Project Management in the Field

1. Project Management in the Field Introduction Understanding Task Order Approach Proposed Team Past Performance • Introduction • Understanding • Task Order Approach • Task 1 – Work Plan Development • Task 2 – Feasibility Study • Task 3 – Develop an Implementation Plan • Task 4 – Conduct Status Reviews • Proposed Team Structure and Schedule • Past Performance ICT for Development Structured Project Approach Ghana Wireless Case Study May 26, 2006 1

2. Ghana Broadband Wireless Broadband internet for two secondary cities Deliverables Project Plan Feasibility Study Implementation Plan Status Reviews Objectives Develop local ICT Capacity Economic development Perspective Operational/Implementation Tactical and Strategic Operating Principles Economically viable Maximize local participation Incremental development Appropriate structure Partnerships, Local and Donor Intro: The Case Study Introduction Understanding Task Order Approach Proposed Team Past Performance 2

3. Understanding of the PWS Introduction Understanding Task Order Approach Proposed Team Past Performance • Goals • Identify the critical components that drive the implementation of a robust telecommunications infrastructure in a Ghanaian municipality (e.g., desirable applications, requisite business models) • Design a repeatable, yet flexible solution that can be applied to other Ghanaian municipalities, as well as other developing countries • Leverage this foundation to enhance economic development and delivery of social services • Challenges • Ghanaian ICT regulatory policies (such as status of VoIP) constrain the range of viable solutions • Limited local capacity of critical enablers (energy, technologies) • Limited economic capacity country-wide and lack of a developed market in rural areas • Critical Activities • Identify and foster relationships with local stakeholders early in the lifecycle • Perform an exhaustive review of applicable local regulatory policies and capacity, identify constraints, and explore alternatives to shape feasibility and implementation activities • Build an integrated team consisting of USAID, local government, commercial entities, IT vendors, and other stakeholders • Define specific objectives and deliverable details 3

4. The PWS Goals Support EGAT’s ICT Objectives Introduction Understanding Task Order Approach Proposed Team Past Performance • Similar to other potential activities under the EGAT ICT BPA, building a municipal network in Ghana supports EGAT’s ICT objectives • PWS activities directly support objectives relating to: • Providing expert ICT advisory and assistance services in areas including ICT- enabled applications, business analysis, and IT infrastructure • Developing and assessing telecommunications policy and regulatory/legal frameworks to promote private sector leadership • Building the Ghanaian ICT capacity • Successful completion of PWS activities indirectly supports additional objectives, including: • Providing an implementation plan that articulates ICT project lifecycle activities (design, development, integration, maintenance) related to COTS and pilot program implementations • Provides a foundation that assists the Accra Mission, WARP, Africa Bureau, and USAID Pillar Bureaus in performing development work, including initiatives in Economic Growth, Education, Health, and Urban Programs 4

5. Overall Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 Work PlanDevelopment Develop Feasibility Study Develop Site Selection Criteria Perform Site-Level Research Assess Implementation Strategies Feasibility Study Economic Base Population Density Local Support Capacity Existing ICT Base • Site Technology Feasibility Survey • GPS Coordinates • Spectrum Analysis • Line of Site Analysis • Power Assessment • Assess Potential Local Applications • Initial Coordination with Local Vendors and Service and Content Providers • Initial Coordination with Local Government and Business Leaders • Develop Site Recommendation • Perform Site Suitability Analysis • Recommend Specific Site Leveragability of Existing ICT ICT Insertion Options PPP Structure Business Model Funding Alternatives Implementation Schedule Country-Level Research Review relevant existing and emerging Legal/ Regulatory environment Nationwide ICT/Utilities infrastructure analysis Security Environment Implementation Management Business Plan Cost WBS Schedule Resources Deliverables Performance Indicators/Metrics Risk Management Quality Assurance Local Contractor Specific Management Plans Identify Viable Entrepreneurs Financing Strategy ROI Assessment Cash Flow Analysis Market Development Analyze Viable Technologies Donor Coordination Vendor/Industry Interaction Applicable Standards Review Define Primary Technology Components and Constraints Develop Initial Prioritization of Technology Solutions in Each Component Area World Bank United Nations European Union Bilateral Programs Local Contractors Needs Assessment Contracting Activities Technology • Final Product Selection • Technology Acquisition • Strategy • Local/US • PPP • Donor • Logistics • Integration Strategy • Sustainability Strategy Ghanaian Stakeholder Coordination Implementation Plan Internal USAID Coordination Ghanaian Government Entities Local Business Local Community/ NG Organizations Accra Mission WARP/AFR/Other Bureaus Global Development Alliance (GDA) Develop Implementation Plan Management Activities 5

6. International Logistics Local Transportation Identify and engage local transportation providers of both freight and people Identify and mitigate local transportation issues Communications Establish effective communication links and protocols locally and between local stakeholders and the US Security Determine the security environment and the relative significance of the risks. This would include the political stability of the country or region, and the likelihood of petty theft and personal safety. Business Culture Confirm business practices conform with the Foreign Corrupt Practices Act Expect some familiarization to be required to implement full and open competition Importing Equipment Assess the Customs situation to determine if your local government partners can expedite imported equipment, or if there are viable freight forwarders available Local Procurement Inventory the capacity of local IT vendors to provide equipment and spares Assess the costs of local procurement, including applicable VAT, relative to US-based procurement Travel Request for a country clearance must be submitted and approval received, or get clear guidance from the Mission on Country Clearance protocol for institutional contractors Typical travel details include per diem, visas, inoculations, medevac insurance, booking lodging, danger pay (as required) Approach: Overall Task 1 Task 2 Task 3 Task 4 The following logistical issues must be considered for any work performed in Ghana. Our experience in both Ghana and other developing nations worldwide provides unique insight into logistics abroad. 6

7. Task 1 – Work Plan Development: Understanding Approach: Overall Task 1 Task 2 Task 3 Task 4 • Goals • Deliver best value support within cost and schedule • Deliver ICT quality products and services that serve the strategic objectives (SO) of broader development activities • Allocate resources effectively • Challenges • Balancing rigorous cost, schedule, and resource planning with the inherent flexibility necessary for executing activities in a developing country • Remaining cognizant of and accounting for strategic ICT and development activities, while performing tactical PWS activities • Critical Activities • Recognize incremental development concepts as guiding principles in crafting a detailed approach • Collaboratively create necessary artifacts (cost/resource estimates, schedule, milestones, assumptions) • Ensure flexibility and responsiveness to changing environments and requirements are designed into the Work Plan via proactive Risk Management, Communications, and Quality Assurance activities • Plan for significant local participation at all phases of the project 7

8. Task 1 – Work Plan Development: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 CMMI Level 3-Compliant Program/Project Management Methodology • The Project Management toolset contains a range of tools, from Excel templates to Microsoft Project Wizards, that allow our PMs to focus on the content of critical Work Plan artifacts (Schedule, Cost Estimates) rather than the mechanisms • The Project Management Handbook (PMH) provides a foundation of proven, rigorous project planning best practices that are rapidly tailorable to the unique requirements of the Ghana Municipal Broadband Wireless Network Work Plan 8

9. Task 2 – Develop Feasibility Study: Understanding Approach: Overall Task 1 Task 2 Task 3 Task 4 • Goals • Complete a key factors inventory and analysis that will determine the characteristics of a feasible network • Shortlist preferred implementation sites that are desired by USAID, with buy-in by key stakeholders and users, and that can replicated and scaled • Identify one or more compelling applications and business models for the solution • Challenges • ICT government, business, NGO, and user PPP/cluster/private sector value chain likely underdeveloped and functioning in Ghana’s rural secondary cities, making buy-in assessment problematic • Both supply and demand among content/user bases nascent, very limited, or underdeveloped in the regions • Espoused versus actual telecoms legal and regulatory framework and practices likely at odds • Legality of potential “Killer Apps” in Ghana must be confirmed • Critical Activities • Developing the criteria for determining the relative suitability of each site • Linking technical framework with social, economic, and legal factors of feasibility • Pulling together key ICT Cluster members • Economic/business case analysis 9

10. Task 2 – Develop Feasibility Study: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 Develop Feasibility Study 10

11. Task 2 – Develop Feasibility Study: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 • Policy/Regulatory/PPP Approach • Review legal and regulatory opportunities and constraints for rolling out the network in Ghana • Interview GOG/donors/NGO to assess interest in donor financing of the network and possible participation by GOG/NGO agencies in network service delivery • Value Chain/Cluster Analysis Approach • Identify/work with national and local ICT cluster leaders to define economics of ICT provision and utilization in Ghana/target cities • Determine cluster competences/cost elements • Market survey of needs/wants as well as ability/willingness to pay • Assess ability of the value chain to support (technical, content, services) a wireless network in Ghana’s secondary cities • Prepare chain map and identify champions • Deliver business model options and vet them with Cluster leaders to identify issues/constraints/opportunities, generate buy-in, and recruit early adopters • Technology Approach • Analyze existing infrastructure to determine feasibility of potential ICT solutions • Assess local availability of HW/SW • Inventory and document local ICT support capacity 11

12. Task 2 – Develop Feasibility Study: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 • Synthesis Approach • Assess the four sites with USAID: • Compelling applications • Local interest in MWBB • Local capacity to support ICT • Local economic capacity to support market development • Donor/NGO interest in support • Relative impact on Mission SOs • Identify potential incremental success components • Identify the potential for Public/Private Partnerships • Research other donor activity and coordinate • Model financial sustainability scenarios for each site • Rank each site as to its relative estimated viability • Recommend the most likely site 12

13. Task 3 – Develop Implementation Plan: Understanding Approach: Overall Task 1 Task 2 Task 3 Task 4 • Goals • Develop a well-articulated implementation plan that is self-contained, comprehensive, and executable by whatever parties EGAT may elect to use • Create a technical and business solution scope of work that is economically and socially viable with limited or no sustaining donor support • Develop a SOW for a service that draws users and content providers because it is what they want, how they want it, and of which they will take ownership • Implement a service that provides a foundation for enhanced economic and other development within the local community • Challenges • Political, environmental, and technical factors related to African telecom introduce a number of variables that are not obviously visible in an executable Implementation Plan • Integrating cluster/value chain needs and interests with technical and financial drivers • Critical Activities • Craft an Implementation Plan that follows Incremental Development principles and plans for early tangible results in environments with well-defined variables/assumptions • Structure the Implementation Plan such that it is a “living document” that can be readily updated throughout implementation activities to reflect the evolving political, economic, social, environmental, and technical factors • Prepare and finalize a project management plan adjusted to opportunities and constraints identified during Task 2 • Map critical implementation performance metrics and milestones • Develop quality assurance and communications plans • Identify local technical expertise/vendor options 13

14. Task 3 – Develop Implementation Plan: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 Develop Implementation Plan 14

15. Task 3 – Develop Implementation Plan: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 • Designing the stakeholder engagement and market development • Develop a local participation strategy to include commercial, government, and community stakeholders • Develop ongoing communications strategy, including outreach events/media strategies to announce project launch and early successes and to showcase stakeholder participants and donors • Plan presentations to key community groups, establishment of a local advisory council, and other local market development activities in the target municipality • Creating viable businesses • Prepare a business and financial plan for a municipal network with open access for service and content providers based on unsubsidized wholesale pricing • Work with MSME stakeholders in the ICT cluster to identify business opportunities and prepare them, through training and limited technical assistance, to deliver services and content to the network • Through USAID Ghana, coordinate other donor and NGO PPPs to provide training, technical assistance, and limited commodity support for achieving network viability • Initiate dialogue with donor community to determine the extent of potential support • Support ICT marketing to users by the cluster of the benefits of using ICT for business, e-government, communications, education, and recreation • Planning technical implementation • Coordinate and execute technology deployment, integration, and sustainability with selected entrepreneurs over the task order lifecycle 15

16. Task 3 – Develop Implementation Plan: Approach Approach: Overall Task 1 Task 2 Task 3 Task 4 16

17. Task 4 – Conduct Status Reviews Approach: Overall Task 1 Task 2 Task 3Task 4 • Goal • Ensure USAID staff (EGAT, PM, CTO, Accra, WARP, stakeholders) are apprised of relevant project status (progress, issues, risks, finances) • Challenges • Ensuring the appropriate information is presented to the appropriate staff in a timely manner • Balancing a holistic view of project status with sufficient detail to support broader USAID management activities • Supporting rigorous management oversight and effective communications from geographically disparate locations and partner organizations • Critical Activities/Approach • SRA’s standard management practices include routine Internal Progress Reviews (IPR) regardless of the need for external reporting • We will tailor existing templates topackage information from our IPRsinto Monthly Status Reports (MSR) • Our MSRs will include bothsummary information that highlightskey issues, as well as sufficientdetails on project execution • We will never rely on MSRs to replaceregular interaction with the USAID PM SRA’s CMMI Level 3-Compliant Program/Project Management Methodology 17

18. Proposed Team Organization Introduction Understanding Task Order Approach Proposed Team Past Performance • The MWBB project will report directly to EGAT ICT BPA Management • Project business operations support (i.e., financial reporting, travel coordination, security) will be managed at the contract level and typically will be direct billed • Corporately provided services (i.e., procurement, pricing, HR) typically are indirect 18

19. Key Personnel Qualifications Introduction Understanding Task Order Approach Proposed Team Past Performance Siika Zhivkova: Task Leader Qualifications • 26 years of experience in design and implementation of international ICT projects • Experience managing full and open foreign RFI/RFP/RFQ competitions • Currently leading the Armenia and Haiti IFMS projects involving relationships with numerous in-country subs Giles Charleston Bob Otto Dr. Allen Hammond IT Expert PPP Expert Subject Matter Expert Qualifications Qualifications Qualifications • 10 years of research into ICT applications and business models for low-income markets • 30 years of experience in business and NGO project management • Recent hands-on experience with fixed wireless equipment • 14 years of experience in design and implementation of IT networks and software • Haiti IFMS Project Tech Lead– designed and implemented wireless MAN • Assistant Professor of Information Systems and Networking Technology • 25 years of experience in international development and project management • Highly experienced in business development, economic restructuring, and institutional development • Work experience with USAID in 46 countries 19

20. Staffing Plan Introduction Understanding Task Order Approach Proposed Team Past Performance Task • Staffing level of effort includes – Task Leader (320 hours) – PPP Expert (330 hours) – IT Expert (330 hours) – SME (40 hours) – Business Operations (80 hours) – Senior Mgt/QA (16 hours) • Execution includes one two-week Feasibility Study TDY and one two-week Implementation Plan TDY 20