[Subject]

Revision

:

1.0

Project Charter

Date

:

March 22nd, 2020

[Company]

Project Charter –

Date – March 22nd, 2020

Approved – Kevin Shah, CEO, Commscope

[Subject]

Project Charter

Revision 1.0

PMGT 699 Project Charter v.1 April 2018 (Adapted from Document Code: PMBOK4.1.3.1)

List of Changes

Date	Revision	Description	Author
March 22nd, 2020	1.0	Publication for use	Raj Chelikani

Table of Contents
1.

General Provisions

4
2.

Terms, Notations, Abbreviations

4
3.

Project Purpose

4
4. Measurable Project Goals and Objectives 5
5. High-level Project Description and Boundaries 6
6.

High-Level Requirements

6
7.

Overall Project Risk

7
8. High Level Constraints and Assumptions 7
9.

Summary Milestone Schedule

7
10.

Key Project Deliverables

7
11.

Preapproved Financial Resources

8
12.

Key Stakeholder List

8
13.

Project Approval Requirements

9

Project Exit Criteria

9

Project Manager

9

Appendixes

10

1.

General Provisions

This document refers to the project “[Subject]”, which is implemented by the organization “[Company]”.

The Project Charter formulates the practical requirements and documents the high-level description of the product, service or other deliverable that should meet these requirements and will be result of the project.

The Project Charter is issued and signed by the Initiator or Sponsor of the project and formally legitimized the existence of the project. It provides the Project Manager with the authority to use the organizational assets in the project operations.

The approved Project Charter formally initiates the project.

If the project consists of several phases, the Charter can be updated to verify or improve the decisions taken during the previous iteration of the Project Charter development. In such a case the Charter is re-issued and signed as amended.

Terms, Notations, Abbreviations

Term/Abbreviation

Definition

DAS

Distributed Antenna System

RF

Radio Frequency

VoIP

Voice over internet protocol

IDF

intermediate distribution frame

MDF

main distribution frame

CDF

combined distribution frame

Project Purpose

The Dallas Cowboys’ new stadium in Arlington, Texas, the nation’s largest and most spectacular domed venue. Befitting a site of this stature, it will operate the most sophisticated, high-performance and world-class communications infrastructure of any sporting facility in the world. On the wireless side, more led to more—more subscribers consuming more data meant that AT&T needed more antennas and sectors to provide more capacity within the stadium. Five major upgrades were implemented to the state-of-the-art distributed antenna system (DAS).

The original goal was to build a flexible neutral host infrastructure that enabled every fan to quickly and easily tweet, text, share photos and stream videos from a wide variety of smart devices—with the stadium at maximum capacity. The current challenges that needs to be fulfilled to meet the capacity.

The Cowboys DAS is AT&T’s largest DAS stadium project and has been a model for others across the country. Below are the detailed project proposal and purpose.

· Hundreds of antennas will be added to provide coverage throughout the venue.

· Dozens of cell sites located in the stadium will be doubled the number of last season

· Expanded AT&T’s network capacity and coverage on the DAS system by more than 150%.

We’ve taken steps to better manage the large amount of wireless traffic we expect to see during this week across Dallas-Fort Worth.

· Install Distributed Antenna Systems (DAS) throughout major hotels and venues hosting football teams and fans throughout the Dallas-Fort Worth metroplex.

To better serve the areas in and around Cowboys Stadium, we should also add:

· Equipment installation to a temporary Outdoor DAS that consists of five additional network zones that will provide added coverage in the stadium parking lot .

· Enhanced coverage at teams practice fields and Cowboys HQ

This will provide additional capacity to cell sites in the vicinity of the stadium and serving the facilities where the teams will be practicing.

Federal Communication Commission approvals and before and after installation and during launch is required. Must follow all local radio emission precautions and display signs where needed.

Organizational need

· Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park)

· Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper and smaller laptop after advances in computer memory and electronics technology)

· Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials)

· Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact)

· Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide potable water systems, latrines and sanitation education to communities suffering from high rates of cholera).

These factors may also be called incentives, opportunities or business requirements. The basic point of all these factors is that management should decide what the response should be to them, and what projects should be authorized and fixed in the Charter.>

Measurable Project Goals and Objectives

The Major goals of the project is to achieve the below business goals

Business Goal 1:

· Project Objective 1.1: The Company had decided to add additional network infrastructure and Cellular sectors to the stadium to meet the capacity increase the user experience.

· Project Objective 1.2: A dedicated antenna within every stadium suite

· Project Objective 1.3: Expanding ION-E distribution system throughout the parking lot area to give tailgaters swift, 24/7 wireless access along with MIMO coverage inside via dedicated secondary antennas in support of for future Super Bowl events.

Business Goal 2:

· Project Objective 2.1: Adding 150 intelligent point-of-interface modules to the ION-E platform to support 15 zones of parking lot coverage for AT&T

· Project Objective 2.2: Expanding the core DAS headend area from two to six rooms.

Business Goal 3:

· Project Objective 3.1: Adding 500 ION-E remotes and 400 antennas to the lower concourse via a lockable façade that optimizes capacity closer to the fans without compromising any aesthetics.

· Project Objective 3.2: Adding 100 ION-E remotes to the upper concourse.

· Project Objective 3.3: The state-of-the-art DAS manages more than 20 stadium functions, including ticketing, halftime staging, maintenance and team communications. Between 2016 and the beginning of 2020, the total antenna count rose nearly 60 percent, from 1021 to 1687. Guided by the principle that signal strength should be “used, not seen”, every single antenna in the building is hidden from the naked eye.

High-level Project Description and Boundaries

With today’s advanced networks and the proliferation of smartphones, it’s easy to understand how traffic has increased at major venues just as it has everywhere else, and why AT&T has seen a 2,300% increase in mobile data on its network over just the past three years (3Q07 to 3Q10). Through venue enhancements, such as Cowboys Stadium, AT&T continues to provide a great customer experience whether you’re making calls, checking e-mail, downloading the latest scores, or surfing the Internet on your AT&T device.

· Host internationally televised events on a massive scale

· Integrate all systems via a converged infrastructure

· Support wireless capacity equal to an entire stadium

· Build scalability and redundancy into all systems

High-Level Requirements

All the High-level Requirements from all parties have to listed and documented.

A. General:

1. The DAS shall be installed with Management, а Monitoring System.

2. The DAS shall be remotely monitored by Contractor.

3. The Management and Monitoring System shall provide for interactive interfaces to all major DAS electronic components including base head-end, remote units, antenna points, and power supplies. The DAS components shall be interfaced to the facility’s converged data network.

4. The Management and Monitoring System shall allow for real-time remote management and monitoring of the DAS.

5. The Management and Monitoring System shall have a customizable graphical user interface (GUI) for visual display and indication of system status. The GUI shall include the following minimum criteria:

a. Facility maps with interactive equipment icons of major system components and antenna locations.

b. Interactive equipment icons, color coded to indicate current status and clickable by mouse to show device information, status, log, configuration, etc. B. System Features:

C. The Management and Monitoring System software shall incorporate the following features:

1. Remote Equipment Configuration and Troubleshooting

2. Graphical User Interface (GUI)

a. Facility Maps with Interactive Icons (equipment and antennas)

b. Color coded icons for quick visual reference.

c. Equipment Status (threshold, status, alarm, etc.)

3. Alarm Notification

a. Equipment and Antenna Status

4. Web Based Access

a. VPN credentials and User Login

b. Remote Diagnostics

5. Logs

a. Status

b. Alarm and Events

c. History

d. Performance

e. Maintenance

f. Users

g. System Inventory

h. Configurations

6. Maintenance Schedule, Alerts, Reminders, Notification, and Logs

7. System Administration

a. Administrator Login, Passwords, and Security Access Level

b. Users Login, Passwords, and Security Access Level

D. System Requirements

1. Operating System: Windows 7 or Windows 8.

2. Equipment Networking: Ethernet 10/100/1000 Mbps (RJ45 Jack).

Requirements include the quantified and documented needs, wants and expectations of the Sponsor, Customer and other stakeholders of the project. The Project Charter contains high-level requirements only. A complete list requirements should be developed later in the Project Management plan as they become more concrete during the gradual elaboration of the project.

Overall Project Risk

Overall High level project risks.

Construction Risk – There could be several construction risk could come up if the site is not properly surveyed. And the mitigated risk should be updated in the new versions of the plumbing diagram.

Engineering risks – These risk come with handling the testing procedures. Identifying a faulty or damaged equipment during the testing needs to be notified to the project manager and RMA the part at the earliest.

Integration Risks – The planning integration with the AT&T live signal of commercial purpose the mandatory E911 test needs to pass. If the test failed the network cannot be deployed in to commercial status.

Perform risk analysis and maintain a risk register and a risk management plan to mitigate any risks that are caused in the project. Categorize them to risk category and a brief description and a cause for the risk.

Please note that the Project Charter contains high-level risks only. The complete list of risks should be presented in the Risk Register.>

High Level Constraints and Assumptions

Challenges are expected in such large scale project

Constraints:

· Constraint 1

· Constraint 2

· Constraint 3

Assumptions

· Assumption 1

· Assumption 2

· Assumption 3

Summary Milestone Schedule

No.

Milestone

Responsible Party

Date

1

Evaluate and Survey

Government relations and Implementation Team

04/03/2020

2

RF design and Plumbing

Engineering

04/17/2020

3

Construction

Construction

05/20/2020

4

Testing

Engineering

05/29/2020

5

Pre-Launch

Tech Support

06/12/2020

6

Launch

Network Operations

06/19/2020

Key Project Deliverables

Deliverables

Date Available

Acceptance Criteria

Survey Document/Report

04/01/2020

Reports must be documented with all the approvals and must be signed off from a Licensed Professional Engineer

Final RF Design Document

04/15/2020

Final RF design must be approved from carrier AT&T engineering

Government (FCC) Approvals

04/24/2020

FCC approvals needed for the RF Emissions

Fire Dept Notice Documents

05/08/2020

All Fire codes and procedures and inspections need to be approved.

System Testing and Walk reports

05/28/2020

Continuous wave testing from system and continuous wave walk reports needs pass

Post Integration Workbook

06/17/2020

Record all Emissions, Downlink, Uplink and Signal Strength are required and documented.

Post Integration Walk Reports

06/18/2020

Live Signal Walk test reports need to be submitted.

RF Post Integration Optimization Summary

06/19/2020

Post integration optimization reading needed to be documented.

Preapproved Financial Resources

Аs a total cost of $38.725 million, the gigantic 100,000-seat Stadium houses the world’s largest IPTV—a four-sided, 600-ton suspended LED scoreboard—and nearly 950 miles of Commsope cabling, roughly the equivalent of a one-way road trip from Arlington to Chicago.

Project Costs

USD

Human resources

$4,500,000

Evaluation

$75,000

Design

$150,000

Construction

$5,000,000

Testing

$400,000

Pre Integration Testing

$400,000

Pre-Launch

$400,000

Launch

$200,000

Optimization

$500,000

KPI Monitoring

$100,000

Total

$11,725,000

Equipment Costs

USD

Software Upgrades

$1,000,000

Hardware Upgrades

$15,000,000

New Hardware

$4,000,000

Fiber

$1,500,000

New Cable

$500,000

Total

$22,000,000

Reserve Cash

$5,000,000

Key Stakeholder List

Full Name

Position/Organization

Role in the Project

Telephone/E-mail

Kevin Shah

CEO, Commscope

Sponsor, Managing funds

Kevin.Shah@commscope.com

Amith Patel

CIO, AT&T Mobility

Sponsor, Project oversight

amith.patel@attmobility.com

Raj Chelikani

Project Manager

Client Communication, Scheduling and Co-ordination

Raj.chelikani@commscope.com

Mike Simpson

Design Engineer

Design Schematics and simulation plots

Mike.simpson@commscope.com

Naveen

RF Engineer

Testing, troubleshooting and managing site activities

Naveen.katakam@commscope.com

Daniel Rauf

Construction Manager

Overseeing the construction activities

Daniel.rauf@commscope.com

Shawn Addison

Network Operations

Managing network operations and maintenance

Shawn.addison@commscope.com

Project Approval Requirements

The main approvals the are required for the project are

· Site Audits and Inspections.

· Project Area audits.

· Local and municipal Permits.

· FCC regulatory Filings and approvals.

· RFDS (Radio Frequency Data Sheets) for final online integration.

· Signal strength covering more than 95% of the venue.

· Able to achieve high speed data rates.

· Reduce the instance of drop calls.

· Improve the KPI performance.

· Increasing the call capacity and Bandwidth per sector.

This specification is intended to establish the minimum performance criteria requirements for providing a neutral host distributed antenna system (DAS). The contractor shall coordinate all system and performance requirements and criteria with all DAS users to ensure signal strength, coverage, capacity, and other requirements are all maintained. This includes coordination with Cellular Carriers.

All the approvals need to obtain before the initiation and the success criteria depends on the our ability

To provide the customers a seamless and Uninterrupted services to the customers. These upgrades

Will provide the audience with handling more than twelve terabytes of data for each game.

Project Exit Criteria

Project exit criteria depends on the overall performance of the project from the initiation to the end deliverables.

The entry and exit criteria of the project certainly depends upon the requirements and the final deliverables that are delivered. The project is chosen depending upon the requirements and a realistic valuation of the project and the ability to complete on time. All certain things have to be properly documented, understand, utilize resources and then bid for the project. The exit criteria depends on the final deliverables and the closeout package to the customer and making sure that the everything is delivered to the customer in as promised in the charter. Evaluating the documentation and archive them for future use such as any additions or changes that are necessary to the existing system.

Engineering Closeout – The engineering team is responsible for preparing the closeout package which includes the walk reports for the venue the readings that are measured at the system under the installed equipment locations detailed photographic pictures of all installed equipment and antennas that are located in the venue all exports from the walk data.

Construction Closeout – The construction team is responsible for the all the plumbing documentation closeout. And also report the constrains and challenges that are faced.

Implementation Closeout – Final project signoff and the handing over the network control to AT&T.

Project Manager

Project manager is responsible for the passing the client requirements to the constriction and engineering teams, maintain communication and co-ordination between teams. Tracking the project process and reporting it to the management, performing risk analysis and plan risk mitigation accordingly. Planning and scheduling with other portfolios and passing the communication accordingly for the activities that needs to be performed each week and monitoring the process. Maintain, prepare documentation that is required for the teams.

Signed/Project sponsor(s) or charter approving authority

Approval and Authority to Proceed

We approve the project component as described above, and authorize the team to proceed.

Name

Title

Role

Date

[type or sign name]

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Appendixes