Managed WAN Installation
Service Definition
Version 2.0 2nd March 2015
Contents
Contents
Contents
Contents
CONFIDENTIALITY STATEMENT
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DOCUMENT CONTROL
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1.1 Version control ... 5 1.2 Distribution – Intended ... 52
INTRODUCTION
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INSTALLATION SERVICES
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3.1 Project Delivery ... 7 3.2 Project Activities ... 7 3.2.1 Project Management. ... 73.2.2 Technical Design Authority. ... 7
3.2.3 Provisioning Service Management. ... 8
3.2.4 Network Engineering and Installation ... 9
3.2.5 On-boarding. ... 9
3.2.6 Migration ... 9
3.3 Test and Acceptance ...10
3.4 Customer Project Responsibilities ...11
3.5 Meetings and Reviews ...11
3.5.1 Project Initiation Meeting (PIM) ... 11
3.5.2 Client Project Initiation Meeting (CPIM)... 11
3.5.3 Weekly Project Review ... 12
3.6 Documentation ...12
3.6.1 Statement of Requirement ... 12
3.6.2 Solution Design Document ... 12
3.6.3 Project Plan ... 12
3.6.4 Client Tracker ... 12
3.6.5 Project Log ... 13
3.6.6 Highlight/RAG reports ... 13
3.6.7 Customer Acceptance Form ... 13
3.8 Risk Management ...13
3.9 Third Party Management ...13
3.10 Change Management ...14
3.11 Service Relationship Manager ...14
Confidentiality statement
Information contained in this document is provided in confidence under the terms of the contract between SAS Global Communications Ltd (SAS) and the Customer. It shall not be published or disclosed wholly or in part to any other party, nor used for any other purpose, other than in accord with the provisions of the contract.
SAS Global Communications Limited. Registered in England No: 02364950
Registered Office: SAS House, Blackhouse Farm, Blackhouse Road, Colgate, Horsham, West Sussex
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Document control
1.1
Version control
Issue Author Date Comments
1.0 Bob Smith 01/09/2014 1.1 Geoff Tyrrell 24/11/2014 1.2 Geoff Tyrrell 24/12/2014 2.0 Geoff Tyrrell 02/03/2015
1.2
Distribution – Intended
Addressee Department/ Organisation Email Address2
Introduction
The purpose of this Service Definition is to provide a reference guide to the Managed WAN Installation services provided by SAS. By Managed WAN, SAS refer to the ‘wires only’, multisite Wide Area Network (such as an IP VPN or VPLS) and the routers on the end of the circuits at the customer premises managed by SAS. Solutions may also incorporate internet connectivity and layer 2 connectivity between sites to provide a broader Managed WAN solution
Services defined in this Service Definition may be contracted as a set (as a Managed WAN Installation Service associated with a set of circuits and equipment), or as individually specified services.
All work carried out by SAS for its customers is contracted by means of Service Contracts. A Service Contract consists of:
• An Order Form, which defines what is to be supplied and the price and payment terms pertaining.
• Services Specific Terms and Conditions, which are specific to the services identified on the Order Form
• The SAS Terms of Business, which defines the overall terms and conditions of supply
After the Service Contract is formed, it is routed to the SAS Project Management function to deliver the services contracted. Where those services relate to Managed WAN Installation Services, they are defined in this Service Definition.
This Service Definition is not a contract and in the event of any conflict between this document and the applicable Service Contract, the Service Contract shall take precedence. In particular, this Service Definition may contain information concerning optional services that have not been taken up by the customer.
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Installation Services
3.1
Project Delivery
Every project will be subject to the formal SAS project delivery process, except where agreed differently in specific cases. The activities described below are carried out only for the scope of the SAS supply. Where the customer has responsibilities for the supply of certain elements or infrastructure, the customer is responsible for providing all necessary services to ensure that the elements or infrastructure are provided within the agreed timescales.
3.2
Project Activities
3.2.1 Project Management.
SAS will provide a project manager to manage the delivery of the Customer project. The project manager is responsible for implementation of the following from contract award to final acceptance:
• Primary point of contact and accountability;
• Delivering the services according to contractually agreed specifications; • Holding the Customer Project Initiation Meeting (CPIM);
• Liaising with the customer’s project manager/owner; • Risk management and mitigation;
• Project team/resources (national and international); • Managing subcontractors and internal parties; • Managing change requests;
• Managing acceptance procedure;
• Production of migration plans for cutover to the new facilities, where appropriate;
• Production and updating of project documentation; • Handover to SAS in-life support;
• Invoicing in accordance with the Service Contract; • Project closure/evaluation meeting.
3.2.2 Technical Design Authority.
SAS will establish and validate the network design working from the customer’s requirements and produce a Statement of Requirement document giving a definition of all the equipment to be installed or reused on Customer sites, all circuits to be established between sites and any other deliverables from the project. The Statement of Requirement will detail the customer requirements given in the exploratory meetings and list key assumptions and dependencies on the customer. It is to be approved by the Customer as complete and correct. Following the approval of the Statement of Requirements by the customer, a Solution Design Document will be established to document engineering-level information.
The Technical Design Authority will cover:
configurations, including LAN, WAN;
• Business requirements analysis and specification; • Documentation of project scope;
• Documentation of network design;
• Applicability of global architecture and technology standards
• Design, creation and test of configuration templates for the routers etc • Establishment of acceptance criteria for the WAN component installation.
3.2.3 Provisioning Service Management.
SAS provisioning service management (PSM) is a complete procurement, administration and support service for ordering UK and International voice and data services from global carriers.
The timely delivery of voice and data circuits for converged networks is critical to the project and often overlooked. The PSM team is highly trained in overcoming the hidden challenges that are inherent when ordering a data circuit with a carrier. The process for ordering a circuit has c. 65 work stages involved in its delivery. By understanding the lead times for each stage of the process the SAS PSM team can ensure that the delivery of the circuit is on track throughout the process, ensuring more circuits are delivered on time or any potential issues are highlighted as soon as they happen.
SAS PSM will ensure that:
• The lead order is placed and validated by the carrier within 48 hours following the Customer Project Initiation Meeting.
• All orders are managed and monitored through the survey and planning process. Any excess construction charges (ECC) are highlighted and passed back to the relevant Account Team, via the project manager for resolution as soon as they occur.
• Three weeks after completion of planning get a contractual delivery date (CDD) for the circuit
• All orders are monitored for progress daily and at each stage of completion the client is updated.
• Multiple circuit updates are consolidated into a weekly update report via the SAS project manager.
• Any carrier escalations will be undertaken by SAS as required to ensure the CDD is met. Any risks will be highlighted to the client at the earliest opportunity.
o In the case of BT, it is the BT Account Team’s responsibility to raise the DSO
and seek Openreach’s approval before SAS can progress the escalation. • The Carrier provides circuit handover information and circuit completion to SAS. • The client and project manager are informed of circuit readiness and circuit information for CPE installations.
• All carrier information and references are passed to the SAS on-boarding team for inclusion in the SAS management platforms.
SAS’s carrier provisioning service managers works closely with the SAS technical project managers (TPMs) team to ensure effective communication of circuit delivery status as they are key to planning project timescales and effective resourcing.
Openreach delays, both expected and unexpected cannot be avoided but SAS PSM will highlight these issues when they arise.
3.2.4 Network Engineering and Installation
SAS Network Engineering (NetEng) integrates carrier services and infrastructure design to mitigate the risk of downtime or interruption to business systems. SAS implement sequential testing procedures and ‘back step’ scenarios throughout the installations.
NetEng includes:
• Offsite configuration, staging and soak testing of networking hardware
• Installation and commissioning of new networking hardware at central and remote sites
• Acceptance testing
Working in conjunction with the on-boarding team the Network Engineers use an SAS developed proprietary application called DIPA (device installation progress application) to complete the process, passing the solution from the installation to the in-service stage. Once the engineers have the router up and running on site they run through a series of tests with the customer to confirm the network is performing as specified and then take a number of photographs of the router and where it is in relation to its environment. This information is then kept with the rest of the customer details on the SAS management systems. This is particularly useful when the device develops a problem in service and the SAS Service Desk are able to guide the customer’s on-site representative to perform the local physical and environmental checks.
For BT International sites, the above responsibilities of NetEng are modified. For such sites, BT is responsible for delivering the hardware directly to site, and to physically install it with a basic configuration. Once it is established that the device(s) can be seen from the SAS Service Desk, the final configurations developed by NetEng are downloaded and tested.
3.2.5 On-boarding.
This service brings the device into support. For each device there may be around 100 elements of meta-data that needs to be associated with that device which need to be added into the customer infrastructure database (CIDB) in order to facilitate in life support. The CIDB incorporates all device, support, interface and management meta-data to ensure that the client has a reliable meta-database of their provided IT infrastructure. The meta-data derives from SAS, the network provider and the customer and drives all SAS support and reporting processes. The network engineers liaise closely with the on-boarding team whilst on site. After the network engineer has proven that the service performs as specified, on-boarding is effected to ensure that the device is visible from the monitoring platforms and the information in the DIPA is loaded against the customer’s CIDB. The aim is to have any installed device onboarded and in service within 24 hours.
3.2.6 Migration
SAS Managed WAN offers two migration methodologies from existing networks: • Big bang migration available.
• Phased migration available.
Big bang migration is when all the sites are migrated to the new network all at the same time. A new SAS Managed WAN is delivered and the router is connected to the same switch as the current WAN router and with the same LAN IP Address. However
the SAS Managed WAN router LAN is disabled so there is no conflict. At this point SAS are able to monitor the router and the network as the WAN ports are fully operational. The SAS TPM will agree a time and date with the customer out of office hours for the customer to power down the existing WAN router. SAS then enable the SAS Managed WAN router’s LAN port so that the customers switch now sees the LAN IP Address that it previously had for the existing WAN Router now present on the SAS Managed WAN router. The existing WAN is then cancelled leaving just the SAS Managed WAN. Phased migrations are more complex by their nature and are suited to customers with more than 10 sites or sites with multiple Leased Line, EFM or Ethernet circuits. Firstly the SAS TPM and TDA will meet with the customer to discuss the priority of the sites to be migrated and the customer responsibilities for making changes to their LAN. Once the project plan has been agreed by the customer the project will commence. SAS will install the SAS Managed WAN router at the lead site and set this as the default gateway. The SAS monitoring link is also in place at this time. As each site is installed with the new SAS Managed WAN router, the existing WAN router will be disconnected and the service cancelled. The new SAS Managed WAN LAN IP Address will be the same as the existing WAN router IP Address. SAS will reconfigure the default gateway at the HQ so that this site is accessed via the SAS Managed WAN rather than the exiting WAN. All sites are completed one by one on this basis. Once all the sites are on the SAS Managed WAN the existing router and circuit are decommissioned and cancelled.
One of the advantages of the phased migration is that sites can be cancelled as and when the new service is delivered. Therefore if one site has a long delay due to excess construction charges then this needn’t hold up the entire network, reducing dual running costs.
3.3
Test and Acceptance
The delivery, test and acceptance process for a project will be achieved on an incremental progressive basis, unless otherwise detailed in the Statement of Requirement. For each element of the supply, an acceptance test plan will be proposed by SAS and presented for the approval of the responsible Customer Project Manager. It is important to recognise that the acceptance operations described in this section relate only to the SAS services, and do not relate to any telecommunications infrastructure provided by carriers. The latter is provided by SAS only on the terms offered by the carriers concerned.
At the programmed time as defined in the project plan, the agreed acceptance tests will be carried out, unless revised with notice of no less than one week. The customer has the right to witness such tests, but the absence of a customer representative shall not invalidate the test.
In the event the acceptance tests are successfully passed in accordance with the Acceptance Test Plan, the Project (or as appropriate, the elements of the Project) shall be deemed accepted. A Customer Acceptance Form shall then be presented by SAS to the Customer and shall be signed within three working days. Where acceptance is documented within a project closure meeting, the minutes of the meeting signifying acceptance shall be signed by the Customer within three working days.
In the event any tests detailed in the Acceptance Test Plan are not passed, SAS will correct the underlying problem and repeat the corresponding individual tests which were not previously successfully carried out.
Where documentation is submitted for approval, the customer will either provide such approval within 5 working days, or provide a detailed list of comments which, when
addressed, will render the document acceptable. If the customer provides no such comments within the above period, the document is deemed approved and accepted. Any product, document or facility used for operational or commercial purposes by the customer shall be deemed accepted, irrespective of whether acceptance tests have been carried out and/or passed.
3.4
Customer Project Responsibilities
The successful and timely provision of the Services by SAS is dependent upon the customer's prompt performance of its own project responsibilities.
The primary responsibilities of the customer are to provide accurate information with respect to its requirements and pertaining to the sites to which services are to be provided. The customer needs to take responsibility for the information provided to SAS and such information needs to be complete and fully accurate. In particular, for each site, SAS will need to be informed of two site contacts who can provide information related to that site, but also arrange access as is required both to the site and any specific parts or facilities on it that are needed to carry out the install. SAS will expect to be able to gain access during normal business hours (i.e. from 9am to 5:30pm on weekdays that are not public holidays) to carry out its tasks. As site contact, the customer will be responsible for gaining any necessary permissions in order to allow SAS the required level of access (e.g. from a building landlord, data centre management, or other tenants of a shared facility).
The initial appointment booking with local site contacts is performed by the CUSTOMER project manager with the SAS Project Manager liaising with the local contact after the dates are confirmed.
3.5
Meetings and Reviews
Meeting Frequency
Project Initiation Meeting (PIM) Internal SAS meeting held at the beginning of the project
Client Project Initiation Meeting (CPIM)
Held at the beginning of the project. Further face to face meetings on an as required basis. Weekly Project Review Projects will be discussed on the regular weekly
Project calls with the Customer Project Manager.
3.5.1 Project Initiation Meeting (PIM)
Internal SAS meeting to review complexity and deliverables for the project. It ensures that the necessary information is held by the project manager and that all relevant entities are aware of any special features of the project. In attendance will be the Account Manager or New Business Salesperson, Presales Consultant, Project Manager, Lead Engineer, assigned Provisioning Service Manager and a representative of the Service Desk.
3.5.2 Client Project Initiation Meeting (CPIM)
Acts as a kick off to the project. Each project will require a separate CPIM which will be agreed and scheduled on a case by case basis. The CPIM will examine the Statement of Requirement which has been signed by the customer at the point of order. Any
inaccuracies and/or missing areas in this document will need to be resolved at this stage. The CPIM will review the activities to be carried out as part of the project, and the responsibilities of each party. Practical details such as contact details, meeting scheduling and reporting will be covered. Present at the meeting from SAS includes the Project Manager, Technical Design Authority and the Lead Engineer.
3.5.3 Weekly Project Review
The purpose of the weekly Project Review call is to assess and review the following: • WAN project status to include;
o circuit progression, o action tracking, o risk register review, o deployment status.
The attendees from SAS will be the Project Manager, the Provisioning Manager, Account Team and Engineering resource (when required).
3.6
Documentation
3.6.1 Statement of Requirement
Documents the customer requirements for an installation project, any network design proposed to meet those requirements together with its limitations and any assumptions made. Also gives a definition of all the equipment to be installed or reused on Customer sites, all circuits to be established between sites and any other deliverables from the project.
This document forms the reference for the Installation activities to be carried out, and so needs to be approved by the Customer as part of the contract. In particular, in order to avoid potentially costly and time consuming corrective actions, the Statement of Requirement must be approved before any commitments to third parties will be made (e.g. with telecoms suppliers for circuits).
In certain circumstances, the Statement of Requirement may need to be subsequently revised such that on approval it captures a solution that differs in some respects from the governing Service Contract. This may arise because of requirements changes, or clarifications. Approval of the Statement of Requirements doesn’t change the Service Contract however, and a contract amendment will be necessary to accommodate the commercial implications of the differences.
3.6.2 Solution Design Document
Following on from the Statement of Requirement, the Solution Design Document will be established to capture the engineering level detail required to deliver the project. If the customer has their own Technical design team which has worked in collaboration with SAS then this document needs to be agreed by the customer, otherwise this document is purely used internally within SAS.
3.6.3 Project Plan
Established in Excel or as a Gantt chart depending on the size of the Project.
3.6.4 Client Tracker
Used to record progress for Data Service provision and which feeds into the overall Project documentation. It is reviewed on the weekly calls.
At the end of the service delivery, it is complete and forms the handover document, providing the information necessary for reference post-Installation, specifically:
• As-Built design
• Detailed device information • Circuit information
• Testing information
• Maintenance arrangements
3.6.5 Project Log
Issues, risk, off-spec, request for change or questions related to project. Used to specify additional activity or issues outside of standard delivery, for instance traffic management or specific action to deliver service. This forms the basis for discussion on the weekly calls.
3.6.6 Highlight/RAG reports
Provided as required on a regular basis to the Customer Project Manager and used as part of Account Review meetings.
3.6.7 Customer Acceptance Form
The form presented by SAS for acceptance of the delivered products and services. A Project may generate a number of such Customer Acceptance Forms for the various elements of the Project. With the agreement of both Parties, the project closure meeting can incorporate acceptance of part or the entire Project evidenced by signature of the minutes of the meeting.
3.7
Project Governance
The SAS Project Manager will be responsible for the day-to-day delivery of the above and chairing regular reviews with the Customer Project Managers and project stakeholders.
Where appropriate, SAS will participate in higher-level governance meeting (e.g. Project Board or Steering Board) on a less frequent basis. Attendance from SAS will be at the discretion of the Customer and SAS.
3.8
Risk Management
At the beginning of the Project, the Project Manager shall identify the key risks to the timely delivery of the project. The customer will need to review these risks and the mitigation actions proposed, adding other risks where these are determined to exist. Customer approval of the Project Log acts to signify customer acceptance of the risks and mitigation actions, including and in particular where those mitigation actions are the responsibility of the Customer.
3.9
Third Party Management
Whilst SAS is responsible for the delivery of a project to the Customer, SAS may use both suppliers and subcontractors to assist. SAS is responsible for the performance of its suppliers and subcontractors, but can of course only accept liability to the customer to the extent that supplier or subcontractor accepts liability to SAS.
A “supplier” is a third party that provide products or services that are “off-the-shelf” and are not customised, configured or adapted by the customer, all such necessary interaction being conducted by SAS.
A “subcontractor” is a third party that may provide professional services in order to effect some customisation, configuration or adaptation. A subcontractor may interface with the customer to collect requirements, gather information or support the test of their products and/or services.
For subcontractors, SAS will:
• Ensure that the subcontractor is provided with any necessary information related to SAS activities which are relevant to the work of the subcontractor • Ensure that SAS activities take account of the work of the subcontractor • Agree the specification of work for the Subcontractor, and where appropriate,
ensure it is agreed by the customer.
• Monitor the performance of the subcontractor through the project
• Participate in any acceptance testing upon the deliverables from the subcontractor, together with the customer where appropriate.
3.10
Change Management
This section refers to change in the scope of a project once initiated. A new requirement for a site or project will be handled through the overall Sales Order Process.
Any change arising during the project will be captured in the Project Log. If there is no commercial implication of the change, the impact once agreed will be implemented under the control of the project manager for the project in question, including its impact on any work to date and/or deliverable documentation.
If there are any commercial implications of the change, it will be referred to the SAS Account Manager who will ensure that the necessary requirements are elucidated from the customer, and will issue a quote under a new OP number. The Project Log will record that the new OP, once agreed, is implemented as part of the original project delivery and not as a new project.
3.11
Service Relationship Manager
Where included in the services, the role of the Service Relationship Manager (SRM) is to take ownership for the day to day aspects of the delivery and management of the in-life service contract. The SRM’s primary objective is to make sure that customer satisfaction levels are optimized by acting as the Customer’s consultant / champion for their entire managed ICT estate.
In the Managed WAN Installation phase, the Service Relationship Manager will be involved in coordinating OpenReach fibre and copper enablement teams prior to circuit orders being raised but most importantly ensuring that the transition into support is trouble-free. The SRM will take responsibility to ensure that contact and escalation matrices are complete and lodged in the SAS system, that customer staff are aware of the support arrangements, and that the necessary reporting mechanisms are in place. Any introductory awareness training required in SAS facilities accessed by the customer will also be provided by the SRM. If any more in-depth training is required by the customer, the SRM will provide information as to costs and arrangements. One aspect of this transition is to provide a Customer Handbook which will be maintained by the SRM throughout the in life support phase.
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Professional Services
From time to time, the Customer may request SAS to undertake tasks in the areas of audit, troubleshooting, network consultancy, service management and other specific tasks utilising the skillsets available to SAS – collectively termed Professional Services. Such services may be required either to supplement the Customer’s own resources with expertise that SAS can provide, or to carry out specific audit, diagnostic, assessment or troubleshooting tasks. Such tasks would normally be carried out on a time and materials basis, but can also be provided by agreement on a fixed price basis. Professional Services may involve the various skill areas described in section 3 of this document, but which are in addition to the services described there. Where the task involves a number of skill areas, and SAS will organize the delivery of the task as a project, involving the appropriate skills necessary as described in section 3.
In requesting Professional Services from SAS, it is the Customer’s responsibility to clearly define the scope of the activity needing to be undertaken, and the skillsets required, and the timescales generally required. SAS will assist where it can with such definition, but responsibility must remain with the Customer.
Where work is to be carried out in whole or in part on a on a time and materials basis, the Service Contract will specify for the time and materials element a Maximum Commitment. The Maximum Commitment will represent the entire financial liability of the Customer for such work, and the Customer is not obliged to make payment for any work carried out exceeding such limit without giving express written permission. If SAS determines that the Maximum Commitment is not sufficient to cover the expected future work, SAS will bring this to the attention of the Customer, who will either increase the Maximum Commitment by notice in writing, or instruct a cessation of the work.
