Guide To Site Implementation Managers in On-Site Construction Management

17/9/29 Security Level: For internal use only
Guide to Site Implementation Managers in

On-site Construction Management
Site Design and Implementation Management

Dept. www.huawei.com
July 2007
HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential

Contents
I. Introduction to Site Management
Value of the Site Implementation Management Dept.
Relations between Site Implementation Management and Project Management
Position of the Site Implementation Manager and Site Engineer in a Project
II. Organizational Environment That the Site

Implementation Managers Are Located in
III. Main Work and Main Supervisory Points of the

Site Implementation Managers
HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 2

Introduction to Site Management Value of the Site Implementation Management Dept.
1. Characteristics of a Multiple sites, wide range, many products involved, short delivery
telecom project time
2. Shortcomings of the original The sites are not managed by a general owner; the problems are not
extensive project resolved quickly; the plan turns into a visionary scheme
management mode
Management Competency models of project delivery
requirement
3. How to manage the
project properly so Senior CRM
Team management
that the problems in General management
Competency
model of the
site building can be Procurement management
Scope change management current PM
resolved? Resource management Competency model of
Cost management implementation
Quality management managers
Supervision on progress Competency model
Communication & coordination of site engineers
Recognize the Apply the Carry out Application

process knowledge of on-site
Drive problem telecom civil work supervision
of skills
resolution
The persons are organized to ensure timely and effective supervision over the progress and quality
on the spot of site implementation.
Our capability of managing the project delivery is widened to close supervision on the site.

Introduction to Site Management Relations between Site Implementation Management and
Project Management
Project Aim curve of site

management implementation
management
Project management in the
overall perspective
Project management in the

perspective of
implementation
Project management in the Function

perspective of site management
Site implementation Scope of business

management
Mass production management of sites + site management of the project

Aims of site
implementation Transition from the mass production management of sites to the site
management management of the project
Smooth curved transition of site implementation management is the aim

pursued in management.

Introduction to Site Management Position of the Site Implementation Manager and Site
Engineer in a Project
PM
Regional Site Design and

representative office Implementation Dept. Regional RPM Regional RPM
Definition of site implementation

manager: Telecom IM Outsourced auxiliary products IM
Site implementation manager
An owner of civil work implementation
in a project, and a general manager of
the site engineers
Seek, cultivate and manage the site
team
Planning & design
team
Site acquisition
project team
Equipment system
Optimization team
engineers.
Definition of site engineer:

A primary owner of site construction in
team
Civil work design
implementation team
Auxiliary products
implementation team
Telecom equipment
implementation.
Responsibilities: In the period from Site engineers (1N)
receipt of the site building permit and
design drawings to the power-on
completion of hardware equipment,
the site engineer must be responsible
for planning, progress, quality, safety
and on-site construction management
of the site civil work, and must
supervise and manage the installation
of equipment hardware.

Contents
II. Organizational Environment That the Site

Implementation Managers Are Located in
III. Main Work and Main Supervisory Points of the Site

Implementation Managers

Organizational Environment That the Site Implementation Managers Are Located in
Which organizational environment am I located

in?
Whom can I seek help from when I am in
trouble?
HUAWEI TECHNOLOGIES CO., LTD.

? Huawei Confidential Page 7
President of the
region
Operations Support
HR Dept.
Dept.
Information Security
Finance Dept.
Management Office
Vice president of sales Vice president of delivery Vice president of business
Product Marketing
Development Dept.
Qualification Dept.
Market Finance Dept.
Technical Service
Public Relations
Sales Management
Commercial Affairs
Support Dept.
Supply Chain
Procurement
Key Project Dept.
Marketing
Business
Dept.
Dept.
Dept.
Dept.
Dept.
Representative office 1
Regional division Representative office N
VIP CGMD

President of the
region
Four functional
President of the departments of the
regional division regional division
Sales Management Technical Service

Dept. Dept.
Finance Dept. Commercial Affairs

Dept.
Representative
Representative
Representative
Representative
Representative
office 4
office N
office 1
office 2
office 3

Representative
Vice representative
Operations Support HR Dept.
(cadre)
Dept.
Finance Dept. Information Security

Management Office
Vice representative of sales Vice representative of delivery

Sales Management
Qualification Dept.
Technical Service
Product Marketing
Market Finance
Relation Dept.
support Dept.
Supply Chain
Procurement
Government
Marketing
CGMD
Dept.
Dept.
Dept.
Dept.
Technical Service Dept.
of the region
PM
Professional Service Dept.

Technical Service Dept. of
Service Marketing Dept.
Service Training Dept.

Engineering Business
Regional PM
each product line
Dept.
Planning control team
Operations support team

Composition
of the project Network planning and design
team team
Site Design and Implementation
Project Management Dept.
Site acquisition team

Network Planning Dept.
Management Dept.
The project team members Site implementation team

come from the representative
office, regional division and
even each functional Procurement qualification team
department of the region.
Supply chain team

What to do when you are in What? You

cannot manage?
trouble? Let me do it.
Issue Type See Help from
Issues related to recruitment, remuneration to site engineers, internal HR Dept. of the representative
incentive, and so on office
Issues related to office equipment, construction tools, vehicles, and so on Administrative Dept. of the
representative office
Goods issues (issues related to international transport and customs clearing Logistics Manager
of materials, warehouse management, and goods allocation)
Issues related to local material procurement CEG
Issues related to subcontractors CEG\Contract Manager
Other issues Project Manager

Contents
II. Organizational Environment That Site Implementation

Managers Are Located in
III. Main Work and Main Supervisory Points of the

Site Implementation Managers

Main Work and Main Supervisory Points of the Site Implementation Managers
Read the contract

and tender Management of
site engineers
Acceptance
managemen
t Schedule control
Materials
Demonstration
management What site and section
should I
do?
Changes
Quality
managemen
management
t
Management of Safety
documents on site Subcontractor
management management
construction

Main Work and Main Supervisory Points of the Site Implementation Managers Read the
Contract and Tender
Read them as soon as possible to learn the general policies and the policies
Requirement on subcontract and project management
Hold a contract clarification meeting to comprehend the contract better
Interface of work division

Read the contract
Technical specifications on civil work and outsourced auxiliary products

Delivery terms, exemption clauses and acceptance criteria for civil work
and tender
Site model
Focus on
Construction specifications
Schedule, delivery milestone, and punishment and liability for delay
Composition of civil work cost
Force majeure
Clauses concerned with changes
Excerpt the major clauses and pass them to all members concerned in the
Important project team
Notify the project manager of the infeasible clauses and those that may bring
about loss to Huawei

Main Work and Main Supervisory Points of the Site Implementation Managers Management of
Site Engineers
Recruited for the project or as regular employees

Competencies:
Source 1) Use English in the work
2) Work background of civil work or steel structure. Experience in telecom projects is preferred.
3) Able to operate computers
4) Character: active, work carefully, strong sense of responsibility
One site engineer every three to four teams or every 20 sites

Management of site
Establish a system of competition and last elimination, staffing the project with one to two more site
Staffing
engineers
engineers
Site construction process (refer to the company-released process and tailor it for the project)
Site engineers manual (refer to the company-released process and tailor it for the project)
Training Guide to site acceptance (refer to the company-released process and tailor it for the project)
Guide to safe construction of sites (refer to the company-released process and tailor it for the project)
Quality management of the sites (refer to the company-released process and tailor it for the project)
Internal management system and operation process of the project team (drafted by the project team)
Clearly define the responsibilities and work in a result-driven way

Define more details of the work of site engineers and measure the work quantity
Daily
Establish a clear report system
management
Require the subcontractor to submit pictures when the subcontractor proceeds to a milestone of the
site so that the site engineers can be relieved of the access to sites and thus can supervise more
sites.

Main Work and Main Supervisory Points of the Site Implementation Managers Schedule
Control
Read the contract carefully to fully understand the promised delivery scope,
Make a sub-plan responsibility interface of delivery and key milestones of delivery
for the civil work
Fully communicate with the project manager and control manager to learn the delivery
policies of the whole project
Fully communicate with the customer, local subcontractor and local employees to learn
the delivery environment and characteristics. In the communication, focus on:
1) The period of time when the civil work implementation is affected
Schedule control
2) Local popular construction procedures, process and special regulations

Site rollout and 3) Local efficiency baseline of civil work
delivery
4) Local subcontractor resource
schedule
5) How to acquire the key construction materials locally and whether they can be
acquired easily
6) Local inland transport
7) Work habit of the local people
Talk with the subcontract CEG and logistics personnel about the subcontractor and
Supervise the materials preparation as well as the plan under which the subcontractor and materials
schedule are estimated to get ready.
execution
Make a sub-plan for the civil work based on the abovementioned plan and submit it to
the project manager.

Control
Make a sub-plan Determine which sites are built first and which are built later, and guarantee the
for the civil work resource for these sites;
Work with the subcontractor to make a schedule for the key milestones of each site
Take the local special delivery environment into account;
If the subcontractors promise or the plan for arrival of materials cannot satisfy the
requirement of the master plan, report this situation to the CEG and cause the CEG to
Schedule control
seek more subcontractors. Additionally, drive the logistics department to resolve the
problems of materials arrival;
Site rollout and
delivery plan While assigning sites to the subcontractors and site engineers, note that:
1) The number of sites assigned to each subcontractor cannot exceed the ratio fixed
in the bid evaluation result of the CEG. If the number breaks through the ratio for
any special reason, apply to the CEG department through an internal memo;
2) The sites assigned to a subcontractor must be located in the same region and on
the same traffic line. The sites of a high priority level must be assigned to a
subcontractor of high qualification;
Supervise the
schedule 3) The sites assigned to a site engineer must be centralized in the same region and
execution on the same traffic line, and managed by one subcontractor.

Control
Make a sub-plan
for the civil work
CW forecast
Receive and transfer the task;

Schedule control
Arrange a check of the resource preparation, and cause the issues to be resolved;
If the plan delivered deviates from the specific implementation plan so greatly that the
Site rollout and
construction task cannot be complete, report this situation to seek for a solution;
delivery plan
Follow up on the reported result every day. Meet the site engineers and the
subcontracts routinely at least once each week to analyze the quality and progress;
For a delayed working procedure of a site, the subcontractor must rush through the
work to catch up with the schedule;
On each day, summarize the latest construction situation and send it to the business
module concerned or input it in the server for it to be shared by all modules;
Supervise the
Set more dense supervisory points than those fixed in the rollout table to control the
schedule
execution civil work progress of the site and get command of the statue quo of site
implementation. Supervise the civil work progress with the small tool in the CW
forecast attached above in this page.

Main Work and Main Supervisory Points of the Site Implementation Managers Demonstrative
Site and Section
Build a general model site, demonstrating how each subcontractor should build its own model
site. These model sites together with the technical specification, quality standard and
Function acceptance criteria determined with the customer and subcontractors must be followed in
building the massive sites later.
Determine the specific site to be built as a model

1. Set a scheme for building a one for demonstration purpose
Demonstrative site
general model site Determine the subcontractor to build the site

Make a building plan
and section
2. Build the general model site
3. Verify the project quality standard and determine the

Steps acceptance criteria based on the general model site
4. Compile the pictures of the general model site complying

with the project quality standard into an album
5. Each of other subcontractors must build the first site into

its own model site.

Main Work and Main Supervisory Points of the Site Implementation Managers Quality
Management
Quality Management Runs through the Whole Construction Project

Pre- Preparation before
sales Network planning Site acquisition Site design A
project kickoff
support
Supporting Guide to Preparation before Network Planning Guide Site Acquisition Process Site Design Process
Process or
Guide Project Kickoff
Review the project planning Review the network planning Review the site preselection Review the typical module
Key quality Build a general model site design
activities TSSR review
Training before project kickoff
Review the design document
Determine the project quality Acceptance of site acquisition
standard and acceptance
criteria
A Site building Engineering survey Equipment Acceptance to Mainte
installation maintenance nance
Supporting Process of Building Wireless Sites on Site Survey Process Equipment Installation Process Process of Transferring
Process or Ground Surface Acceptance to Maintenance
Guide
Review of the material requirements Review the Survey On-site inspection of goods Acceptance test
Key quality
Quality inspection of concealed works Report Hardware installation check Review of the cutover
activities
Quality inspection of construction of Software installation check scheme
outsourced auxiliary products Documents review
Internal acceptance of the civil work PAT of a single site

Management
Key Quality Management Activities of the Building Managers

Management
Six Key Points in Quality Management
Determine
the quality The activities of project
standard
quality management run
through the whole process
Count, analyze Build a
and clear the
of project implementation.
demonstrative
quality issues site The six quality activities
Site listed on the left are key
implementation
points of quality control.
manager
Random Training of A project will be
inspection of subcontractors and implemented at good
quality by site site engineers before
engineers project kickoff quality if the six key points
of quality control are
100% self-check executed well.
of construction by
subcontractors

Main Work and Main Supervisory Points of the Site Implementation Managers Safety
Management
Reference: Guide to Safe Construction of Wireless Sites

Management measures of safety in production:
Ask the subcontractor to make a safety management plan prior to the
commencement of its work, and review the plan
Organize training and assessment of the subcontractor personnel
Ask the subcontractor to check the safety control measures by itself
Sign an instrument setting out the responsibilities for safety in
construction
Cause the site engineers to supervise at any time the safety in
construction by the subcontractor

Main Work and Main Supervisory Points of the Site Implementation Managers Subcontractor
Management
Subcontractor Management in Implementation
Before
implementation Kickoff Implementation Acceptance
(resource meeting (implementation (acceptance
establishment) management) and payment)
Joint review of design

Meet the and technical Organize and plan the Acceptance of the
subcontractors clarification construction construction quality
Assess the Review the construction Establish a mechanism Acceptance of the

subcontractors schedule of communication quantities of work
Review the document Determine the Supervise the key

calling for bid points Payment support
acceptance scheme
Review the The subcontractors

subcontract get ready
Hand over the

building permit
Determine the mode

of communication

Management
Meet the Subcontractors
Meet the subcontractors to learn:

How they implement similar projects locally;
Their estimate of the duration of similar projects implemented locally
based on their experience;
Standard work hours of each key step in site building;
Their estimate of the main difficulties in implementing the project locally
based on their experience;
How they plan to overcome these difficulties
Their suggestions on implementation of the project

Management
Subcontractor Assessment Items
Awards received
Experience and background Machine to be used
of the responsible person
Past experience in
similar projects Work and
technical force
General control over Organizatio

the project n
Quality and safety Construction

assurance method
Schedule and
Management skills
measures to keep
Material
up with the
s
schedule

Management
Kickoff Meeting
Chairperson: Huawei project manager or implementation manager
Participants: design, logistics and site engineers concerned, subcontractors
Agenda of the kickoff meeting:
Joint review and technical clarification of the design;
Discuss and adopt the Design of Construction Organization and General Schedule
submitted by the subcontractors;
Determine the checking criteria, checking list and acceptance scheme;
Confirm that the construction personnel and machine are ready, and fix the date of
commencement;
Hand over the Building Permit to the subcontractors, if necessary;
Determine the mode of communication.
The person appointed by Huawei must prepare the Minutes of Meeting on the spot and have it
signed by three parties.

Management
Establish a Mechanism of Communication with the
Subcontractors
The mechanism of communication between Huawei and the subcontractors
addresses the following aspects:
Appoint the contact persons who are available at the fixed time and
have clear responsibilities;
Establish a system of routine meeting (one meeting each week);
Establish a hierarchical communication channel between both parties;
The site implementation manager gives instructions to the
subcontractors based on the standard instruction templates.
Attached: Set of On-site Instruction Templates

Management
Assigning Sites to the Subcontractors
Assignment principle:
The sites assigned to a subcontractor must be located in the same
region;
The sites in a region must be assigned to two or more subcontractors;
The number of sites assigned to a subcontractor in one attempt under a
PO must take the subcontractors production capacity into account.
Generally, one to two sites over a subcontractors maximum production
capacity can be assigned to the subcontractor.
One site engineer must be appointed to manage the sites assigned to a
subcontractor.

Management
Supervision over the Subcontractors

Supervise each subcontractor in the following perspective:
Personnel and machine input in the project: Irregularly check, without a prior notice on the
subcontractor, whether the quantity of staff and machine input in the project is the
promised quantity and whether the staff competencies satisfy the project requirement.
Materials: Irregularly check, without a prior notice, the subcontractors warehouse to see
whether sufficient materials are stored.
Progress: Check the sites constantly to determine whether the subcontractor keeps up
with its promised schedule.
Quality: Determine a quality standard with the subcontractor based on the subcontract
definition, centralized training of the subcontractors, and access to the demonstrative site
and section. Inspect the quality control points in implementation based on Huawei-
released quality management requirements.
Cash flow: Supervise the cash flow of the subcontractor to avoid any stoppage of work
caused by delayed payment by Huawei.

Management
Acceptance and Payment

Acceptance of the
construction quality
Payment support
Acceptance of the
quantities of work
Acceptance of the construction quality: Rely on the project-specific Quality

Acceptance Form.
Acceptance of the quantities of work: Rely on the Bill Of Quantities (BOQ) of the
PO/VO.
For the details of acceptance, refer to the Guide to Acceptance of Site
Construction Projects .
The site implementation manager must give attention to the payment to
subcontractors. The subcontractors can work contentedly and effectively only
after they get paid.

Documents on Site Construction
Key points of management of construction documents:

The documents on site construction must be archived by site folder. The
documents of each site are archived in one folder.
The requirements for archiving the construction documents vary from project to
project. In the initial phase of a project, the site implementation manager must
fully communicate with the customer and the project team members to determine
the final archiving requirement.
After defining the document demand, the site implementation manager should
hold a special meeting to convey the site document requirement to the
subcontractors and site engineers.
Within one week after construction completion of a site, the site engineer must
submit the folder of the site to the documentation controller for review and
archiving.

Documents on Site Construction
List of documents in a site folder
Site design documents, including all the records on design changes and on the design
1
documents obtained by each subcontractor
2 BOQ of the site
3 Self-check List of Key Actions in Site Construction
4 Site Quality Checklist, including the acceptance records on concealed works
5 Record on Safety Inspection of the Site
6 Change records
7 Pictures evidencing the site clean-up
8 Pictures evidencing the site quality and safety issues
9 Preliminary Acceptance Record of the Site
10 Records on negotiation with the subcontractor
11 Inspection Report on the Test Block

Main Work and Main Supervisory Points of the Site Implementation Managers Changes
Management
Changes Management
Strictly control the project changes made by each subcontractor;

Require each subcontractor to give an option quotation, and set forth and
strict the items to be changed;
In implementation, each subcontractor can make changes under the restrictive
conditions of change, and must undertake the extra work at its own cost.
Changes to any item without a unit price cannot be effected unless and until the
unit price is fixed;
Define a project change process, requiring the subcontractors to acquire
authorization and permit from Huawei before they make any changes;
Drive the design engineer to manage the version of site design documents so
that the design documents available to the site engineers and construction
subcontractors are of the latest version.

Main Work and Main Supervisory Points of the Site Implementation Managers Materials
Management
Purchase Policies for Towers
Tower materials are first needed by the civil work of each site, but have a long
lead
time and construction period. They require close attention in a project.
Design the towers into unified patterns to reduce the tower types;
Locally purchase the towers or the first batch of towers;
Require the tower suppliers to first produce and deliver anchor bolts;
It is suggested that the project team should purchase the tower supervision
service;
The site implementation manager can use the small tool of tower management;
Refer to the document Site Ready For Tower vs Delivery FC attached.

Management
Key Points of Material Purchase
In purchasing diesel generators, confirm with the customer the brand, technical
specifications and other technical parameters of the selected diesel generator shelter, and
pay attention to the local after-sales service capability of the selected diesel generator
suppliers.
ATS is available in a wide variety, the auxiliary materials set forth in the purchase order must
be correct;
Confirm with the customer the technical specifications of the auxiliary materials after the
contract is concluded but before Huawei places a purchase order of material preparation;
Cement, sandstone and reimbursement bars are generally provided by the subcontractors.
Check these materials;
For key materials, appoint a person to specially review the electronic packing list before the
delivery to ensure the goods to be delivered agree with the purchase order placed earlier.

Management
Case: Standard Lead Time of Key Materials in South
Africa
Material Sub- Standard Lead Time Qualificatio Time for Remarks
category n Period Applying
for Code
Tower 45 days (less than 100 towers in 5 days 5 days Tower made in China
no more than four tower
patterns)
Micro wave 8 weeks (PDH and SH-SDH) or 5 days 5 days Micro wave of a global
12 weeks (LH SDH) or domestic brand
Shelter 3035 days (les than 100 5 days 5 days Agisson
shelter)
Diesel generator 9 weeks 5 days 5 days The lead time varies
(made at home) with the batch size and
model.

17/9/29 Security Level: For internal use only
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HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential

Guide To Site Implementation Managers in On-Site Construction Management

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17/9/29 Security Level: For internal use only

Guide to Site Implementation Managers in

Site Design and Implementation Management

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential

Relations between Site Implementation Management and Project Management

Position of the Site Implementation Manager and Site Engineer in a Project

II. Organizational Environment That the Site

III. Main Work and Main Supervisory Points of the

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 2

Recognize the Apply the Carry out Application

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 3

Project Aim curve of site

Project management in the

Project management in the Function

Site implementation Scope of business

Mass production management of sites + site management of the project

Smooth curved transition of site implementation management is the aim

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 4

Regional Site Design and

Definition of site implementation

Definition of site engineer:

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 5

II. Organizational Environment That the Site

III. Main Work and Main Supervisory Points of the Site

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 6

Which organizational environment am I located

HUAWEI TECHNOLOGIES CO., LTD.

Vice president of sales Vice president of delivery Vice president of business

Regional division Representative office N

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 8

Sales Management Technical Service

Finance Dept. Commercial Affairs

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 9

Finance Dept. Information Security

Vice representative of sales Vice representative of delivery

Professional Service Dept.

Service Marketing Dept.

Service Training Dept.

Planning control team

Operations support team

Site acquisition team

The project team members Site implementation team

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 11

What to do when you are in What? You

Issue Type See Help from

Issues related to local material procurement CEG

Issues related to subcontractors CEG\Contract Manager

Other issues Project Manager

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 12

II. Organizational Environment That Site Implementation

III. Main Work and Main Supervisory Points of the

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 13

Read the contract

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 14

Interface of work division

Technical specifications on civil work and outsourced auxiliary products

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 15

Recruited for the project or as regular employees

One site engineer every three to four teams or every 20 sites

Clearly define the responsibilities and work in a result-driven way

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 16

2) Local popular construction procedures, process and special regulations

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 17