The aim of the Plan is to detail the project outputs and how the delivery of those projects output will be undertaken and managed. The Plan represents the contract between the
Project Manager and the Sponsor.
Документ1
Page 1 of 10

Contents
1 Project Background ......................................................................................................................... 3
2 Project Objectives and Success Criteria .......................................................................................... 4
3 Outline Business Case ..................................................................................................................... 4
4 Project Approach ............................................................................................................................ 4
5 Project Scope .................................................................................................................................. 5
6 Project Deliverables ........................................................................................................................ 5
7 Constraints ...................................................................................................................................... 5
8 Interfaces and Dependencies.......................................................................................................... 5
9 Assumptions .................................................................................................................................... 6
10 Project Plan ................................................................................................................................. 6
11 Schedule ...................................................................................................................................... 7
12 Communication Plan ................................................................................................................... 8
13 Initial Risk Log ............................................................................................................................. 8
14 Project Organisation ................................................................................................................... 8
14.1 Detailed Project Organisation Structure ................................................................................. 8
14.2 Resources ................................................................................................................................ 9
14.3 RACI ......................................................................................................................................... 9
15 Project Controls .......................................................................................................................... 9
16 Project Management Plan Review and Approval ..................................................................... 10
Document History
Date
Version
Number
Summary of Changes Made
28/9/2011
17/10/2011
0
1
Initial draft based on INYT document
Feedback from MK and LM
Документ1
Page 2 of 10

Today the GÉANT project partner NRENs provide an exceptional level of data connectivity to their respective constituencies. This is a result of the NRENs’ management and operation of nationally organised infrastructures that use leading edge technologies from the backbone to the campus. This is typically facilitated through generous public subsidy, strategic procurement initiatives and significant technical expertise.
Increasingly, however, end users require connectivity when they are not present on the campus where their connectivity is typically delivered. In recent years, the NREN community has responded to this requirement through the development of eduroam within TERENA; this is now delivered within Europe by GÉANT, and globally coordinated by the Global eduroam Governance Committee organised within TERENA.
While this service satisfactorily addresses this requirement by providing WiFi connectivity at over 3500 service locations across the GÉANT service area, it does not address the case of an end user who is not present either on his own campus, or another campus associated with the GÉANT eduroam service. An end user who is located in any other type of location generally has the following connectivity options:

Obtain connectivity from a free or commercial WiFi service . These services generally provide very satisfactory level of connectivity, although generally only within very restricted geographical regions (for example, within a railway station or airport).
They may directly impose a cost on the end user in the case of a commercially provided service. It is possible that this cost can be reimbursed for certain classes of end user (such as staff), but not for others (such as students). In a relatively few cases, NRENs or campuses have negotiated deals with commercial providers to provide access at no cost to the end user; this is normally absorbed by the NREN or campus. Freely provided services are generally offered by organisations who benefit from the end user’s custom (for example, at a coffee shop or hotel) and so cannot always be accurately described as ‘free’. Free services are generally offered as a best-effort service, with no or limited end user support.

Obtain connectivity from a mobile telephony operator . These services generally provide a satisfactory level of connectivity for applications that do not make significant demands of the network. They generally have good geographical coverage, particularly within urban areas where coverage can be generally considered near ubiquitous. These services always impose a cost, although the operator’s billing models always allow the cost to be directly absorbed by the end user’s organisation, without requiring up-front payment, if the organisation is willing to bear this cost. Again, this varies between different classes of user and from organisation to organisation. Owing to the high cost, international (‘roaming’) usage is frequently not permitted or otherwise greatly restricted by organisations. As with
WiFi, end users are able to easily purchase connectivity at their own expense but roaming usage may be prohibitively expensive. Recently some operators have begun offering more reasonable tariffs, but these appear to be restricted to a subset of countries; it is possible (and perhaps likely, given the political pressure being applied by the EC) that these tariffs will continue to become more competitive. In the nonroaming case, data is becoming quite inexpensive but the cost is still likely to be an impediment for students and others.
There is therefore a goal of improving mobility connectivity within the G É ANT service area by making it more accessible to end-users.
Документ1
Page 3 of 10

The primary objectives of this project are to:
1. Consider the options for extending network connectivity to end users within the
GÉANT service area who are roaming away from their home organisation.
2. Produce a Business Case that articulates the case for investment necessary to implement one or more of these options.
Achieving these objectives will require expenditure of XKe (ex. VAT) and X man months over the period November 2011 until November 2012. The breakdown of these costs is:

Commercial Consultancy services: XKe (ex. VAT)
 GÉANT effort: X MM o Product Manager: X MM o Project Manager: X MM o Technical Advisor: X MM o Advisory Group: X MM

2x Workshops & travel: XKe (ex. VAT)
This project will be split across two phases of six months duration:
Phase 1 (November 2011  May 2012)
The project would obtain the services of a Consultant specialising in commercial aspects of mobile connectivity (the ‘Commercial Consultant’). The Commercial Consultant would be tasked to deliver a Feasibility Study providing:
1. A general description of the mobile technology and services landscape.
2. One or more options for achieving the objectives described previously, including estimates of feasibility and cost.
3. A recommended approach, including an outline business plan.
The Commercial Consultant would be required to become familiar with the NREN environment, with a particular focus on eduroam and other existing initiative in the WiFi and
3G areas. The Commercial Consultant would be required to initiate discussions with relevant providers and potential partners, in order to obtain commercial information that could inform planning. The Commercial Consultant would also be required to understand the nature of the relationships between the operators and their significant customers, such as TomTom and
Amazon.
The Commercial Consultant would be responsible for delivering the Feasibility Study, in coordination with the project manager, product development manager and technical advisor.
Документ1
Page 4 of 10

A workshop will be organised approximately midway through this phase (February 2012), which will provide an opportunity for the Commercial Consultant to brief the community and receive feedback.
Phase 1 (June 2012  November 2012)
At the end of the first project phase, the Project will evaluate the Feasibility Study. If the results of the Feasibility Study do not meet the expectations of the GÉANT Project, the project will be terminated. Otherwise, the project will proceed to the second phase of work.
The project will deliver a complete Business Case based on the outline Business Case developed in the previous phase and feedback from project and NREN management.
A second workshop will be organised approximately halfway through this phase (September
2012) allowing the project to brief the community on the Business Case and receive futher feedback.
During the first half of this phase, the Commercial Consultant would be required to provide further guidance to the project in the development of the Business Case. During the second half of the task, the Commercial Consultant would be expected to assist with the commercial aspects of preparing for a potential implementation of the Business Case (procurement preparation, initial negotiations, etc).
The project will be organised as a small task within GN3 SA3. The Product Development will act as Task Leader, reporting to the SA3 Activity Leader. The Commercial Consultant,
Project Manager and Technical Advisor will report to the Task Leader.
Deliverable
Reference
Deliverable Description
D1
D2
Mobile Connectivity Feasibility Study
Mobile Connectivity Business Case
Stage to be
Produced
M36
M44
Approver
The majority of the work within this project be organised in a simple sequential order, and so there are no external constraints on timings.
This Task will be expected to liaise closely with GN3 SA3 T2 ( GÉANT eduroam service),
GN3 JRA3 T1 (Roaming developments) and the TERENA Mobility and Network Middleware
Taskforce. The Task Leader will be responsible for managing these relationships, supported by the Activity Leader.
The project will also need to coordinate closely with GN3’s marketing and communications
Документ1
Page 5 of 10

functions. The project will depend on these functions’ research and dissemination roles to achieve its goals. The Task Leader will be responsible for managing these relationships, supported by the Activity Leader.
There are no significant external dependencies.
This project assumes that there is significant market demand for enhanced mobile connectivity services within the GÉANT service area. This appears likely, on the basis of various on-going related NREN initiatives.
Milestone
Reference
M1
Milestone Description
Task established and roles filled
M2 First workshop
M3
M4
M5
Decision to proceed to phase 2
Draft business case
Second workshop
Milestone
Stage
Milestone
Date
31/11/2011
29/2/2012
31/5/2012
31/7/2012
30/9/2012
Документ1
Page 6 of 10

Документ1
Page 7 of 10

The marketing and communications plans will be developed with NA2.
1. Lack of market demand.
2. Lack of a workable technical solution.
3. Lack of interest from commercial providers.
14.1 D ETAILED P ROJECT O RGANISATION S TRUCTURE
The project will be organised as a new fifth task within SA3 (GN3 SA3 T5).
The project will contain the following roles:

Product Manager (X man months) . The Product Manager will be responsible for the delivery of the project and, in particular, the development of the Business Case. The
Product Manager will define the product strategy by obtaining requirements from the relevant stakeholders across the GÉANT service area and mapping these to potential implementation approaches. The Product Manager will work closely with the Commercial Consultant to understand the business implications of each approach, documenting this within the Feasibility Study. If a credible approach is identified, the Product Manager will develop a Business Case to support the implementation of the approach with the support of the Commercial Consultant. The
Product Manager will act as Task Leader, and report to the SA3 Activity Leader.

Commercial Consultant . The Commercial Consultant will be responsible for identifying and defining the options within the Feasibility Study given the commercial opportunities and constraints. The Commercial Consultant will be responsible for the delivery of the Feasibility Study and the Draft Business Case, and act to support the
Product Manager in developing the Business Case. The Commercial Consultant will work closely with the Product Manager and Technical Advisor to ensure that the option(s) are consistent with the requirements of the GÉANT, its Partners, other potential customers and the technical constraints and capabilities within the GÉANT community.

Project Manager (X man months) . The Project Manager will be responsible for administrative aspects of the project, such as the organisation of meetings, workshops, contracts and generation of supporting collateral and materials. The
Project Manager will report to the Product Manager.

Technical Advisor (X man months) . The Technical Advisor will be responsible for advising the Product Manager and Commercial Consultant on the technical implications associated with the project. The Technical Advisor will report to the
Product Manager.

Advisory Group (X man months) . The Advisory Group will consist of a number of
Документ1
Page 8 of 10

community representatives acting in an advisory capacity to the Product Manager.
The GÉANT eduroam service manager will be a member of this group.
14.2 R ESOURCES

Commercial Consultancy services: XKe (ex. VAT)
 GÉANT effort: X MM o Product Manager: X MM o Project Manager: X MM o Technical Advisor: X MM o Advisory Group: X MM

2x Workshops & travel: XKe (ex. VAT)
14.3 RACI
The table below describes the RACI breakdown for the project.
Milestone or
Deliverable
Reference
Description Responsible Accountable Consulted Informed
D1
Commercial
Consultant
Product
Manager
All GN3
Partners
All GN3
Partners
D2
M1
M2
M3
M4
M5
Mobile
Connectivity
Feasibility Study
Mobile
Connectivity
Business Case
Task established and roles filled
First workshop
Decision to proceed to phase
2
Draft business case
Second workshop
Product
Manager
GN3 Project
Office
Project
Manager
SA3 Activity
Leader
Product
Manager
Project
Manager
SA3 Activity
Leader
SA3 Activity
Leader
Product
Manger
SA3 Activity
Leader
SA3 Activity
Leader
Product
Manager
All GN3
Partners n/a n/a
GN3
EXEC
GN3
EXEC n/a
All GN3
Partners
GN3
EXEC
All GN3
Partners
GN3 PC
GN3 PC
All GN3
Partners
This project will be controlled using the following controls.

Weekly project meetings to discuss the day-to-day implementation of the project.
These will include the Product Manager, Commercial Consultant, Project Manager,
Technical Advisor and Advisory Group.

Fortnightly review meetings between the SA3 Activity Leader and the Product
Manager to discuss progress, risks and issues.

Monthly review meetings between the SA3 Activity Leader and the GÉANT Project
Документ1
Page 9 of 10

Office to discuss progress, risks and issues.

Quarterly review of financial reports by the SA3 Activity Leader.
The project lifecycle and change control will be subject to the standard GN3 framework.
The Project Management Plan must be signed off by the Project Executive and the Project Mnager. Prior to sign off, the document should be reviewed by the Project Board and other key stakeholders.
Decision Taken and Rationale/Comments
(Tick as appropriate)
Stop the Project
Rework/Postpone the
Project
Name
Proceed to the Execute stage of the project
Signature Date
Project Executive
Project Manager
Документ1
Page 10 of 10