

By investigating local and global partners within the C&I domain, ITU experts can grow

their resource pool and potential partner base. These can include the identification of other

SDO experts and region-specific partners that can contribute to funding and training. But

these activities must be formally managed within an ITU partnership model and agreement.

The ITU has regional offices that are located in developing regions. Resources in the

regional offices can be mandated if they have capacity and a level of technical skills

relevant for the development of the C&I programme. This ensures efficiency gains via

economies of scale, where the distribution of work is split across ITU experts independent

of location. If additional capacity needs to be built, hiring regional office resources must be

considered since they are less costly than headquarters resources. Also, these resources are

closer to relevant members and can actively engage them for feedback and interest in the

C&I programme.

Identification of appropriate internal ITU resources, including regional office resources, to

mirror or shadow C&I experts enables a basic form of succession planning to be put into

place. A more formal approach must still be developed and implemented to ensure that a

89


managed and measurable approach is taken with respect to knowledge transfer and

professional development.

In interviews conducted and points expressed in forums, from regional members and within

the ITU, a growing consensus exists that growth in C&I human capacity building will

strongly disseminate the culture of testing, conformance and interoperability.


Developing countries, such as in Africa, continue to suffer from political challenges and this

can directly affect the ITU‟s ability to optimise C&I collaboration efforts between members.

Many vendors are increasing their focus to sell more solutions in developing regions so as to

supplement their current business in developed regions. With their sales, vendor-specific

training is provided and this may lead to a narrow or biased view on standards and

recommendations for operators in the developing region.

Different countries in the developing world suffer from a variety of environmental

challenges. This affects their technology choices when importing, certifying and deploying

telecommunication infrastructure. In addition, it affects the way in which standards are

interpreted, implemented and tested. Thus, variations or adaptations to technologies used in

developing regions impact the way in which ITU Secretariat can approach members‟

training requirements.

Training is only effective if it impacts the individual attending and has a positive follow-

through effect on the organisation who has nominated the trainee. However, the ITU

governance model or process that is extended externally to screen trainee candidates and

ensure their development within an area of standards expertise is limited and informal,

providing suboptimal focus on this desirable outcome.


As agreed with the ITU Secretariat and specified in the submitted proposal and kickoff

presentation, only the as-is situation for Pillar 3 will be costed. The current situation can be

described as an integrated and collaborative approach that relies on the inter-dependency

between ITU C&I role-players (TSB, BDT), members, partners and experts. We outline this

situation below, and in addition we provide some recommendations for improving the efficiency

and effectiveness of coordination and collaboration processes.

Current mode of operation (Collaboration)

The C&I programme is built upon an integrated workflow, where resources from TSB and

BDT work in a collaborative manner. This ensures that all technical responsibilities are

shared and managed.

For the human capacity building component of the C&I programme, inter-BDT

collaboration is also promoted with work being done between BDT HCB experts and BDT

IEE technical experts. This includes sourcing and building HCB content and creating

awareness of C&I in developing countries.

In this model the C&I technical expert has the required coordination skills to manage the

initial development phase of the C&I programme. This involves investigating partnerships

for funding, providing content and creating C&I awareness with members.

As C&I training content is developed and awareness increases, the relevant BDT HCB

expert will provide assistance to implement the C&I HCB component in a “business as

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usual” manner. This implies that the regular BDT HCB processes and activities are used to

absorb the common functions in delivering training courses to members.

This current mode of operation requires a clear mandate to be defined for all parties, roles to

be described, responsibilities to be associated, boundaries to be maintained and resources to

be allocated accordingly. The content of section 6.2 below will assist in this.


Since the current situation is to be used as the base of our calculation, we detail its advantages

and challenges as follows:


1 Applicable workload is assigned to BDT which

reduces replication of work if HCB functions were

done by TSB.

2 In addition, regional offices are included as much as

possible to distribute workload appropriately.

1 Effort is required for coordination between TSB,

BDT and regional offices to be managed and

governed adequately for the C&I programme.

2 Specific C&I skills and experience are needed

within the regional office and may require some

development.

3 This mode of operation focuses effort on the

relevant sectors required in specialised cross-

functional projects, like the C&I programme.

3 Perceptions and expectations need to be managed

since resources are appropriately used for the

benefit of the C&I programme, ITU Secretariat

and ITU Members, but may be used for

performing C&I work that is not directly owned by

their sector,

4 Facilitates closer collaboration between divisions for

specific projects and results in better communication

and information sharing.

4 Requires workload and work-plans to be clearly

defined so that resource KPIs are adapted to

normal priorities and specialised programmes.


During our analysis of the current situation of developing the human capacity building activities

for the C&I programme, we have identified the optimisation possibilities which follow below.

These actions are not within the scope of the project and not included in the human resource

modelling presented in the following section, however, they show possible improvements that

could be implemented for the benefit of ITU Secretariat and its Members.

Inclusion of ITU Regional Offices (Extending collaboration)

BDT should investigate the available capacity and skills available in regional offices.

Regional office resources can take ownership and responsibility to coordinate C&I HCB

activities for regional and sub-regional members, since they should have already more

knowledge of the needs of the regions. This will improve awareness, visibility and

marketing of the C&I programme.

Regional office resources can share ownership and accountability with headquarters in the

area of implementing and managing the screening processes for trainee candidates. This will

help ensure the correct people are identified (or nominated) to attend training events and

workshops.

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If additional regional resources are required to delegate C&I HCB activities, less costly

solutions than headquarters resources should be sought. This has the potential to reduce

resource costs or increase the number of resources that can be hired.

Re-skilling of some regional office resources may be required initially, but this will provide

them with technical skills to better manage C&I HCB activities, especially if done in

collaboration with TSB.

This mode of operation distributes workload across BDT and reduces the workload of the

expert in headquarters. Also, it allows more proactive C&I work to be done in developing

countries, since regional office resources take on a more member-focused workload.

However, much like the current mode of operation, this strategy requires a well detailed

operational/implementation plan. In addition, governance and management of change

becomes key to the success of the model.


The approached used to derive the human resources for all Pillars is described and illustrated in

the Appendix A.4.

6.2.1 High Level Processes

As the second part of the human resource model, we have defined the high-level processes for

Pillar 3 of the C&I programme. The processes define the current as-is mode of operation for

human capacity building activities. The processes are sequenced as follows:

1 Training requirements are identified via the ITU engaging with members on their C&I

requirements. In addition, members may also directly engage with the ITU head office or

regional office on gaps within their current C&I knowledge base.

2 The C&I human capacity building team determines whether these training requirements can

be managed with current training courses and workshops.

3 If existing courses cannot satisfy member requirements, then new course content needs to be

developed.

4 New course content has to be aligned to what existing or potential partners can provide.

5 Once the content is aligned to member requirements, the ITU C&I team will then plan,

design and coordinate training events with members.

6 Once timelines and agendas are completed, the training is delivered with the help of partners

and the C&I team.

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Figure 10: Processes for Pillar 3


For the C&I Pillar 3, we assign to each process a set of responsibilities. Processes and the

associated responsibilities are listed in the table below:

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Table 23: Processes quantified with Complexity and Workload

Process

Ref.

Task

Ref. Responsibilities/Tasks Complexity

Workload

(Person

days per

year)

Functional

Role

1 1.1

Identify region-specific training

requirements through meetings and

workshops

3 3.5 BDT

1.2

Identify member-specific training

requirements via member AGMs and

regular ITU regional office initiated

meetings

2 3.5 RO

1.3

Identify member requirements via

interactions, when providing expert

opinions on technology and/or regulations

3 57.0 Expert

1.4 Manage and track training requirements

received from the various sources 1 1.5 CA

1.5 Consolidate all non-C&I training

requirements via interaction with members 2 7.0 BDT

1.6 Prioritise non-C&I training via a Training

Plan 3 9.0 BDT

2 2.1

Identify new training requirements not

already part of BDT HCB and related to

C&I

3 2.5 CA

2.2 Prioritise C&I training requirements and

confirm with members 3 2.5 CA

3 3.1a Gather expert requirements for the new

training courses to be developed 2 2.0 CA

3.1b Expert to provide training requirements for

new training course to be developed 2 2.0 Expert

3.2a Determine if development of new course if

feasible or viable 3 3.0 CA

3.2b Review and update course feasibility

assessment 3 3.0 PL

3.3 Use the course template to create a new

course for the specified topics 2 2.0 CA

4 4.1a Liaise with the expert to identify the

relevant partners for new course 3 3.5 PL

4.1b Liaise with the partner liaison to identify the

relevant partners for new course 3 3.0 Expert

4.2a Approach potential course partners 3 12.5 PL

4.2b Support partner liaison in approaching

potential course partners 3 6.0 Expert

4.3 Measure the interest shown by the potential

partner. 3 1.0 PL

4.4 Engage the potential partner(s) in discussion

around the content of the course 3 10.0 PL

4.5a Engage partner liaison in discussions on

course details 3 5.0 Expert

4.5b Engage expert in discussions on course

details 2 2.0 PL

4.6 Identify key changes to the course as

discussed 3 2.5 PL

4.7 Draft formal partnership agreement (if new

partner) or amend existing agreement 3 12.0 PL

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5 5.1 Draw up a project plan for the new course 2 18.5 CA

5.2 Maintain communications plan and logistics

plan for partners 3 7.0 PL

5.3 Manage and implement logistics plan for

delivery of training 2 5.0 CA

5.4a Finalise all course related planning 2 6.0 CA

5.4b Review course planning and make

adjustments 2 1.5 PL

6 6.1 Conduct the courses as per training plan 2 6.0 CA

6.2 Develop and initiate post training survey,

collect feedback and draft lessons learnt 2 2.5 CA

6.3 Analyse survey feedback and evaluate the

success of the training 2 2.5 CA

6.4 Update the BDT Human Capacity Building

process where necessary 3 4.0 BDT

6.5 Update the C&I Human Capacity Building

process where necessary 3 2.0 CA

6.6 Update C&I partnership strategy and

planning based on training outcomes 3 2.0 PL

Total Workload (in person days per year) for training events and

partnerships 213

NOTE 1: The total workload for Pillar 3 is 213 person days per 210 day work year. We provide

details on the allocation of workload into roles and resources in the following sections.

NOTE 2: Processes 5.4, 6.1 and 6.5 can be decomposed into more detailed tasks that focus on

trainee screening, which is a key function to be implemented by the C&I team. Examples of

tasks include: develop new or update existing screening methodology, estimate screening

impact on training and member requirements, contact candidates, track progress and update

screen processes.

The table above provides the required level of detail on processes by assigning tasks or

responsibilities. In the table we provide a complexity criterion that defines the required level

of experience needed to take ownership and complete responsibilities/tasks:Level 1 – 2-3

years administrative experience (grades: G3-G5)

Level 2 – 3-5 years technical and operational experience (grades: G6, G7, P3)

Level 3 – 5-10 years senior management and business development experience (grades: P4

or P5 depending on technical and management experience required)

Using estimates and assumptions based on ITU data and interview data, we provide a workload

column that associates workload per year needed to assume the corresponding responsibility. In

addition, we classify the responsibilities into generic roles supported by the ITU. These roles are

discussed below.


As mentioned in our assumptions, we model all the roles that are required to implement Pillar 3.

Once these generic roles have been defined, they can be related to the current ITU resources

used within Pillar 3‟s current mode of operation.

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By grouping processes according to complexity and workload, we have identified five roles that

are required in the C&I Programme specific to human capacity building activities. These

include BDT and regional office (RO) specific roles that are not within the scope of the C&I

business plan. As a result, we focus our efforts on the C&I expert, partner liaison and

coordination assistance.

The C&I Expert will provide the deep technical expertise on the C&I domain. This expert will

have the relevant telecommunication qualifications and be recognised within the industry as an

expert on C&I human capacity building. In addition to his expertise, the expert will have a

network of professional colleagues who will be able to:

contribute content and services for training;

provide perspectives on member states and their requirements; and

promote partnerships with various commercial and non-profit C&I organisations.

Therefore, we recommend that the C&I expert operate at a P5 level.

We foresee a second strategic role that needs to be filled, above and beyond the C&I expert in

question, which includes the responsibility for establishing, maintaining and managing new

partnerships among the ITU stakeholder group mentioned earlier. This resource is the C&I

Partnership Liaison (PL) whose work processes average out to a high complexity, and who can

therefore be graded P4 or P5. We recommend an experienced P4 who will work closely with the

C&I Expert (P5) to be a natural successor of the expert. This ensures succession planning is in

place as well as professional development.

The Coordination Assistant (CA) will operationalize the C&I human capacity building tasks set

out by the partner liaison. This is a crucial role that is responsible for implementing the training

plan and ensuring that all day-to-day processes dealing with human capacity building are

administered and monitored. We recommend this role be a low/mid level P3, who can over the

years grow into the role of partner liaison. In addition, the role requires mentoring from the

partner liaison as well as from the expert.

To determine the number of resources required based on cost of FTEs we complete the human

resource modelling in section 6.3.

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Table 24: Quantified Roles for Pillar 3

Role Responsibility/Tasks

(descriptions are shorted) Qualifications and Skills

Average

Complexity

ITU

Level

Total Workload

(Person days)

BDT HCB Not within scope

Regional Office

(RO)

Not within scope

C&I Expert

(Expert)

1.3 – Identify member requirements

3.1b – Determine feasibility

4.1b – Identify partners

4.2b – Support partner liaison

4.5a – Engage partner liaison on

course details


in the C&I domain.

Broad knowledge of C&I technologies,

systems and role-players in developing and

developed industries

Relevant telecommunication engineering or

science degree.

Proven effective skills in developing and

managing relationships with large number of

partners from private sector, as well as

government officials and other partners.


skills.


communications, networking, negotiation,

advocacy and ability to relate to mass media

and community.

3 P5 73.00

Coordination

Assistant (CA)

1.4 - Manage and track training

requirements

2.1 – Identify new C&I training

requirements

3.1a – Gather training requirements

from expert

3.2a – Determine feasibility

3.3 – Create new course via template

5.1 – Draw up project plan

3-5 years technical experience in the C&I

domain.


science degree.

Skilled in analysing diverse data sets and

providing trend and gap analysis

Able to read, understand and implement

budgets and logistical plans.

2 P3 56.00

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5.3 – Manage and implement logistics

plan

5.4a – Finalise all course related

planning

6.1 – Conduct the courses as per

training plan

6.2 – Process survey, feedback and

lessons learnt

6.3 – Analyse feedback and evaluate

success

6.5 – Update C&I processes

Partnership

Liaison (PL)

3.2b – Review feasibility

4.1a – Liaison with expert on

partnerships

4.2a – Approach partners

4.3 – Measure and manage interest

4.4 – Engage potential partners

4.5b – Engage expert on course details

4.6 – Identify changes to course

4.7 – Draft partnership agreement

5.2 – Maintain communications and

logistics plan

5.4b – Review planning

6.6 – Update C&I partnership strategy

and plan

7-10 years extensive technical experience in

the C&I domain.

Broad knowledge of C&I players in

developing and developed industries


science degree.



Ability to understand and match member

requirements with potential partners.

Able to develop and manage budgets and

logistical plans.

Business development, negotiation and

partnership skills required.

Skilled to provide mentoring for junior staff.

3 P4 57.00

Total Workload (in person days per year) for “in scope” C&I Roles 18616

16 This amount will not equate to the total workload identified in the process as there are roles outside the ITU Secretariat whose workload was not in the scope of this

study.

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To determine the number of roles needed to implement Pillar 3, we complete the human

resource model by allocating a demand forecast for training events and partnerships against the

current roles‟ workload.

To complement the demand forecast, we make various assumptions on the roles‟ required

capabilities, which are based on current capabilities of the ITU members working in the C&I

Programme. As a result, we provide a base and a progressive scenario for illustrating the budget.


Some core assumptions include:

The human resource estimations are calculated as a total and independently of the current

resources performing pillar 3 activities.

The number of work days is 210 per year.

We reuse average ITU cost per grade17

based on monthly rates for 2012 in Swiss Francs

(CHF) and do not include salary increases over the business plan period

Events forecast/demand are derived from BDT HCB data especially focused on Africa18

that

is the most complex and work intensive region for the ITU Secretariat. However, to align

with resolutions for the implementation of the C&I programme, we use the Africa demand

to extrapolate demand across all developing regions.

Based on the coordination assistant workload and experience level, he/she can manage 5

training events per year. This allows the assistant to deliver at least 1 event per region,

covering 5 regions –the baseline scenario ¨considered below.

We also consider an additional, progressive scenario where the ITU Secretariat can host 7

training events which may include topics additional to those of the base scenario as and

when ITU member requirements strongly point to these.

Furthermore it is noted that due to the difficulty and length of the process to implement

formal partnerships, it is assumed that, based on the expert and partner liaison‟s workload

and experience level, the latter would endeavour to finalise at least 2 partnerships per year.

In the base scenario it is forecasted that for the period ending 2016 a total of 12 partnerships

will be concluded.

The progressive scenario forecasts that the partner liaison will have concluded 15

partnerships for the period ending 2016.

For the coordination assistant we do not assume an increase in the number of training events

over the 5 year period. This is illustrated in the training demand shown below. ITU Secretariat

considers, in a conservative approach, that this demand will stay constant. However it should

be stated that if demand is seen to increase above the progressive scenario tabled below, further

revision of the business plan costs may need to take place in order to portray the update.

17 See appendix for table illustrating the average cost per grade 18 The Africa focus was agreed between ITU and KPMG, in the scope of work, as the baseline for Pillar 3 and 4.

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Table 25: Demand for Trainings

TRAINING COURSE DEMAND

2012 2013 2014 2015 2016

Base 5 5 5 5 5

Progressive 7 7 7 7 7

Table 26: Demand for Partners

DEMAND FOR PARTNERS

2012 2013 2014 2015 2016

Base 2 2 3 3 2

Progressive 2 3 3 3 4

We currently do not assume that the coordination assistant will, over time, achieve time savings

in implementing training courses and workshops, rather these tasks will remain at the same level

of effort due to changing dynamics of ITU member requirements. Event planning processes for

repetitive activities and administrative tasks need to be formalized and implemented to make the

process more efficient. We assume that the workload per year will not necessarily decrease.

However, the probability of such a development needs to be monitored as the programme

matures. The assumed changes in workload are modelled above.

For the partner liaison and expert we forecast some increase in the number of partnerships

promoted across a 5 year period. This is illustrated in Table 26: Demand for Partners. For

partnerships we forecast that the partner liaison will aim to develop partnerships with 12 to 15

potential partners that the ITU Secretariat has identified in its Partnership Strategy over the

2012-2016 programme period. Furthermore the ITU Secretariat has foreseen the development of

partnerships e on a regional basis; this requires further investigation to ensure that all regions

have been adequately covered.

Based on the forecast and assumptions we present the human resource budget in Table 27 and

Table 28. These tables contain the baseline and progressive scenarios respectively.

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Table 27: Baseline Scenario: Human Resource Budget for Pillar 3

Table 28: Progressive Scenario: Human Resource Budget for Pillar 3

Resource level

Expert (P5) PL (P4) CA (P3)

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year

(all

grades)

2012 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287

2013 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287

2014 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 56.00 27% 163 200 43 521 242 670

2015 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 56.00 27% 163 200 43 521 242 670

2016 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 56.00 27% 163 200 43 521 176 287

Total cost per grade (CHF) 478 046

318 549

217 605 1 014 199

Resource level

Expert (P5) PL (P4) CA (P3)

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year

(all

grades)

2012 73.00 35% 229 200 79 674 57.00 27% 195 600 53 091 78.40 37% 163 200 60 929 193 695

2013 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078

2014 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078

2015 109.50 52% 229 200 119 511 85.50 41% 195 600 79 637 78.40 37% 163 200 60 929 260 078

2016 146.00 70% 229 200 159 349 114.00 54% 195 600 106 183 78.40 37% 163 200 60 929 326 461


398 186

304 647 1 300 390

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6.3.2 Comments

Based on our analysis of the as-is situation, we determine that the workload, responsibilities and

demands for human capacity building are not aligned with current resources allocated to

implementing this Pillar.

A formal partnership strategy is required to strengthen the implementation of resolutions that

promote partnerships with potential organisations, accurately forecast the partnerships required

and fulfil ITU Secretariat requirements to provide training content relevant to specific C&I

topics requested by ITU members.

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7 Pillar 4: Test Facility Development


Test facility development is specified in various resolutions and initiatives as a means for the

ITU Secretariat to aid and facilitate the development of their members‟ C&I testing labs.

Facilitation enables the ITU Secretariat to provide guidance to members, upon their request, on

processes and procedures needed to build and operate a lab of adequate quality to perform C&I

tests.

Test labs aim to support members in performing regulatory specified tests, conformance testing

and/or interoperability testing on vendor equipment against various ITU recommendations as

well as other local and global SDO specifications. The development of regional and/or sub-

regional test labs provides the vehicle to also develop local skills and expertise in C&I.

To supplement test lab development, the ITU Secretariat also fosters partnerships based on

Mutual Recognition Agreements (MRA) that promote sharing of test results between

developing countries and existing test labs in other regions/countries with greater means.

The ITU Secretariat has developed, with the help of external consultants, guidelines for creating

test labs as well as for the implementation of a MRA regime. The guidelines are focused on

technical and regulatory factors that enable the member to master the requirements for a test lab,

MRA or both.

In developing the human resource model for Pillar 4 we have based our analyses on the ITU

Secretariat‟s current experience in obtaining members test lab requirements, determining the

feasibility of these requirements within the context of their region and promoting partnerships

between members, partners and the ITU Secretariat for developing the test lab. The following

activities have been performed as part of the business analysis for Pillar 4:


of the ITU Secretariat;

Collection of information through interviews with the ITU head office experts, regional

office staff and relevant third party partners and labs;

Determine gaps in the current as-is approach for test lab development while highlighting

risks;

Strengthen current delivery model options within a to-be approach to reduce gaps and

mitigate risks, by outlining new, updated or improved responsibilities/tasks to be included

in human resource modelling;

Specification of tasks, functions and activities conducted in connection with the preparation

and delivery of test lab development, for the proposed to-be approach;

Consolidation of tasks, functions and activities within the human resource model to

determine the number of resources needed to implement Pillar 4.

7.1.1 Assumptions

Our work is based on the following assumptions, which have been validated with KPMG‟s

project counterparts in the ITU Secretariat.

Guidelines for test facility development are mainly of a technical and regulatory nature.

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Delivery model options for test facility development will be based on existing ITU

information that includes human capacity building, MRAs, regional or sub-regional test labs

and ITTCs.

Details for delivery model options will be extrapolated from the Africa region, as agreed in

the proposal and the kick-off presentation of the study. In addition, it was noted that the

complexity of the Africa region made it the best example to consider for the ITU Secretariat

in the present study.

KPMG will not prescribe a specific delivery model option to implement but we will make

recommendations on the issues on which the ITU Secretariat should focus when supporting

member requirements, where it should expand or where more internal analysis and

alignment with its members are required.

For the purpose of the current study and report, existing test facility development functions

performed by the Secretariat will not be modified or expanded. KPMG will align the

business plan to these functions, but recommend additional functions to ensure Pillar 4 is

well structured and efficiently implemented.

Potential resources identified in the business plan for Pillar 4 will reside in BDT with the

C&I human capacity building expert.

Based on resolutions, The ITU Secretariat promotes partnerships with potential candidates

to support the implementation of pillars 3 and 4. These partnerships are managed via


7.1.2 As-is Analysis

In this section we provide our analysis on the existing activities19

performed by the ITU

Secretariat to develop and implement Pillar 4 activities involving test facility development.

In Figure 11, we show a high level flow chart which defines our understanding of the key

process steps in the current approach implemented for test facility development. We also

develop a SWOT analysis consolidating the risks and benefits of this as-is approach.

7.1.2.1 High Level Processes

Pillar 4 processes define the current as-is mode of operation for test facility development in the

developing world. The processes are sequenced as follows:

1 ITU members approach the C&I expert in question for guidance pertaining to the

development of a test lab within their country, or the use of an MRA with a selected or

nominated partner. Approaching the expert can take any form of communication, however it

is noted that the initiative comes from the member or consortium of members.

2 The expert in question then engages in substantive discussion with the member/s on the

identified opportunity. These discussions are held at the expert‟s discretion and may or may

not include the assistance of ITU Secretariat resources, external partners and/or consultants.

3 The expert involves the ITU regional office in the discussions. This could possibly happen

in parallel to step 2 or even before. The regional office is closer to the member/s in question

and therefore able to share some insights. The contact may be purely internal (within ITU

Secretariat) or involving the member/s.

4 From the various discussions that the expert has conducted with the member/s and others, a

consensus is reached (usually led by the member/s) to undergo a feasibility study

19 Current activities include majority of work done in the Tanzanian Feasibility Study.

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concerning a formal request. The feasibility study is aimed at investigating the current

climate for the implementation of a potential solution for the member/s.

5 Once agreed that the feasibility study is required, and the funding for this study is secured,

the right partners need to be identified and approached for this endeavour.

6 The feasibility study is then carried out and led by the member/s with guidance from the

ITU Secretariat and its selected partners and/or consultants. Depending on the level of

treatment, the duration of such a feasibility study can vary.

7 The outcome of the feasibility study portrays the various aspects that need to be considered

in order for a test facility to be developed. The study can provide arguments for or against

the development of the facility. The decision to be made belongs to the member/s and is not

the responsibility of the ITU Secretariat or of any partners used in the feasibility study.

8 If the member/s decide to implement a test lab of a certain magnitude, the next crucial step

is to lobby for support and for funding of the endeavour. Once again the member may

choose to consult with the ITU Secretariat for assistance in identifying the correct

partnerships and the ideal model to manage partnerships.

9 The next step is to operationalize the development of the test facility. This can be a lengthy

process with a duration amounting to at least 5 years20

.

Figure 11: As Is Processes for Pillar 4

20 Assumptions based on information from Sintesio and the Tanzanian feasibility

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7.1.2.2 SWOT Analysis

Based on information21

received from ITU Secretariat and interviews conducted with ITU

Secretariat staff, as well as relevant third parties, we present the following SWOT analysis for

Pillar 4.


ITU Secretariat has expertise in coordination and collaboration through its diverse and

highly experienced professionals. It is best placed to achieve consensus among members

regarding ICT challenges and opportunities, and to use its existing network of partners and

its influential status to connect potential partners with its members to facilitate strong

collaboration for development and growth.

ITU Secretariat plays a strong coordinating role or facilitator role with industry and

government players. The ITU Secretariat is seen as a prestigious organisation through which

market players can find consensus on conflicting matters via the recommendations set forth

within the ITU.

Regional points of presence ensure that the ITU Secretariat is close to its members and

understands their environments. This underlines the regional and sub-regional relevance of

the ITU Secretariat especially in the context of developing countries. It also affords the ITU

Secretariat the opportunity to collect regionally based facts about its members.

The ITU Secretariat, with the help of its experts and regional offices, can provide C&I

insight to developing countries through human capacity building activities. Having collected

regionally based requirements from its members via its regional offices, the ITU Secretariat

is well positioned as an advisor to regional political bodies who may need to reach

consensus on critical topics like technology and standards harmonisation.

The ITU Secretariat can gain insight into region-specific and country-specific C&I

requirements, such as test labs. This enables the ITU Secretariat to continually develop the

programme topics to make them relevant as the member requirements evolve.


The ITU Secretariat does not have sufficient internal technical expertise nor financial

resources to operationalize test facilities. There is a misperception in Africa that the ITU

Secretariat has the funds required to finance the development of test facilities in the region.

Furthermore, the misperception is that the feasibility study will be funded by the ITU

Secretariat and is a means of an application for the required funds.

Continuous awareness and profiling of regions are not performed on a regular basis, inter

alia as a result of limited ITU regional office resources. This leaves the ITU Secretariat

fragile to the risk of losing relevance to its developing members in the region and thereby

rendering futile its attempts to assist member states in addressing current challenges

pertaining to conformance and interoperability.

Developing countries require region-specific adaptations to global standards. The ITU

Secretariat is currently not in a position to provide sufficient guidance to developing

countries in this respect, and to assist them in implementing global standards and

recommendations in the local or regional context. (This would be an ideal opportunity for

the promulgation of the awareness of C&I objectives).

21 See bibliography in appendix A.1 for full list of references to information sources

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Collaborative governance processes need to be defined to guide and optimise the

development of new programmes. Formal programme structures and processes need to be

developed and implemented as soon as the right resources have been identified for a

programme. To this end, although the right resources do exist in the context of the C&I

Programme, we have found that the lack of formalised processes and governance has led to

inefficiencies in the programme from a process perspective. These inefficiencies are

addressed in Section 7.2.1

Resolutions place demands on the ITU Secretariat of which the impact in terms of resource

requirements and operational risks is not determined in advance. The resolutions raise

immediate expectations for implementation, but resources remain limited. This places stress

on operations as the existing resources are stretched, and there is a negative impact on both

“business as usual” activities and the special programme sustainability. In the context of the

C&I Programme, the resource constraint currently experienced carries the risk of seeing the

programme fail to address the increasing/growing member requirements/demand.

Progress is slow in rendering solid the formal partnerships between ITU Secretariat and

identified partner22

organisations. These partnerships have been hailed as being pivotal to

the success of Pillar 4 as the ITU Secretariat requires them in order to assist the ITU

members with meeting the key C&I objectives.


Existing partners22

, though limited in number, have the capacity to provide the operational

effort required for test facility development. This operational effort refers to the technical

resources required to assist the ITU member/s in carrying out feasibility studies and detailed

guidance in the development project which may result thereof. The ITU Secretariat can

mobilise its existing partnerships and should aim at developing more of these for the

duration of the programme to keep up with ITU member demands.

There is a possible glide path moving from human capacity development into test lab

development, where training is done in parallel to the step-by-step development of testing

labs. This enables developing countries which see the need for a test facility within their

borders to simultaneously enhance their type approval capabilities as well as build human

resource skills for this.

Some of the resource constraints in marketing and in communicating with members can be

overcome by using various regional events as well as global communication tools and

technologies. With specific reference to the African regional perception that the ITU

Secretariat does not have enough visibility among its members, likely due to resource

constraints, we suggest the use of alternative means of communication to enforce this

presence in member activities. For example, the use of tele-presence is a growing trend in

most global corporations in order to foster cross-border collaboration. The ITU regional and

head offices may consider this means of communication to attend pressing member

activities where it proves difficult to attend in person.

Various global funding agencies23

are available to support initiatives in developing

countries, but must align to ITU‟s C&I objectives. The ITU Secretariat could use its

influential standing to positively contribute to the efforts of its members in the cases where

22 During the development of this business plan, the ITU Secretariat began formal partnership negotiations with

CERT only. Other partnership discussions have occurred with ZIINS and Sintesio, but to our knowledge no formal

negotiations has taken place. 23 See “Guidelines for Developing Countries on Establishing Conformity Assessment Test Labs in Different

Regions”, Appendix 4, November 2011 for exhaustive list of international agencies

107


there is a viable and sustainable revenue-generating business case for the development of a

test facility (whether it be local, regional or even an ITTC).


National interests and political factors across countries in developing regions affect the ITU

Secretariat‟s collaboration efforts between members. Members have varying sub-regional

objectives. Regions have several such political development areas, making it difficult to

reach consensus on certain issues like technology harmonisation and standardisation.

Limited resources in the ITU Secretariat (both head and regional office) leave members and

some (potential) partners with an incorrect perception. Since ITU resources are insufficient,

it becomes difficult to manage its members‟ expectations and perceptions at all times. It was

noted that some key potential partners were unaware of certain C&I objectives and were

unsure of the arguments leading to the implementation of the programme. Specific reference

is made to an interviewed potential partner24

for whom the C&I Programme and its intent

were not clear. Members25

have shared their uncertainty regarding the C&I Programme and

its relevance in their specific context.

Vendors, who are ITU members, may consider test labs as another cost which increases the

price of their equipment. The development of additional test facilities in the developing

world is likely to be followed by an increase of regulations and of the costs associated with

compliance to those regulations in the countries (and possibly regions) where the test

facility is being developed.

General MRAs used between labs across different regions may reduce the effectiveness of

testing, since these MRAs may not cater for region-specific regulations, standards and

technologies. This requires adaptation of general MRA contracts, creating legal issues.

The lack of technology harmonisation and industry maturity in developing regions

constitute particular C&I obstacles. This introduces an increased level of complexity for the

ITU Secretariat as there may be a need to address such obstacles in the regions prior to the

implementation of concepts like regional test labs and ITTCs (which can be viewed as the

true measure of the maturity of telecommunications environment as conformance and

interoperability is concerned).


As agreed with the ITU Secretariat and specified in the project proposal and kickoff

presentation, KPMG utilises existing information obtained from the ITU Secretariat, ITU

members and partners to define high-level delivery model options for Pillar 1 and 4. The

delivery model options aim to overcome risks/challenges identified in the as-is SWOT analysis,

and build on current efficiencies. The modalities of these options are spelled out in Error!

eference source not found. below to show the alternative approaches for test facility

development. KPMG does not recommend the implementation of any specific delivery model,

but rather identifies and describes tasks which provide a decision-making choice as the basis for

future work of the ITU Secretariat. The number of ITU resources and the scope of their

activities will be determined according to the requirements of the delivery model options.

It was also agreed that KPMG base the delivery model options on factors affecting the

development of test facilities in Africa since the underlying principles and concepts used for

24 Interview with ETSI, Director of the Centre for Testing and Interoperability 25 South Africa Department of Communication (DoC), Members interactions at workshops with the Africa ITU

Regional Office

108


Africa can be retrofitted and reapplied to other developing regions in the course of the ITU

Secretariat‟s subsequent implementation of its C&I programme.

The considered delivery model options are based on the following principles:

providing support to the creation of test labs in developing countries is one of the primary

objectives of the C&I programme.

MRAs for globally/regionally common technologies are a suitable mechanism to assist

developing regions that do not have type approval labs and certification bodies/labs.

test labs are built and funded across phases to ensure that local skills and expertise are

developed over time.

ITTCs are supported once industry and governments reach consensus on regional C&I

objectives.

The ITU Secretariat should support all delivery model options within the C&I programme, since

developing countries may choose to implement any option. However, the outcome of the initial

country/region assessment remains a crucial step. Such an assessment can have alternative

results:

Members may continue with their existing approach since it is suitable for the benefit of the

region and themselves;

Members may choose to implement alternative options, after risks have been identified in

the current approach or thinking;

Members may define a glide-path to evolve from other available options of test lab

development to their favoured option;

Members may collaborate with other countries, and the ITU Secretariat can facilitate this, to

ensure the best option is implemented for the benefit of the region and member/s in

question.

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Table 29: Unpacking the Delivery Model Options

Delivery Model 1:

Human capacity building and

partnering/reusing existing lab facilities

Delivery Model 2:

MRAs and investigate local test facility

development

Delivery Model 3:

Local and regional coordination to promote

ITTC

Description The focus of Pillar 3 follows through to Pillar 4,

as skills development remains a crucial building

block for test lab development. The emphasis

remains on building C&I awareness such that

existing labs26 can start investing in skills and

resources needed to build C&I capability.

Fostering the use of MRAs, where applicable,

ensures that member states‟ immediate

conformance requirements are met for common

technologies and standards. MRAs remove initial

resource constraints for C&I testing and allow

local effort to be directed into planning and

developing test labs that meet members‟ medium

and long term C&I requirements.

This “big bang” approach allows more resource-

wealthy member states among developing

countries to be “first to market” in developing a

regional test lab. These member states build and

operate a test lab business model that allows

other countries within the region to benefit from

the ITTC as well as compete with the ITTC.

Modalities Detailed country and region analysis defining

collaboration and coordination required

between ITU Secretariat and members.

Continuous up-skilling of people and

monitoring their development is essential to

success.

Human capacity building requirements

analysis must be done in parallel or jointly

with test lab development.

Integrate operating model with existing C&I

and non-C&I labs so as to benefit from

government incentives27. This form of test lab

development is less costly to start and

increases time-to-market for C&I test labs.

Commitment and continuous communication

between government and industry must be

maintained.

Sustainability must be assured as the

telecommunication market and political

environment evolves.

Detailed country and region analysis defining



Identify standards and regulated technologies

which are common across regions, countries and

labs, and adopt an MRA that caters to these.

Develop local test lab with focus on specific

standards and technologies which are local or

specific to the country.

Developing local test labs is resource

intensive and, as a result, requires investment

after thoroughly executed feasibility study.

Skills development and partnerships are used

to measure and determine the success of test

labs and could be entrenched in MRAs.

When agreement is reached between

countries, nominate a centre of excellence as

an ITTC. The ITTC will focus on region-

specific or common technologies that are not

covered by any MRAs or limited in cover.

Detailed country and region analysis defining



Investigate potential partnerships with

existing test labs within the region. This also

requires the promotion of partnerships with

governments in the region.

In parallel investigate partnerships with global

experts to help leverage their skills and

expertise in building an ITTC.

Regional technology specifics and regulatory

specifics must be considered and managed to

guide the choice of partners.

In all forms of partnership the openness, trust

and positive collaboration between regional

governments will dictate the success of this

form of test lab development.

If no regional labs can be reused there will be

large capital outlays required to build an

ITTC. A formal capital investment business

plan has to be developed to guide the

development of the ITTC by the ITU member.

26 In an interview the South African DoC mentions plans to invest in C&I skills and resources to enhance existing type approval labs. 27 Some incentives seen in South Africa include tax deductions and access to funding.

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The plan will cover long term test lab

strategy, funding models, resource models

and implementation tactics.

Output Country and/or regional assessment

Skills development strategy outlining

implementation plan

Partnership model defining integration with

existing labs or facilities

Marketing plan including a communications

strategy

Sustainability study with actions

Country and/or regional assessment

Legal MRA document

Local test lab strategy and implementation

plan

Feasibility study

Partnership agreements with key

performance indicators

Memorandum of understanding between

countries involved in nominating an ITTC

Country and/or regional assessment

Partnership model and contracts,

highlighting key performance indicators

ITTC memorandum of understanding

between countries involved

ITTC business plan coupled with a detailed

implementation plan

Benefit to

the ITU

Secretariat

All options contribute to the formalization of the structure and processes needed to develop and implement Pillar 4.

The detailed country/region assessment enhances the ITU Secretariat‟s member profiling activities to better gather, analyse and understand member

requirements and challenges.

All options favour the ITU Secretariat‟s strong coordination and collaboration role in forming and managing partnerships to better serve members.

Through active engagement with members and partners across all options, the ITU Secretariat can proactively manage C&I programme perceptions.

Benefit to

ITU

members

Provides a glide path for members moving

from human capacity development into test

lab development, where training is done in

parallel to the development of testing labs.

Addresses the needs of developing countries

that require the development of a test facility

within their borders to enhance their type

approval capabilities as well as build the C&I skills.

There will be no increased supply chain cost

for vendors to test their equipment in a

developing region that has an agreed MRA,

covering the required standards and

recommendations, with a developed region.

Vendor equipment implementing standards

and recommendations not covered in a MRA

will require certification in local type

approval labs or test labs. This may increase

vendor costs but decreases the ITU

member‟s risk of certifying non-conformant and non-interoperable equipment.

The ITU Secretariat establishes the

communications channels between

governments to gain consensus on the role

and scope of a regional lab or ITTC. This

has a positive effect on reducing political

influences since all governments have

visibility on the ITTC‟s benefit to their

citizens, economy and region.

The massive collaboration between

developing countries in a region creates

awareness of country-specific adaptations to

technologies and standards. This contributes

to a regional technology harmonisation

effort needed across developing countries.

111


Though recommendations can be given, the relevant ITU member is still required to make the

final decision on the option and on the approach to investment and implementation. An example

of the above is seen in the Tanzanian test lab feasibility study done with the aid of the ITU

Secretariat. The study highlighted the costly requirements for a regional lab, but the member has

subsequently committed to implementing a regional test lab (as per its outlined strategy) with

growth ambitions of becoming an ITTC, specifically focused on the testing equipment and

services in the domain of digital television.

KPMG notes the following examples28

of where the involvement of the ITU Secretariat with

C&I specialists will be beneficial:

The South African Department of Communications (DoC) and regulator plans to enhance

their existing type approval labs, which are well resourced, to support digital television

migration testing that is especially focused on set-top-boxes (STB). The ITU Secretariat

should mediate between Tanzania and South Africa, so that duplication is reduced and both

governments can benefit from an integrated regional lab solution.

CERT and reference searches29

indicate that Egypt and China have signed a memorandum

of understanding for China to perform type approval testing on behalf of the Egypt National

Telecommunication Regulatory Authority (ENTRA). The ITU Secretariat should investigate

this “MRA-like” approach to type approval testing between regions. This approach can be

used or applied to other ITU members facing conditions similar to Egypt‟s.

CERT labs aim to perform C&I testing on all categories of electronic equipment, not only

telecommunication products. The ITU Secretariat should formalise partnerships with CERT

to encourage it to provide their services to ITU members. A partnership is currently being

discussed between CERT and the ITU Secretariat;

CERT is also developing MRAs with the EU due to the growing Tunisian export economy.

The experiences gained here will be valuable to the ITU Secretariat when performing

feasibility studies for other developing countries. This further justifies a formal partnership

between CERT and the ITU Secretariat.


Delivery model options make use of MRAs, local test labs or ITTCs so as to provide the ITU

Secretariat with a set of scenarios that it can use in an open dialogue with members. However,

the use of an MRA, the implementation of a local test lab or the development of an ITTC has

associated advantages and challenges.

Through data gathering30

and analysis, KPMG has constructed an “advantage and challenge

matrix” as a means to illustrate the appropriateness of MRA, test lab and ITTC. The matrix is

shown below and explains the use of the three elements against specific perspectives.

28 Examples were extracted from the interviews conducted with KPMG 29 http://www.hk.sgs.com/sgs_signs_memorandum_of_understanding_with_egypt_ntra_hk?viewId=741 30 See bibliography in appendix A.1 for full list of references to information sources

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Table 30: Advantages and Challenges of MRAs, Local Test Facilities and ITTCs

Components of the Delivery Model Options

MRA Local Test Facilities Sub-regional Labs or ITTC

Country Perspective

(effects at regional

and country level)

Advantages:

Fosters existing or new political treaties

with developed nations for better control

over the implemented MRA between the

two or more countries.

Provides better guidance and structure to

incumbent governments on the current

testing processes and the possible positive

regulations and market control.

Challenges:

Assumes that the countries have enough

technical expertise, political skills and

expertise to manage the details of the

legal, technology and regulatory

management of the MRA regime.

Failure of this regime may lead to a

negative impact on relationship between

the countries involved if not managed

correctly.

Change in government incumbents may

impact continuity as the new governments

may institute different heads for

regulators and state-run entities required

to run the MRA regime.

Advantages:

The member state has the capabilities to

attain a level of independence from other

countries and regions by performing its

own C&I testing.

It gains better control over its ICT market

by having access to test facilities that can

quickly gauge the state of the country‟s

market players against regulated and

unregulated C&I criteria.

Challenges:

Lack of momentum in developing these

labs becomes a risk when coordination

between government departments is

limited.

If a healthy business model incorporating

government and private sector funding is

not well defined, the test lab may not be

sustainable in the medium/long term.

Strong collaboration with private sector is

essential to ensure the test lab will be

utilised for the benefit of the local

economy.

Advantages:

Enables a unified regional view on the

risks and benefits of C&I affecting each

country as well as the country specifics

that need to be managed within the

charter of the ITTC.

Propagates a single regional view, versus

numerous country views, when discussing

C&I strategies and developments in any

political workshop or forum.

Challenges:

Nominating a regional lead and defining a

formal governance framework to develop

the ITTC could be a lengthy process due

to the need to streamline and find

common ground for different agendas.

Additional costs are incurred over time to

support testing of global standards that

are also used in the region.

Countries have to agree on the selection

of standards that are most pressing to

their entire region‟s context to reduce

costs and focus effort.

Economic

Perspective

(effect on the

member‟s economy)

Advantages:

Trusted equipment that has passed C&I

tests, within the MRA framework, may

reduce costs of integration. These savings

can be passed through the products and

services being delivered by the network.

MRA frameworks represent a less costly

option than the development of a physical

test facility.

Advantages:

Ability to test equipment locally for local

C&I specifics, thereby reducing time-to-

market of new services as well as cost of

integration into the current network. New

services should cost less due to

reductions in integration. Also, services

stimulate usage of telecom infrastructure

and have a direct benefit for consumers.

Advantages:

Ability to test equipment against regional

C&I specifics, thereby reducing the effort

required to service the entire region or

sub-regions.

Reduction in costs and overall

efficiencies are gained by successful

equipment manufacturers if they can

satisfy all tests applicable to the entire

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MRAs may also be lobbied for by the

local network operators in order to drive

their supply chain costs down by reducing

the amount of equipment testing to be

done.

Challenges:

Developing countries which want to

create/promote an export economy would

prefer to build local test labs to test their

products before agreeing on MRAs.

Decreases the competiveness and

effectiveness of local labs as the states

turn to MRAs as solutions to overcome

the costs and challenges associated with

testing locally.

Limited investment in local labs, if

available, to evolve into C&I test labs that

can leverage existing resources.

The ITU member will be able to promote

sub-industries built upon C&I labs and

their activities, such as testing of other

electronic equipment. Therefore labs can

extend and enhance their business model

to focus on other revenue streams that

ensure their sustainability.

Challenges:

Finding, applying and obtaining funding

is a critical issue that affects the success

of C&I efforts for developing local test

facilities. This risk is further enhanced in

economies that do not support an export

industry or countries who aim to test

expensive technologies.

Vendors may not support these local

facilities due to their products undergoing

additional local tests that can increase the

overall costs of their equipment.

ITU members have to ensure that the

right technology and consulting partners

are identified and engaged to provide the

services needed that align to their test

facility strategy.

region. These cost saving can be used by

vendors to reinvest in R&D for the

region.

Challenges:

High costs for the ITTC can be justified if

implemented as a regionally based test

lab, but consensus on its implementation

and operating model must be agreed

between country regulators, which can be

difficult.

Countries with more resources which

support the ITTC may implement a larger

part of the ITTC and therefore control

more of the investment, as opposed to

countries that have fewer resources to

contribute to the regional lab.

Promoting the economic benefit of co-

developing an ITTC between many

countries can be difficult since the

business case must ensure all parties

benefit in some form.

Consumer

Perspective

(effect on end user

and telecoms

consumer market)

Advantages:

Vendors can decrease their time-to-

market for successfully tested equipment

thereby rapidly developing the telecom

industry of the country in question.

MRAs reduce vendor costs since

equipment is not re-tested. The cost

savings can be passed to the consumers of

the telecommunications network.

Challenges:

If MRAs are not managed for local C&I

network specifics there may be service

gaps, opportunity for fraud and possible

revenue leakage in local networks.

Advantages:

Both regional and local test facilities can perform more country-specific tests, especially

those dealing with consumer complaints.

As a result of the investment made in the test lab, products are approved to enter the market

which increases consumer confidence in regulators and regulations. This also improves the

consumer perception of regulators.

Challenges:

Consumer-focused marketing has to be done to foster C&I awareness and ensure complaints

are funnelled into the correct channel, especially in the regional context.

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Technology

Perspective

(effect of choosing

specific telecom

standards and

technology at

regional and country

level)

Advantages:

The developing region can become

exposed to the best available expertise

and testing standards to test newer and

evolving standards.

Decreases time-to-market for newer

technologies in the local country which

may see positive spin-offs or adaptations

as a result.

Reduces the entry of low quality

telecommunications equipment into the

region.

Challenges:

Differences in country infrastructure,

technologies and standards can block the

use of regional MRAs that apply to

globally common technologies and

standards.

The various network configurations and

implementations make it difficult to

harmonise standards in developing

countries. This requires many more

custom tests to be conducted, resulting in

more complexity when trying to

implement regional MRAs.

Advantages:

Local test labs become the haven for

expertise and skills involving new

technologies, standards and products.

Local innovation also takes place in these

labs, such as the development of effective

and efficient test suites for specific

standards.

Harmonisation of local technology

specifics against global standards can also

be achieved here and shared with other

labs.

Challenges:

Facilities require a basic set of C&I

services that provide the foundation on

which technologies are tested. These may

be cumbersome and large in number for

start-up facilities. For example CERT

started with 44 services.

Technology testing models must be

aligned to a business model that ensures

revenue generation.

To finance the lab there is a need to

mobilise local and mostly foreign

resources. This investment may influence

the choice of technologies the facility

must test by default.

Advantages:

ITTCs are developed to become centres

of excellence for technologies specific to

the region. This is seen in the Tanzania

and South African case: both see benefits

in a regional test lab for aiding their

digital television migration.

Provides a central repository of

knowledge that can be shared throughout

the region and does not have any political

or vendor biases.

Challenges:

Regulators require deeply skilled

resources to implement an ITTC concept

Business models that ensure revenue

generation are an issue that developing

countries have to investigate and agree

upon.

Marketing of the lab and its relevance is

essential and has to be done by sensitising

any or all feasibility studies undertaken

across the local ICT industry and region

Lack of technology harmonisation across

the region leads to political, technology

and skills development difficulties in

implementing an ITTC.

Competition and

Cooperation

Perspective

(effect on

partnerships and

“competitors”)

Advantages:

Streamlines access to foreign developed

markets and allows easier access to

developing markets.

Within an MRA the developed countries

can test more specialised/new

technologies, which would be costly if

undertaken by the developing country.

Challenges:

Due to region-specific considerations and

competition, some countries would not

Advantages:

Developing countries can use their labs to

perform general tests such as type

approvals, while developed countries‟

labs can test more specialised/new

technology standards.

Challenges:

Local labs should evolve over time to

start to test more complex technologies

Advantages:

If multiple ITTCs are developed in a

region due to competitive reasoning, their

overlap is reduced by the creation of a

regional conformance authority that

brokers product testing between the most

appropriate labs.

Challenges:

Moving too fast to be first in the market

could impact the quality of the services

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favoour entering into MRAs. For

instance, each country would want to

develop more local C&I skills to gain a

more competitive position in the region.

relevant to the region. It allows them to

obtain returns from new product

offerings. This may cause competition

between labs situated in different regions.

A clear partnership strategy must be

defined to ensure competition is limited

and cooperation is promoted.

and skills in the ITTC, thus impairing its

credibility as a reputable regional lab.

Skills and expertise require time to be

developed and this should also be

factored into the development plan of the

ITTC.

Regulatory

Perspective

(effect on telecom

regulations and

policies)

Advantages:

Trust and ease of information sharing is

achieved, since test results are shared

between the developing region/country

and developed region.

There is a reduction in cost by not having

local resources to manage the full C&I

complexities related to country

regulations.

Developing countries may temporarily

accept tests of developed countries which

they consider of superior quality, while

they develop/improve their own test

quality.

Challenges:

Management of the quality of the overall

MRA process so that it promotes regional

interactions, such as how non-conformant

equipment is treated across regions.

Some developing countries do not have

strict regulatory laws to help filter

manufacturers who want to bring

equipment into the country. This impacts

the use of the MRA.

The need for skills in the country to

manage the complexity inherent in the

MRA regime.

Advantages:

With a local test facility, members should

see improvements in their regulation,

development of specific test suites and

preliminary test results used to promote

industry discussion. The end result is a

process that informs the regulator if

equipment is suitable to enter the country.

The test lab is used to develop, maintain,

update, create regulations, based on

changes to the telecom market.

Challenges:

In some countries regulators do not have

the capacity and expertise to perform the

tests according to international standards.

Skilled resources are required in these

labs and this may take time to develop.

Global and local partnerships can be used

in the short term to provide skills.

Continuous monitoring of test results and

their impact on the industry and

regulations is required to ensure an open

and competitive market.

Advantages:

Some developing countries can provide

less expensive labour for testing which

represents a business opportunity for

developing countries to co-create ITTCs.

Harmonisation of regulations can be

achieved across developing regions, like

those currently benefitting the European

market.

A collective developing region ITTC can

be used to shape and change global

policies for C&I.

Challenges:

Regulators regulate the type approvals in

their own country. There is also a

requirement for regulators to agree on

standards that are used across their

region. As a result, regulators must

identify generic standards or technical

domains that are mutually beneficial if all

countries are involved

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The approached used to derive the human resources for all Pillars is described and illustrated in

the Appendix A.4.

7.2.1 Recommended High Level Processes

Having analysed the previously defined as-is process of the test facility development process we

have sought to maximise the efficiency and effectiveness of the process. We aim to also show a

comprehensive approach in integrating Pillar 3 into the development of test facilities in

developing countries. The processes are sequenced as follows:

1 The five ITU regional offices take a proactive role in engaging with the various ITU

members within their respective region. The aim is to filter all requests (such as the interest

to develop test facilities) from the members prior to the requests reaching headquarters.

2 As in any new process, we cannot rule out the possibility in the foreseeable future (2012 –

2016) that ITU members will abandon their modus operandi of contacting the respective

expert with their individual requests. This possibility should be discouraged but however it

cannot be excluded at this stage.

3 With regular interaction with members, the respective ITU regional office can quickly build

member intelligence and thereby gain insight into the member‟s general needs. For example

if some members within a sub-region have expressed the need to develop a test facility, such

an observation should be noted by the regional office.

4 Similarly the expert can gather member requests at a regional level, i.e. all African regional

members‟ requests can be grouped. This fosters a more efficient means of analysis of

individual member needs into a regional perspective and/or requirement.

5 A regular, frequent and rigorous consultative process should be introduced between regional

offices and headquarters in the context of the C&I Programme. The key discussion points in

these meetings should relate to the insight collected in the above-mentioned steps.

6 The region and headquarters consultation process should be a two-channel form of

communication, and can be initiated from either side. A stringent governance model should

accompany this process to ensure its sustainability and to measure its performance and

effectiveness within the C&I Programme. This could also be automated via a business

intelligence or knowledge management system.

7 With the discussions held between the regional office and the expert concerned, a consensus

should be reached on the need to take the discussions further with the relevant ITU

member/s that have the higher prioritised requirements. This would be a round of

discussions to further analyse the requirements of the member/s and give practical guidance

on the way forward for the matter.

8 Moving forward with the discussion, it is recommended that the ITU investigate

requirements further by means of a test lab feasibility study. At this point the ITU expert can

introduce potential partners or external consultants to assist in the endeavour. The role of the

ITU would be to provide guidance and facilitate a meaningful self-sustainable partnership

between the member/s and the potential partners (including external consultants). Both the

expert and the regional office should play an equal role in monitoring the progress of the

partnership, feasibility study and provide guidance wherever necessary.

9 The outcome of the feasibility study could be to engage in Human Capacity Building (Pillar

3) activities which could assist the relevant member/s to gain more insight into their own

117


requirements. This process then takes the Pillar 3 Route. However, relevant member/s

maintain the possibility of pursuing the other two options in parallel to this first option.

10 Engaging in a Mutual Recognition Agreement (MRA) Framework is a possible option for

the relevant member/s to temporarily meet their identified requirements. Once again this

does not need to be the only option chosen, and the member/s are free to select a

combination of the available options in parallel.

11 Relevant member/s may want to take an “aggressive” approach to meeting the identified

requirements with the development of a test facility.

12 With the selection of an MRA framework approach31

, the member/s would have to make the

decision on which Route to take, i.e. regulated or unregulated equipment – or even engage

in both.

13 Following process step 12, the decision has to be made on the preferred delivery model for

the MRA. This includes the selection of a number of partners and the identification of

partners that test for standards which are applicable to the member state(s) in question. The

ITU Secretariat should provide the required assistance in terms of pointing out the relevant

partners with which ITU already does business. If there is a regional consensus among all

members on standards, then this would be simplified. Driving harmonisation among the

various regional and sub-regional telecommunication bodies would be the key role of the

ITU expert and regional office in this Pillar.

14 The delivery model is then implemented. This would entail formal negotiations with the

selected partners, and signed agreements.

15 Implicit in any partnership model there is the degree of relationship and contractual

management that is inherent to the chosen delivery model of this framework. The ITU

Secretariat could provide some minimal input in this regard.

16 We believe that in the forefront of the process of test facility development is the selection of

an implementation model for the relevant member/s. The key driver of this model will be

dually presented by the technology and regulatory focus in question. If technology and

regulation are country-specific, then the choice would be obvious – a national testing facility

until there is a level of harmonisation in the region or an MRA is feasible with another

region/state (this is a long term view for collaboration within C&I). It is possible in a

harmonised region for the technology and regulation to lead to the development of a test

facility for the region – and possibly evolve into an International Telecommunications

Testing Centre (ITTC). Another implementation model option is a sub-regional lab that aids

the collaboration of two or more countries focusing on similar C&I challenges, technologies

and standards.

17 Developing a robust funding model is critical to the success of test facility development.

The model should sense disturbances in the rollout of the implementation model, such that

funding could be managed accordingly to reflect any changes. This is brought about by the

notion that the telecommunications industry is highly fluid and there is a need to be

constantly aware of the technology and regulatory factors that constitute some of the drivers

of the telecommunications market.

18 There needs to be selection of the appropriate partners, as mentioned in step 13 above.

19 The test facility will have to be developed with the identified partners. The ITU expert and

regional office should monitor the progress of this development, and collect the lessons

learnt over time to provide meaningful insights for other such endeavours – this would

31 KPMG includes regulated and unregulated options for MRAs, so as to align to the existing guidelines document

being offered/published to developing countries in building test facilities. Also, both options ensure the ITU

Secretariat covers more scope of its members‟ requirements.

118


greatly increase the experience and value the ITU can provide to its other members. The use

of Human Capacity Building during the development stage could be ideally used to up-skill

the human resources required to manage the development and implementation of the test

facility.

At any stage of the management of the test facility and MRAs there could be identified

opportunities than could trigger step 8 – a renewed feasibility study. This feedback loop ensures

the ITU Secretariat and partners continue to provide relevant test facility options to ITU

members.

119


Figure 12: To-be Processes for Pillar 4

120



For the C&I Pillar 4, we assign to each process a set of responsibilities. Processes and the associated responsibilities are listed in table 31

below. Some workload estimates are not quantified since this not within the scope of this business plan and neither the ITU Secretariat nor

KPMG have visibility of how members or partners will implement some responsibilities associated with Pillar 4 options. Also, regional

related tasks and responsibilities are determined per region but will be applied to all 5 regions in Section 7.3 to accurately determine the

human resource budget.

Table 31: Table 3: Processes quantified with Complexity and Workload

Process

Reference

Activity

Reference

Tasks/Responsibilities Complexity Estimated

Workload

(Person

days per

year)

Functional Role

1 1.1 Proactively discuss with members regarding C&I objectives 3 5 RR

1.2 Follow up with any member queries pertaining to C&I 2 3 RR

1.3 Encourage member participation, via ITU regional AGMs, before they engage HQ

directly

3 4 RR

1.4 Maintain records of the requests and queries for continuous follow up and

discussion

2 2 RR

2 2.1 a Members will contact HQ directly on C&I matters for advice, counselling or

guidance

3 24 Member

2.1 b Members will contact HQ directly on C&I matters for advice/counsel/guidance 3 24 Expert

2.2 Maintain records of the requests and queries for continuous follow up and

discussion

2 2 Expert

3 3.1 Ensure that log/record of requests and/or queries is maintained and up to date 2 2 RR

3.2 Collate all the member requests into regional categories aligned to central C&I

themes

2 2 RR

3.3 Further discussions and follow-ups on older queries to officially close requests 3 3 RR

4 4.1 Ensure that log/record of requests and/or queries is maintained and up to date 2 2 Expert

4.2 Collate requests and/or queries into member and region specific C&I themes 2 2 Expert

5 5.1 Discuss regional requirements with Expert for synergy 3 3 RR

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5.2 Prioritise themes and develop high level strategy to address requests and/or queries 3 2 RR

6 6.1 Discuss regional requirements with regional representatives for synergy 3 3 Expert

6.2 Prioritise themes and develop high level strategy to address requests and/or queries 3 3 Expert

7 7.1a Agreed priority concerns are discussed with the members in question 3 4 Expert

7.1b Agreed priority concerns are discussed with the members in question 3 2 RR

7.2a Identification of detailed requirements 3 4 Expert

7.2b Identification of detailed requirements 3 3 RR

7.3 Solution (detailing roles and responsibilities) and Roadmap is created 3 2 Expert

7.4 Identify partners to assist in the solution 3 2 PL

8 8.1a Feasibility study is carried out within a partnership model approach 3 20 Member

8.1b Feasibility study is carried out via a partnership model 3 10 Partner

8.1c Manage partnership between parties via a controlled governance process 3 20 PL

8.2 Results of the feasibility study are used to debate across government agencies and

make a decision by the member/s in question

3 20 Member

8.3 Strong guidance is given by the ITU and partners at this stage 3 5 Expert

8.4 Strong guidance is given by the ITU and partners at this stage 3 5 Partner

9 9.1 Engage in the Human Capacity Building objective of the C&I Programme 1 0 Member

9.2 Follow the Pillar 3 process 1 0 Member

10 10.1 Engage in the MRA framework with select partners 3 0 Member

11 11.1 Engage in the development of Test Facility 3 0 Member

12 12.1 Engage in an MRA for Regulated equipment and technology 3 0 Member

12.2 Engage in an MRA for Unregulated equipment and technology 3 0 Member

12.3 Engage in an MRA for both Regulated and Unregulated equipment and technology 3 0 Member

12.4 ITU guidance to be given to the member/s 3 5 Expert

13 13.1 Identify potential partner(s) 3 2 PL

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13.2 ITU to facilitate potential partnerships 3 3 PL

13.3a Discuss the details of the partnership with partners 3 12 PL

13.3b Discuss the details of the partnership 3 12 Member

13.4 Finalise Partnership Agreement between parties 2 5 PL

14 14.1 Develop an implementation plan 3 10 Member


14.3 Mobilise the required resources 3 60 Member

14.4 Provide services to member 3 60 Partner

14.5 Manage the partnership from an ITU and quality assurance perspective across the

implementation

2 10 PL

14.6 Drive completion of the model 3 20 Member

15 15.1 Manage the MRA 3 48 Member

15.2 Ensure that all objectives are met 3 240 Member

15.3a Monitor the change in environment to trigger the feasibility of implementing other

actions

3 3 Member

15.3b Provide technical support in determining other implementation options 3 3 Expert

15.3c Provide partnership support in determining other implementation options 3 3 PL

16 16.1 Development of a National Test Lab 3 0 Member

16.2 Development of a Regional/Sub-regional Test Lab 3 0 Member

16.3 Development of an International Telecom Testing Centre 3 0 Member


17 17.1 Consult with the ITU on funding models 3 5 Expert

17.2a Provide and manage partners to support model development 3 3 PL

17.2b Consult with the ITU partners on funding models 3 5 Partner

17.3 Develop a funding model 3 20 Member

17.4 Approve finance 3 20 Member

123


18 18.1 Identify potential partner(s) for design and implementation 3 2 PL

18.2 ITU to facilitate potential partnerships 3 3 PL

18.3a Arbitrate partnership scope, KPIs, governance and deliverables 3 12 PL

18.3b Finalise the details of the partnership via internal processes 3 12 Member

18.4 Finalise Partnership Agreement across parties 3 6 PL

19 19.1 Develop an implementation plan 3 10 Member


19.3a Mobilise the required resources 3 420 Member

19.3b Provide services to member 3 60 Partner

19.3c Manage the partnership from an ITU and quality assurance perspective across the

implementation

2 10 PL

19.4 Drive completion of the Test Facility 3 1050 Member

19.5 Monitor the change in environment to trigger the feasibility of implementing other

actions

3 3 Member

Total Workload (in person days per year) for Test Facility Development 2’332

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NOTE: The total workload for Pillar 4 is 2‟332 person days. We provide details on the

allocation of workload into roles and resources in the following sections.

The table above provides the required level of detail on processes by assigning tasks or

responsibilities. In the table we provide a complexity criterion that defines the required level of

experience needed to take ownership and complete responsibilities/tasks, there are:

Level 1 – 2-3 years administrative experience (grades: G3-G5)

Level 2 – 3-5 years technical and operational experience (grades: G6, G7, P3)

Level 3 – 5-10 years senior management and business development experience (grades: P4

or P5 depending on technical and management experience required)

Using estimates and assumptions based on ITU data and interview data, we provide a workload

column that associates workload per year needed for completing the corresponding

responsibility. In addition, we classify the responsibilities into generic roles supported by the

ITU. These roles are discussed below.


As mentioned in our assumptions, we model all the roles that are required to implement Pillar 4.

Once these generic roles have been defined, the ITU Secretariat can relate them to the current

resources used within Pillar 4‟s current mode of operation.

Inherent in this process we have also included the roles and responsibilities that we believe lie

outside the ITU Secretariat. The roles in question are those of the ITU member and Consultant

or Partner, which would be roles played by the ITU member/s who seek the guidance as per

request in the beginning of the process and the potential partner(s) with an external consultant or

organisation (as per the recommendation of the ITU Secretariat). These roles consume

approximately 90% of the workload to implement Pillar 4 options.

By grouping processes according to complexity and workload, we have identified roles that are

required in the C&I Programme specific to test facility development in the developing world.

The C&I Expert will provide the deep technical expertise on the C&I domain. This expert will

have the relevant telecommunication qualifications and be recognised within the industry as an

expert on C&I human capacity building and test facility development. In addition to his/her

expertise, the expert will have a network of professional colleagues that will be able to:

be a point of contact for ITU members for guidance and consultation;

provide perspectives on ITU member states and their requirements; and

promote partnerships with various commercial and non-profit C&I organisations.

Therefore, we recommend the C&I expert operate at a P5 level.

We foresee a highly strategic role that needs to be fulfilled, above and beyond the C&I Expert in

question. The incumbent of this role will be responsible for maintaining and establishing and

managing new partnerships among the ITU stakeholder group mentioned earlier. This resource

is the C&I Partnership Liaison whose processes average out to a high complexity, and who

operates at a P4 or P5 level. This role is a continuation role from the liaison already identified in

Pillar 3 with the task to develop the overall scope of partnerships to be utilised across both

Pillars 3 and 4 – and if and when required across Pillars 1 and 2 as well. We consider that the

individual(s) will have the capacity for all the activities. Thus, we recommend this role at P4

level to align with the Partnership Liaison role recommended in Pillar 3.

125


The other role identified would be that of an ITU Regional Representative. This role could be

newly created or could be assigned to existing ITU regional professionals. The role would take

on more responsibility to develop skills in regional offices as well as facilitate a closer

relationship required between ITU members and the ITU regional office that is specific to the

C&I Programme. In conjunction with the C&I Expert and Partner Liaison, the Regional

Representative would lead activities common to test facility development activities and MRA

development initiatives. In addition, the Regional Representative must drive C&I activities

within the ITU members regional and/ sub-regional telecommunications bodies and forums.

Based on these responsibilities, we recommend this role at a P4 level.

To determine the number of roles required based on cost of FTEs we complete the human

resource modelling in Section 7.3.

126


Table 32: Quantified Roles for Pillar 4

Role Responsibility/Tasks (only high-level process)

Qualifications and Skills Average

Complexity

ITU

Grade

Total

Workload

(Person days

per year)

ITU Member Out of Scope

Consultant Out of Scope

C&I Expert

(Expert)

2 – Members approach expert

4 – Consolidate requirements per region

6 – Consult with Regional Office on

regional requirements

7 – Inclusive consultation process on

requirements

8 – Feasibility Study

12 – Regulating equipment

14 – Implement the designed model

16 – Delivery model decision

19 – Develop Test Facility and Manage

- 10-15 years extensive technical experience in the C&I

domain.

- Broad knowledge of C&I technologies, systems and role-

players in developing and developed industries

-Relevant telecommunication engineering or science degree.

- Proven effective skills in developing and managing

relationships with large number of partners from private

sector, as well as government officials and other partners.

- Strong oral and written communications skills.

- Proven effective skills in strategic communications,

networking, negotiation, advocacy and ability to relate to

mass media and community.

3 P5 77

Regional

Representative

1 – Regional Office consults with members

3 – Consolidate regional requirements

5 – Consult with Expert on regional

requirements


requirements

- 5-7 years technical experience in the C&I domain.

- Relevant telecommunication engineering or science degree.

- Skilled in analysing diverse data sets and providing trend

and gap analysis

- Able to read, understand and implement budgets and

logistical plans.

3 P4 3032

32 This workload is identified for ITU Regional Representatives supporting common activities for MRA development and test lab development across a single region.

127


- Proven effective skills in developing and managing

relationships with large number of partners from private

sector, as well as government officials and other partners.

- Strong oral and written communications skills.

- Proven effective skills in strategic communications,

networking, negotiation, advocacy and ability to relate to

mass media and community.

Partnership

Liaison (PL)


requirements

8 – Feasibility Study

13 – Delivery model design

18 – Engage in Partnership model

- 7-10 years extensive technical experience in the C&I

domain.

- Broad knowledge of C&I players in developing and

developed industries

-Relevant telecommunication engineering or science degree.

- Proven interpersonal, networking, negotiation, advocacy

skills.

- Ability to understand and match member requirements with

potential partners.

- Able to develop and manage budgets and logistical plans.

- Business development, negotiation and partnership skills

required.

- Skilled to provide mentoring for junior staff.

3 P4 93

Total Workload (in person days per year) for “in-scope” C&I Roles 20033

33 This amount will not equate to the total workload identified in the process as there are roles external to ITU Secretariat whose workload was not in the scope of this

study.

128



To determine the number of posts needed to implement Pillar 4, we complete the human

resource model by allocating a demand forecast for the development of test facility development

in developing countries against workload of the proposed to-be process. We also provide two

options on the budget based on a base scenario and a progressive scenario.

To complement the demand forecast, we make various assumptions on the roles‟ capabilities

that are based on current capabilities of the ITU members working in the C&I programme.


Core assumptions common for the both base scenario and progressive scenario are as follows:

The human resource estimations are calculated as a total requirement and independently of

the current resources performing pillar 4 activities.

The number of work days is 210 per year.

We reuse average ITU cost per grade34

based on monthly rates for 2012 in Swiss Francs

(CHF) and do not include salary increases over the business plan period.

We use the average ITU cost per grade determined for regional resources34

, provided by the

ITU Secretariat. These average costs do not include salary increases over the business plan

period.

Test lab and MRA forecast numbers have been assumed by KPMG based on member

requirement scenarios.

The specified workload covers the development of one (1) test facility

There is also one (1) MRA that can be supported with the given workload.

Based on the ITU Secretariat‟s strategic intention to implement the MRA regime in

developing countries, we assume the development of bilateral MRAs between two countries

or regions. Multiple MRAs involving more than 2 countries or regions will require more

workload. The ITU Secretariat could enhance the model presented in this work to forecast

the additional workload for multiple MRAs to determine the effect on the human resources

required for the C&I programme.

All five (5) regions require coverage in Pillar 4 by the Regional Representative. As a result,

the FTE workload is adjusted to include all five regions, but any priorities of regional

treatment must be negotiated by the ITU Secretariat and ITU members.

The partnership liaison role is expected to carry out similar partner development activities as

identified in Pillar 3.

Assumptions specific to the base case and progressive case are shown in the tables below.

Table 33: Assumed demand for pillar 4 base scenario

Base Scenario

2012 2013 2014 2015 2016

Test lab development 1 1 2 2 2

MRA support - 1 1 1 1

34 See appendix A.6 for table illustrating the average cost per grade

129


Table 34: Assumed demand for pillar 4 progressive scenario

Aggressive Scenario

2012 2013 2014 2015 2016

Test lab development 1 1 2 3 3

MRA support - 1 1 2 2

Demand forecast for Pillar 4 is somewhat hampered by the lack of historical data as this is a

new domain unique to the C&I Programme. As a result, ITU Secretariat and KPMG have

determined that the development of test facilities will be preferred in the long run to the MRA

framework as countries see the financial and political advantage of having such an asset within

its borders. Hence, based on the successful feasibility study carried out with the Tanzanian

Regulatory Authority, the ITU Secretariat foresees that one or two additional developing

countries will request a similar feasibility study (as indicated in the proposed process), with this

trend remaining constant over the period 2012 to 2016 for the base scenario. For the progressive

scenario the trend increases in 2015 and 2016 due to more countries investigating the

development of test labs.

The MRA framework is relatively new to the developing country environment and there is little

awareness of its implementation and benefits. Based on our fact-finding within the African

context, we expect its uptake to be very low and constant for the base scenario. The ITU

Secretariat also believes that no MRAs will be investigated in 2012, but beyond 2012 the

support for one MRA investigation per year is a realistic target for the base scenario. The

progressive scenario is similar to the base scenario for 2012 to 2014. However, we model a

doubling in 2015 and 2016. The success of the first implementation in 2013 and 2014 will have

a critical role in determining if this estimated progressive trend could continue. The estimated

trend can be used as an illustrative tool to show how resource-intensive these paths for test

facility development prove to be – and it should be managed with as much pro-active discussion

with ITU members as possible, in order to forecast the yearly demand more accurately.

Based on the forecast and assumptions across both scenarios we present the human resource

budget in Table 35 and Table 36. The tables depict the full-time equivalent calculations for each

of the identified roles across scenarios. The workload (in person-days) is then translated into an

FTE in terms of ITU‟s person-year. The average annual salary is a function of the calculated

FTE to show the cost of the resource. The cost is added for the duration of the C&I Programme

(in this case from 2012 to 2016).

130


Table 35: Base Scenario: Calculated budget and FTE utilisation

Table 36: Progressive Scenario: Calculated budget and FTE utilisation

Resource level

Expert (P5) PL (P4) RR (P4)

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year

(all

grades)

2012 64.00 30% 229 200 69 851 58.00 28% 195 600 54 023 150.00 71% 155 400 111 000 234 874

2013 77.00 37% 229 200 84 040 93.00 44% 195 600 86 623 150.00 71% 155 400 111 000 281 663

2014 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291

2015 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291

2016 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291


501 109

555 000 1 501 411

Resource level

Expert (P5) PL (P4) RR (P4)

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Workload

in days FTE

Average

salary

Cost of

resource

Total cost

per year

(all

grades)

2012 64.00 30% 229 200 69 851 58.00 28% 195 600 54 023 150.00 71% 155 400 111 000 234 874

2013 77.00 37% 229 200 84 040 93.00 44% 195 600 86 623 150.00 71% 155 400 111 000 281 663

2014 89.00 42% 229 200 97 137 129.00 61% 195 600 120 154 150.00 71% 155 400 111 000 328 291

2015 114.00 54% 229 200 124 423 200.00 95% 195 600 186 286 150.00 71% 155 400 111 000 421 709

2016 114.00 54% 229 200 124 423 200.00 95% 195 600 186 286 150.00 71% 155 400 111 000 421 709


633 371

555 000 1 688 246

131


7.3.2 Comments

We recommend that additional regional staff professionals be hired at the P4 level to perform

ITU member-facing C&I specific roles and responsibilities for test facility development. In their

spare capacity they can be allocated general regional responsibilities, since it was noted in our

investigations35

that the ITU Regional Office staff are fully utilised with a large amount of tasks

which sees the regions hiring temporary staff to assist in this regard. These additional activities

can be taken up by the C&I regional representatives on a full-time basis. Based on the Regional

Representative requirements, allocating one resource per region to this role will ensure that each

region has a regional C&I specialist to implement C&I programme responsibilities.

The identification of an expert and partner liaison role is recommended in both pillars 3 and 4.

The ITU Secretariat must optimise the allocation of human resources across these duplicated

roles to achieve cost and workload efficiencies.

35 Interviews conducted with ITU Africa regional office contacts.

132


8 Future Work

During our analysis across the C&I programme pillars, we propose that the ITU Secretariat use

the results of this business plan to initiate the following actions to implement the C&I

Programme:

Translate the business plan into a formal C&I programme plan, specifically catering for

change management, internal and external communications and governance structures. This

will provide the formal mechanisms and procedures needed to manage the development and

implementation of the C&I programme across all levels of the ITU Secretariat and with

external partners and members.

Invest in a comprehensive “ICT Services Market Study” to validate some assumptions used

in this business plan, determine services the market requires from the ITU Secretariat and

forecast the market appetite to buy/purchase these services from the ITU Secretariat.

Develop an implementation strategy and formalised partnership strategy that enables the

ITU Secretariat to define more detailed activities and milestones for their resources to fulfil.

Craft an operational plan to implement processes and activities identified in this study that

includes the incorporation of regional offices and their resources.

Manage recruiting processes via existing ITU HR policies and procedures.

Develop detailed KPIs for programme resources and track KPIs via formal mechanisms

such as programme status reports (weekly or monthly) to determine progress of the C&I

programme. This can be reported to ITU members as on a regular basis.

Establish a C&I programme office, across TSB, BDT and BR, that continuously monitors

and tracks business plan drivers with intentions to update the associated costs and actions.

133


A Appendix

A.1 Bibliography

Document List

ITU Forum on Conformance and Interoperability Events (Algeria, Accra and Moscow)

Conformity Control Activities Tunisia Case Study, CERT

Algeria presentations by Gwanda, Kilaba, Kuznar, McCrum, Zeuch

Algeria presentations by Andreev, Kuznar, Kwan, Mainwairing, McCrum

Moscow presentations by Andreev, Kuznar, Pieczerak, Kwan, Mainwairing, McCrum

Moscow presentations by Rosa, Passerini

Moscow presentations by Schmitting, Brand

ITU Conformance and Interoperability Programme

Resolution 47, Hyderabad, WTDC-10

Resolution 177, PP-10

Guidelines for Developing Countries on establishing conformity assessment test labs

ITU-T Activities on Conformance and Interoperability

Documents concerning C&I (current)

Elements of a business plan to implement the conformity and interoperability programme (C&I)

(T09-TSAG-110208-TD-GEN-0224!!MSW-E)

Conformity & Interoperability

Questionnaire results and replies on the status of C&I of Equipment and Systems

Conformity and Interoperability of Equipment and Systemsx

Germany - Interoperability

The Concept of the ITU Conformity programme

Interoperability Problems in the Developing Countries

Mutual recognition agreements

Other

BDT Operational Plan 2012-2015

BRIEFING NOTE-Conformance and Interoperability

Report by the Secretary-General, Conformance and interoperability – a status report, 22.08.2011, Document:

C11/38-E (S11-CL-C-0038!!MSW-E)

ITU Acronyms

ITU – Organigramme

ITU - Organigramme & Office numbers

Overview of Mutual Recognition Agreements/Arrangements (MRAOVERVIEW)

IEEE ICAP - C&I Issues

ETSI White Paper No. 3 - Achieving Technical Interoperability - the ETSI Approach

ETSI Achieving Interoperable Standards - the ETSI Approach

ETSI Principles of ETSI specifications creation using STFs

ETSI Interoperability Best Practice

ETSI Position Statement on Using Interoperability Events to Validate Standards

IEEE Managing Industry Standards

IEEE ICAP - Packet Network Synchronization - Conformity Assessment and Certification

Human Capacity Building Events Actuals and Forecasts

2011-COE and HAP Training Events

Action Plan doc CoE AFR 2012 Final Programme

Training plan 2012 (Africa LSP)

ITU Average Salary Costs

Average salary cost per grade and across regions provide by ITU Secretariat

134


Interview List

CERT, Sami Trimech and partners, January 2012

Department of Communications (DoC) South Africa, Fred Thomas, January 2012

ETSI, Anthony Wiles, November 2011

ETSI, Gavin Craik, December 2012

ETSI, STF leaders Peter Schmitting and Martin Brandt, December 2011

IECEE, Pierre de Ruvo, February 2012

IEEE-ICAP, Peter Lefkin, January 2012

Iometrix, Bob Mandeville, February 2012

ITU BDT, Mike Nxele and Svein Tenningas, December 2011

ITU BDT, Riccardo Passerini, Numerous meetings/calls between November 2011 and February 2012

ITU Consultants, Bill Mccrum and Keith Mainwaring, November 2011 and January 2012

ITU-D, Jean Paul, January 2012

ITU Regional Office, Andrew Rugege, December 2011

ITU Regional Office, Chali Tumelo, January, 2012

ITU SG 11 and 13, Tatiana Kurakova and Stefano Polidori, December 2011

ITU TSB, Kaoru Mizuno, November and December 2011

ITU TSB, Malcolm Johnson and Reinhard Scholl, January 2012

ITU TSB, Paolo Rosa, Numerous meetings/calls between November 2011 and February 2012

Orange Labs, Janusz Pieczerak, December 2011

NSN, Dr. Helmut Schink, March 2011

Sintesio, Roman Kuznar and partners, November 2011

Tanzania Communications Regulatory Authority (TCRA), Prof Nkoma, February 2012

ZIINS, Denis Andreev, December 2011

A.2 List of Technical Domains for Training Events and

Workshops

Technical Domains Descriptions

Electromagnetic

compatibility (EMC) Electromagnetic compatibility properties of equipment needed for type approval

Non-ionizing radiation

(NIR) Understanding equipments non-ionizing radiation effects for health and safety

Safety Safety properties of equipment to reduce any negative effects on the environment

and technicians operating them

Fixed narrowband

networks (FNN) Type approval for legacy services based on fixed narrowband networks

Acoustic Testing acoustic properties of equipment

Transmission and

Interconnection (TI)

Conformance type approval for transmission equipment as well as interconnection

specific equipment

Fixed broadband

networks (FNB) Conformance type approval for fixed broadband network equipment

Mobile and wireless

networks (MWN) Conformance type approval for mobile and wireless network equipment

Broadcast Networks

(BN) Conformance type approval for broadcast network equipment

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A.3 Partnerships

The following list of organisations mentioned during the study provides illustrative examples of

potential partnerships with the ITU Secretariat, which might benefit the C&I programme.

Additional work is required by the ITU Secretariat to formalise a Partnership Strategy to ensure

existing and potential partners align to the objectives of the C&I programme.

Partners Contribution as Partner Applicable to

Pillar 1

Applicable to

Pillar 2

Applicable to

Pillar 3

Applicable to

Pillar 4

CERT Provide certification

services and consultancy

services for test facility

feasibility studies

Yes Yes Yes Yes

CINTEL Testing and certification

facilities. training Yes Yes

CPqD Testing and certification

facilities. Training

standardization.

Yes Yes Yes

CTTL Testing and certification


standardization.

Yes Yes

IAF

Supplement relationships

among accreditation

bodies, lab creation and

accreditation of labs via

mutual agreements and

mechanisms

Yes

IECEE

Provide training through

access to testing resources

and databases needed to

develop labs and skills, as

well as accreditation of

test labs

Yes Yes Yes

ILAC

Supplement lab creation

and accreditation of labs

via mutual agreements

and mechanisms

Yes Yes

Innovation

Hubs36

Provide local facilities

that can be used to expand

into many C&I functions

and provide facilities to

host training.

Yes Yes

ICONTEC Accreditation of

laboratories,

standardization, testing

and training.

Contributions to the

establishment of test

centres.

Yes Yes Yes

Iometrix Testing and certification Yes Yes

ISO/IEC

Offer expertise in

conformance testing of

standards

Yes Yes

NYCE Accreditation of

laboratories,

standardization, testing

and training.

Contributions to the

Yes

36Examples from Africa include South Africa‟s Innovation Hub, Cameroon‟s Active Spaces, Uganda‟s Hive Colab

and Botswana‟s Innovation Hub

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establishment of test

centres

Sintesio

Provide technical

expertise in the

development of the test

specs and consulting

services for feasibility

services

Yes Yes

UNH-IOL Testing and certification


standardisation.

Yes Yes Yes

UNIDO Provide funding for the

development of labs Yes

ZIINS Provide scientific and

technical consulting Yes Yes

A.4 Human Resource Modelling Methodology

Our approach to human resource modelling is shown in the figure below. We have started our

analysis of each Pillar by identifying key ITU stakeholders (Secretariat and members) to whom

we have been exposed during the course of this study. These stakeholders will be generic

throughout the document so as to provide an independent and unbiased view on the C&I

programme. We also show some key relationships between stakeholders, which we consider to

be of strategic importance. These relationships may be of a formal nature (i.e. membership,

associates, etc) or informal (i.e. they have not yet been formally established by the ITU) and we

feel these could be explored at a later stage by the ITU.

Following the identification of the business model, we outline the high level processes for all

Pillars including the responsibilities or tasks in each process. These responsibilities were elicited

from the investigation that we undertook in this study.

Some responsibilities may already formally exist and others may only have been discussed in

view of implementation. Nonetheless we have included all relevant responsibilities, as we have

identified some of them as adding efficiency to the entire C&I programme. We differentiate

between the responsibilities which are relevant to the C&I Programme, and as such would have

to be carried out within the context of each Pillar, and those which are part of the larger ITU

business model (without which our processes and responsibilities would not be holistic).

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Figure 13: Schematic to Human Resource Modelling Approach

NOTE: some responsibilities may occur per annum or once off, however, for all Pillars all

responsibilities are performed yearly to ensure member requirements are adequately

recorded, prioritised and managed.

Inherent in responsibilities is their complexity. In our model, complexity ranges from low to

medium and high. This measure identifies the level of experience that is required to drive the

responsibilities to completion. Therefore with the complexity inherently showing the experience

required we group the responsibilities and assign them to roles. Grouping of responsibilities is

based on the theme of work required, for instance, administrative responsibilities are grouped

into an administrative role. By grouping responsibilities into roles we also average their

complexity to determine the overall experience required. These roles name the generic resource

(expressed by professional or general service grade) that is required to complete a set of

responsibilities based on an average complexity when combined. These “roles” do not describe

the number of resources required but rather the specific type of resource the ITU C&I

programme requires for developing and implementing a particular Pillar.

To determine the number of resources needed to implement the identified roles, we provide an

estimate of workload required to complete each responsibility across one person-year or 210

person-days. With roles, processes, responsibilities, complexity and workload we are able to

provide a base on which the C&I programme budget for all Pillars human resources can be

forecasted.

A.5 Business Model

We have defined a generic ITU business model, based on data analysed from our discussions

with ITU contacts, members and other stakeholders. This generic ITU business model is shown

in Figure 14.

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The business model highlights the various stakeholders influenced by and influencing the ITU,

including its members. In addition, roles and relationships are described among stakeholders.

Figure 14: Generic ITU Business Model

For Pillar 1, it is crucial for the ITU Secretariat to establish and maintain good relationships

with other market players like SDO, Forums, independent test labs, etc, in order to effectively

conduct activities connected with writing test specifications and implementation of CDB. ITU

Secretariat should also identify and involve representatives of ITU members skilled in test

specification development in works of Study Groups in order to avoid or at least minimize costs

incurred in process of preparing test for selected key standards.

For Pillar 2, it is crucial for the ITU Secretariat to survey its members, partners and the industry

in general and to identify the needs for interoperability testing and product showcasing activities

defined in the C&I programme. The ITU needs to maintain strong relations with market players

to identify potential event participants, gather their requirements and to involve technical

partners and focal points in the implementation of interoperability events.

For Pillars 3 and 4, the relationships with governments and certification entities are crucial. The

ITU must also maintain healthy relationships with member states and regulators since they must

benefit from the implementation of the human capacity building activities, test lab feasibility

studies, MRAs and implementation of test facilities of the C&I programme. For Pillar 4, this

ensures that the ITU Secretariat, especially BDT, can provide services to help members manage

their regulated C&I requirements. The model also caters for members‟ voluntary C&I

requirements by maintaining strong collaboration between the ITU Secretariat, especially TSB,

certification bodies/labs, vendors and other SDOs.

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With regard to vendors and operators, the ITU should continue to focus on a collaborative

relationship, and on rectifying certain negative perceptions37

of the C&I programme, using, inter

alia, the outcome of the present study. For test facility development, these stakeholders should

be considered in the feasibility study to understand the commercial impact of developing labs or

supporting MRAs.

Based on the requirements for Pillar 4, the ITU C&I programme team must facilitate

partnerships with as many relevant partners as possible. Relevant partners must have the

required C&I resources, skills and expertise. Thus, technology consultants and testing labs

represent strategic partners. The business model also shows the relationships between member

states as well as regulators that benefit from collaborating with partners for test lab

development.

A.6 Average Salary Cost per Grade

The table below illustrates the average salary cost for ITU Secretariat resources as well as ITU

Regional Office Resources. These costs are used in the human resource model to determine the

total costs for each pillar.

Table 37: Average Salaries

Grade Average HQ Salary Average Regional Office Salary

G3 CHF 108 000 NA

G4 CHF 115 200 NA

G5 CHF 121 200 NA

G6 CHF 144 000 NA

G7 CHF 154 800 NA

P3 CHF 163 200 CHF 129 620

P4 CHF 195 600 CHF 155 400

P5 CHF 229 200 CHF 182 060

37 Examples include increase in complexity of vendor supply chain, decrease of market penetration of specific

technologies due to increased testing costs, ITU recommendations become “law” in specific developing regions and

ITU seen as a C&I funding organization.

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A.7 Routes to Inclusion in Conformity Database

Figure 15: Four routes to populate CDB