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Report of MCC Activities since PCG#14 Adrian Scrase MCC

Report of MCC Activities since PCG#14 Adrian Scrase MCC. Table of Contents. 3GPP Reorganization Corresponding MCC Reorganization Workload Performance Resources Problems Conclusions. 3GPP Reorganization (1). TSG Reorganization now completed

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Report of MCC Activities since PCG#14 Adrian Scrase MCC

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  1. Report of MCC Activities since PCG#14Adrian ScraseMCC

  2. Table of Contents • 3GPP Reorganization • Corresponding MCC Reorganization • Workload • Performance • Resources • Problems • Conclusions

  3. 3GPP Reorganization (1) • TSG Reorganization now completed • New Technical Bodies in place and old Technical Bodies closed • New leadership appointed and in place • Summary of the new organization given in following slide

  4. 3GPP Reorganization (2)

  5. MCC Reorganization (1) • TSG Reorganization led to a re-allocation of MCC resources • An opportunity for a “change of scenery” for some experts • Core competences retained • Transfer of responsibilities achieved without interruption to service level • No departures or new arrivals since PCG#14 (except-----)

  6. MCC Reorganization (2) Lisa Ishii born Saturday 24 September 2005

  7. Workload (1) • Workload is not decreasing • RAN LTE has led to a resurgence of interest • TSG and WG meeting participation shows a growing trend • Number of contributions shows a rising trend • Number of CRs shows a rising trend (following Rel 6 freeze)

  8. Workload (2) Specifications by Release (pre TSG#29)

  9. Workload (3) CRs by year and Release (pre TSG#29)

  10. Workload (4) Release ’99: stable Release 4: stable Release 5: CRs reducing Release 6: work now starts!

  11. Performance • Targets for delivering specifications after each TSG meeting consistently being met: • 90% delivered within 2 weeks • 100% delivered within 3 weeks • Error rate static at 0,3% (or 3 errors in 1000 implementations) • All regular WG meetings being supported (even using substitution for collocated meetings)

  12. Resources • MCC Resources for 2005 have been reduced (below the budget allocation) • Rationalization results in 0,5 expert saving • One MCC Assistant now working 80% • Resources are now at the minimum level without imposing a degradation of service • Support sought for the 2006 Budget request to enable service continuity

  13. Problems (1) • IT services at TSG/WG meetings are provided on a “best effort” basis • Provision of service is executed by TSG/WG Secretaries on a goodwill basis • Delegate expectations are higher due to experiences in other bodies where professional support is provided (eg OMA) • Internet access is a particular problem • Any tangible increase in service level implies budget increase • PCG advice sought!

  14. Problems (2) • Many WGs are now holding collocated meetings • Such meetings become very large and introduce logistic challenges • Collocation of groups reduces the possibility to reuse MCC experts

  15. Conclusions • MCC functioning well • Staff/experts turnover at a consistent level (at around two experts per year) • Resources now trimmed to the limit • Service level being maintained • Some frustration in not being able to deliver the IT service level expected from the community • Working environment remains healthy and conducive to high output

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