socialist republic of viet nam collaboration program with ...and communications white paper 2014...

Socialist Republic of Viet Nam


Collaboration Program with the Private

Sector for Disseminating Japanese

Technology for strengthening ICT

management capacity in the Ministry of

Binh Duong

Dec.2015

Japan International Cooperation Agency (JICA)

Tokyu Corporation

OS

JR

15-110



Collaboration Program with the Private

Sector for Disseminating Japanese

Technology for strengthening ICT

management capacity in the Ministry of

Binh Duong

Dec.2015

Japan International Cooperation Agency (JICA)

Tokyu Corporation

Collaboration Program with the Private Sector for Disseminating Japanese Technology for strengthening ICT management capacity in the Ministry of Binh Duong ,VIETNAM

－ Contents －

Chapter 1.Background and Purpose of this Project

1-1. Background of this project...............................................................................................1

1-2. Purpose of the business.....................................................................................................4

1-3. Implementation details and structure .............................................................................5

Chapter 2.Operational Management

2-1. Outline................................................................................................................................9

2-2. Operation processes .................................................................................................9

2-3. Use of CRM system data analysis in problem management and the

development of the company’s KPI plan…………………...…..…………..…...10

2-4．Findings.............................................................................................................................12

Chapter 3.Construction Management

3-1. Outline...............................................................................................................................13

3-2. Check of construction management and construction skill……………...........13

3-3. Measurement of optical fiber signal loss.......................................................................15

3-4. Proposals for improving construction management....................................................18

3-5. Technical guidance for construction engineering.........................................................21

3-6. Findings.............................................................................................................................22

Chapter 4.Promotion of Understanding of ICT Project Operation Technologies in

Japan

4-1. Outline of invitation to Japan..........................................................................................23

4-2. Implementation status and evaluation of the invitation...............................................24

Chapter 5.Study of the Direction of Business Development after the Implementation

of this Project

5-1. Outline of business development...................................................................................31

Chapter 6.Clarification of Expected Effects of Development through the Business

after this Project

6-1. Beneficiaries of this project and expected effects of development…………….....33

Chapter 7.Considering the Possibility of Coordinating with the Local ODA Project

7-1. Need for coordination and expected effects.................................................................34

Chapter 8.Summary of the Project

8-1. Operational management………………..............................................................35


8-2. Construction management.............................................................................................35

8-3. Issues................................................................................................................................36

8-4．Direction of future business development……...........................................................36


1

Chapter 1. Background and Purpose of this Project

1-1. Background of this project

1) ICT environment in the country, region, and city concerned

The ICT environment in Vietnam consisted of about 33.19 million people using the Internet as

of 2013, a figure that corresponds to 36% of the country’s population according to the Information

and Communications White Paper 2014 published by the Ministry of Information and

Communication (MIC). In addition, the penetration rate of fixed broadband in 2013 had reached

5.6% of the country’s population, equal to about 5.15 million people.

The Vietnam Postal and Telecommunications Group (VNPT) holds 56.3% of the share of the

fixed broadband subscribers, FPT Telecom holds 26.8%, and Viettel has 9.7%.

The “Prime Minister Decision No. 1775 (Decision No.1755 / QD-TTg) for Approval to Make

Vietnam an ICT power in the Near Future,” which was published in September 2010, specified for

the following goals to be achieved by 2015:

• Development of broadband network in all local governments and districts.

• A mobile broadband network that covers 85% of the population

• Digital TV available to 80% of the households

In addition, the following goals were specified to be achieved by 2020:

• Development of broadband network in nearly all of the villages.

• A mobile broadband network that covers 95% of the population

• Digital TV available to nearly all of the households

According to the Prime Minister’s decision, the overall goal is for ICT to account for 8 to 10%

of the GDP by 2020. For this individual project, the following goals were specified to be achieved

by 2020.

• Development of a high level of human resources

• Spread of rural area broadband

• IT industrial development (particularly software development)

• e-government

• Spread of information and communication equipment in households

• Development of multimedia businesses


2

The enhancement of the ICT environment in the near future is one of the national policies of

Vietnam. This policy includes the development of the necessary environment as well as the

cultivation of industries.

2) Relationships with the country, region, and city concerned

Binh Duong Province in Vietnam is located next to Ho Chi Minh City. It has achieved the

country’s top level growth, posting annual average GDP growth rate of 14 to 15%. "Binh Duong

New City,” a large-scale development project, is being promoted to alleviate the concentration of

the population in Ho Chi Minh City. In February 2014, a new government office building was

completed at the center of the new city, and administration facilities were transferred from the old

city to the new government office building.

In the development of Binh Duong New City in the province, Tokyu Corporation utilizes the

comprehensive capabilities of Tokyu Group and the urban development know-how cultivated in

the development of Tokyu Tama Garden City. As a Japanese company, it exports the urban

development package and aims to deploy business in the largest development project in Vietnam.

3) Present condition of ICT business in the country, region, and city concerned

As described above, Tokyu Corporation has started this project to export the know-how of

Japanese urban development. However, currently there is an insufficient level of development in

infrastructure, which will serve as the foundation of urban development. This is an issue that must

be addressed.

The development of public transportation, the ICT environment, and medical institutions are

defined as the essential factors for making the export of Japanese urban development possible. In

fiscal 2013, Tokyu Corporation was entrusted with the “Japan Regeneration Business through the

Acquisition of New Middle Class Customers in Emerging Countries,” and examined the ICT

environment of the area.

The results showed that the communication environment of the city concerned did not have the

level of quality consistent with that of Japan, and that it is inferior to the environment in Ho Chi

Minh City, the major city next to it. This could be caused by the lack of or underutilization of

technology and service operation know-how by the local carrier, Vietnam Technology &

Telecommunication JSC (hereafter referred to as “VNTT”).

4) Five issues

The following five issues provide an overview of the insufficient level of service operation

know-how and utilization of technology needed for improving VNTT’s ICT environment.

(Figure1)


3

① Shortage of international line capacity

There is not enough international line capacity. The company in charge of the communication

between Vietnam and other countries is expected to make improvements.

② Inadequate automation of traffic processing

When a problem occurs with a communication line, the system cannot automatically switch to

an optimum line. Improvement is expected from the perspective of ensuring the continuity of

service.

③ Lack of data center facilities that can compete in the future

Enhancement (reinforcement) in the current facilities is expected, such as the establishment of

an advanced data center environment capable of responding to the demands of foreign

companies that are expected to enter the Vietnamese market in the future.

④ Lack of awareness among employees about the importance of service

Most of the employees are not aware of the importance of service. Improvement in this area is

expected because it poses a challenge common to all issues.

⑤ Non-uniform quality of the last-mile

The last-mile is the direct connection with the users, and the precision of its construction will

affect the service in the later stage. Measures are expected to be made to improve the precision

of construction.

Figure 1. Issues to address for improving the ICT service quality


4

1-2. Purpose of the business

1) Purpose of the business

Tokyu Corporation focuses on providing technical guidance and know-how, promotes the use of

technology, and aims to improve the ICT business management of VNTT, taking the five

previously discussed issues into consideration. Of these five issues, it specifically aims to address

the 4) lack of awareness among employees about the importance of service and 5) non-uniform

quality of the last-mile.

The reasons Tokyu Corporation has decided to focus on these two specific issues is to improve

the promotional activities that are needed to promote structure and policy proposals to VNTT, and

to directly convey know-how and technology to VNTT’s employees. In regards to the three other

issues, a certain degree of progress can be made through investment.

2) Effect of the business

This project will improve the ICT environment of Binh Duong Province as well as its new urban

area. It will also contribute to sustained urban development.

Efforts for improvement in the previously mentioned issues and enhancements to ICT

environment can help promote new business advancement in the industrial parks that have

contributed to the development of Binh Duong Province. These kinds of efforts can also help

improve the possibility of promoting investment and the living environment in the new urban area.

In regards to promoting investment, Binh Duong New City has the potential to become an

operating base for leading IT companies in the ASEAN region.

There is a vast site on the outskirts moderately removed from the urban area that is home to a

cluster of companies from Silicon Valley in the US. This site offers a sophisticated business

environment and well-prepared living environment, such as high-quality residential and

commercial facilities.

Binh Duong New City is located 30 km north of Ho Chi Minh City. The specs for the future

image of the city and the location satisfy the requirement for Tokyu Corporation and its group

companies, allowing them to take fully apply the know-how cultivated in Japan and move

forward with a high quality, sophisticated form of urban development (Figure 2-1 and Figure 2-2).


5

1-3. Implementation details and structure

1) Implementation outline

Looking at the issues of the lack of awareness among employees about the importance of

service and the non-uniform quality of the last-mile, we concluded that there was room for

improvement in the operational management of inquiries from users as well as in the general

construction management, such as construction skills and the confirmation of the results of

construction. Therefore, we focused our activities on operational management and construction

management. (Figure3)

In the area of operational management, the documents that an employee is to refer to when

he/she encounters a problem were in place. We proposed improvements, such as creating a base

of knowledge by recording and organizing the measures taken, from receiving inquiries to solving

the issue indicated.

Activities to propose improvements helped to objectively assess the current conditions. This in

turn led to the effective improvement of operations through visualization by preparing documents

and quantifying levels of service by analyzing the corresponding user records.

Similar developments were seen in efforts to address the non-uniform quality of the last-mile.

We focused on construction management from the perspective of whether construction itself was

properly carried out, and whether construction records and cables were properly organized, in

order to understand the current situation and propose improvements.

Business improvement proposals were made and efforts to disseminate technology were

conducted in the field. Local staff members were invited to Japan to deepen their knowledge

about ICT operations in Japan.

Figure 2-2. Positional relationship of

industrial parks

Figure 2-1. Location of Binh Duong Province


6

2) Details of implementation (Table 1)

(1) Field activity

Activities to promote the design of operational management and construction management at

VNTT were conducted three times each, for a total of six times, between December 2014 and

July 2015.

In the area of operational management, efforts were made to assess the condition and make use

of ITIL that forms the framework of the IT Service Management for managing the facility and

system configuration information as well as inquiries from users. Technical guidance and

know-how were provided to deepen understanding.

ITIL (Information Technology Infrastructure Library):

Books that describe the best practice (success stories) of IT Service Management.

Published by the CCTA of the British government in 1989.

In the area of construction management, the configurations of the transmission path facilities

were confirmed in the interviews with VNTT personnel. Reviews and preliminary surveys on

the state of construction of the data center and service points were conducted, applying the

information obtained from the interviews.

Next, the level of signal loss in the transmission path, starting from the data center to the user,

was measured to locate abnormal positions and identify the cause of the loss. Improvements

were proposed for ways to identify the cause, and technical guidance was provided to raise the

level of construction engineering.

Fig.3. Points required to improve service quality


7

(2) Inviting staff members to Japan

In April 2015, three local staff members were invited to visit the NTT Communications

Corporation, one of Japan's leading communication companies, and its group company its

Communications Inc. (hereinafter referred to as “iTSCOM”), which runs the cable television

business. Facility tours, discussion sessions with the persons in charge, and practical training

were conducted at the construction engineer training facility.

3) Schedule

The project was carried out according to the schedule shown in Table 1.

Two teams, “Operation Management” and “Construction Management,” were organized. They

took turns carrying out activities to ensure there was sufficient preparation time.

Table 1. Overall schedule (Actual project)

Field activity Date Outline

First field activity

(Operational management (1))

Dec. 8 to 9, 2014 - Interview about the operation process

Second field activity

(Construction management (1))

Dec. 10 to 12, 2014 - Inspection of data center and service points

- Interview about construction management

Third field activity


Feb. 2 to 6, 2015 - Report on the results of the first interview and the

proposal of improvements based on the results

Fourth field activity


Mar. 18 to 21, 2015 - Measurement of level of signal loss in the data

center, service point, and transmission path

Fifth field activity


Apr. 8 to 11, 2015 - Proposal to quantitatively assess the situation of

customers who are using CRM data and the specific

improvement plan

Invitation to Japan Apr. 21 to 25, 2015 - Tour of telecom company’s facilities in Japan

- Tour of the communication construction engineer

training facility

- Practical guidance in construction engineering

Sixth field activity


May 19 to 23, 2015 - Report on the results of measurements on the level

of signal loss

- Proposal of improvements in construction

management

- Practical guidance in construction engineering

Seventh field activity Jun. 23 to 25, 2015 - Preliminary adjustments for the final report

Eighth field activity Jul. 14 to 18, 2015 - Final report


8

4) System for implementing project

Tokyu Corporation asked NTT Communications Corporation for technical assistance and

obtained the consent and cooperation of NTT Communications (Vietnam) Corporation and NTT

Com-Solutions Corporation in carrying out this project.


9

Chapter 2. Operational Management

2-1. Outline

Activities in operational management were conducted a total of three times. The present

conditions were checked, and proposals for improvement were submitted to VNTT regarding

"configuration management", "change management", "problem management" and "capacity

management." These are all operation processes based on the ITIL framework.

In regards to problem management, which was considered to be particularly important for

VNTT's actual situation, the importance of VNTT using the data analysis of the CRM system as

well as the analysis results was explained.

KPIs, which are quantitative indicators required for data analysis, were jointly set with VNTT.

Cases of Japanese telecom companies were used for reference when setting the KPIs.

* CRM: Customer Relationship Management

* KPI: Key Performance Indicators

2-2. Operation processes

The maintenance conditions of different operation processes are shown in Table 2.

Table 2. Present conditions of operation processes and quality improvement points

Operation

process

Present situation Quality improvement points

Configuration

management

- The necessary documents are

available.

- Prepare a list of documents.

- Add management items (equipment

support date and maintenance period)

Change

management

- The change history and configuration

information are managed, and operation

procedures are available for each item

of equipment.

- Changes due to failure must be

authorized by a manager.

- Prepare a list for all change

management.

- Prepare manuals for trouble shooting,

which does not require the manager’

authorization.

Capacity

management

- Threshold value is set and monitored,

and is enhanced at the proper time.

- None

Problem

management

- The underlying causes are analyzed

by a team when problems occur.

- Describe the problems (underlying

causes) on a list.

- Analyze data and understand the

causes of the problems.


10

For operation processes, documents for reference are generally available as shown in Table 2.

However, the readability of these documents is poor because there are not enough management

items and no list of documents. The quality and level of efficiency need to be improved.

In regards to improvement, we taught VNTT about the index process for documents and about

how Japanese communication companies share management items internally.

For problem management, proposals were made by analyzing and using the data from CRM

system.

VNTT’s Service Level Agreement (SLA) claims to fully respond and address user inquiries and

needs within 3 hours. History data from the start to the end of the response process is recorded, but

is not analyzed periodically. Instead, a summary of the present situation is prepared when needed.

In general, the data obtained from the CRM system is be used to review the operation process

for shortening the response time to the users, or to enhance the operation efficiency and improve

the service quality, such as identifying fundamental issue from trends in the inquiries. However, as

was stated before, the data was not used in this way.

Based on this fact, a proposal was made for improving the problem management through

specific data analysis of the CRM system.

* SLA: Service Level Agreement

2-3. Use of CRM system data analysis in problem management and the development of the

company’s KPI plan

1) Proposal to improve problem management

The effectiveness of data analysis in problem management and the use of analysis results were

explained. The idea for developing the company’s KPI plan to guide data analysis was proposed.

2) Effectiveness of data analysis and the use of analysis results

VNTT was told about three cases in which analyzing the data obtained from CRM system was

effective in improving the service quality as well as the operation efficiency.

① Quantification of service recovery time

Analyzing the response time to the inquiries from the users allows VNTT to identify times

when service cannot be provided to the users. This enables VNTT to assess the state of service

quality. For example, this makes it possible to confirm the fulfillment rate of “Full response within

3 hours” that VNTT sets in the SLA, which enables VNTT to determine which process needs to

be improved in order to enhance the fulfillment rate. In addition, it also helps to find useful

information that leads to better operation, identifying specific trends such as the response status

and inquiry details.


11

② Understand the inquiries and prioritize responses

Understanding the inquiries from the users and classifying them quantitatively makes it

possible to confirm the number of occurrences. It also allows for the difficulty level in solving the

problem to be determined, helping to prioritize the order in which inquiries are to be addressed. As

a result, VNTT can develop effective ways for restoring service and improve the service level for

users by understanding the situation, instead of merely responding based on the order in which

inquiries are received.

③ Understand the response to the inquires and study the underlying causes

Analyzing the details of responses to users’ inquiries can help uncover the underlying causes.

For example, if replacing cables proves to be an effective solution to a user’s inquiry, there may be

a problem with the quality of the actual cables, or construction may not have been performed

properly due to the lack of skill of the workers. If it is the former, VNTT should consider changing

the cable. If it is the latter, technical guidance should be provided or other measures need to be

taken for improvement.

3) Draw up the company’s KPI plan

After VNTT learned how data analysis is effective for improving service quality and operations,

we worked with VNTT’s employees to examine service quality indicators (KPI), which serve as

the goal for actual data analysis.

We discussed the service quality indicators with VNTT’s employees and drew up the KPI plan

(Table 3), using the KPIs of a Japanese communication company prepared in advance as

reference.

Table 3. Details of the KPI (The study result of VNTT’s employees)


12

2-4. Findings

For operational management, the documentation and management systems needed to ensure the

service quality are generally in place, as was mentioned earlier. It was confirmed that a system for

acquiring data from the CRM system has been built for problem management. However, there is

still room for improvement in how information is used, such as CRM system documentation and

data analysis.

To ensure the things that are taught become firmly established in the company, the employees

must understand the essential purpose of operational management and make a conscious effort to

improve service quality within their everyday operations.

In the series of field activities conducted in this project, we saw VNTT's employee actively

participate in the study of KPIs. We also saw them become conscious of improving service

quality.


13

Chapter 3. Construction Management

3-1. Outline

Activities in construction management were conducted a total of three times. The

communication equipment in VNTT was confirmed, and the level of signal loss in the optical

fiber cables that were actually laid was measured.

Proposals for improvement and technical guidance in network construction were given after

checking the communication facilities and confirming the results of the measurement of signal

level loss.

3-2. Check of construction management and construction skill

1) Items checked

Construction management is checked as follows.

- Discussion with VNTT’s employees (Photo 1)

- Check of the construction of the communication facilities at the e-Data Center and Service Point

of VNTT. (Photo 2)

- Confirmation of the collective housing where communication facilities have already been

installed by VNTT

- Tour of closures assembly by VNTT's construction engineers, and a demonstration of the user

terminal connection

2) Construction management

The discussion confirmed that the management documents necessary for construction

management are in place, and that in general the concept of construction management is generally

the same as that in Japan. However, one major difference was identified: the test method for

laying the optical fiber cables. In Japan, all cables are checked for normality at each specified

interval while the optical fiber cables are being laid. In VNTT, measurements are performed when

optical fiber cables begin to be used after all the intervals are connected, and repairs are performed

whenever a problem is identified.

In Japan, tests are generally performed when the optical fiber cables are laid to avoid additional

costs that may arise if construction needs to be redone or if work is postponed due to line

problems at the time of opening. At VNTT, the general attitude is to avoid addressing defects that

are found during construction. The reason for this is to ensure a sufficient level of work efficiency

to achieve a balance between the yield rate and line operation rate. This attitude is not seen in


14

Japan.

We felt this kind of thinking is deeply rooted at VNTT. As the urban development of Binh

Duong Province continues in the future, the line usage rate will increase, which means there will

be a greater chance of selecting a defective line. This gives rise to concern about the repair

capacity. (Refer to the proposals for improvement in 3-4.)

When we checked the current state of the data center, we found that the data center facilities and

wiring are generally organized, just as they are in Japan. There were only few places where

improvement was needed.

On the other hand, we felt that the outdoor line accommodation where user lines change

frequently is not well managed. We found temporary labels for the connection destinations of

optical fiber cables were in certain places. These can cause problems in identifying the cause of

communication failures because these labels might be unclear or in some cases missing. (Photo 2,

Photo 3)

Photo 1. Engaging in discussion Photo 2. Checking the facility


15

3) Construction skill

We checked the work of construction engineers through demonstrations. They are highly skilled

personnel and perform their work efficiently, but have no manual providing them with

instructional guidance. In speaking with the construction engineers, we learned that they received

technical guidance in the form of personal know-how from network facility manufacturers after

they completed their basic training. (Photo 4)

3-3. Measurement of optical fiber signal loss

1) Loss measurement

After confirming the state of construction, we measured the level of signal loss by inputting

signals of different wavelengths into the optical fiber cable. (Photo 5, Photo 6) This test was

performed to determine how well the optical fiber cables were laid.

Photo 4. Engineer giving demonstration

of his work

Photo 6. Measuring signal loss ②

(Outdoor Connection Point) Photo 5. Measuring signal loss ①

(Service Point)

Photo 3. Inside of outdoor

connection facility


16

An example of the measurement results is provided below. (Figure 4-1, Figure 4-2)

The following figure shows signal loss occurred at two points, the 0.3 km point and the 12.1 km

point.

At the 0.3 km point, the comparison of the level of signal loss between the two wavelengths

shows that there was a large loss in the long wavelength (1,550 nm) signal.

This point exhibits a bending loss, with a large loss in the long wavelength measurement and a

small loss in small wavelength measurement. One probable cause is that the optical fiber bend

radius exceeded the allowable range.

The signal loss at the 12 km point exhibits a loss that occurred in the connection between optical

fiber cables.

Figure 4-1. Example of signal level loss (1,310 nm wavelength),

(Output from a measurement instrument)

Figure 4-2. Example of signal level loss (1,550 nm wavelength),

(Output from a measurement instrument)

0.3km: Bending/connection loss of 1.4dB

12.1km: Connection loss of 1.4dB

File name

0.3km: Bending/connection loss of 5.7dB

File name

12.1km: Connection loss of 1.1dB


17

In addition, 57 optical fiber cables were also measured. The results of these measurements are as

follows.

2) Check of how optical fiber cables are laid

The points where the loss occurred were identified from the measurement result, and the actual

manner in which the optical fiber cables were laid was visually checked. Some of the points

where signal loss was detected were confirmed at the actual site.

Unlike Japan, manholes in Vietnam are rectangular in shape with a concrete lid and body.

The conduits are commonly made of 110 mm piece of resin. The conduits as well as manholes

are the same as those found in Ho Chi Minh City. Inside the manhole, the cables (with the extra

length removed) and closure are inserted directly, but the inside of closure was found to be

flooded. A full inspection is performed periodically. However, a lack of construction management

was confirmed because in principle the facility should be constructed in a way that prevents

flooding from occurring. (Photo 7, Photo 8)

Photo 7. Inside the manhole Photo 8. Inside the closure

- Abnormality caused by problems in construction found in 7 optical fiber cables

(total of 12 points) of the 57 optical fiber cables measured.

- Breakdown of the abnormalities at the12 points are as follows:

･Improper connection: 4 points

･Optical fiber bend radius exceeded the allowable range: 8 points


18

Photo 9 shows a closure installed by hanging it from a cable. That was the point where signal

loss was confirmed from the measurement results. The weight of the closure was acting on the

optical fiber, possibly causing the optical fiber bend radius to exceed the permissible range. This

finding supports the measurement results.

3) Findings

In regards to construction skill, the demonstrations revealed that the works possess a certain

degree of skill. However, the fact that the construction of closure allowed flooding to occur shows

that manuals are not well prepared or properly followed, and that the problem can be attributed to

the unstable construction quality. Manuals on operational procedures and a uniform level of

quality are needed.

In the area of construction management, quality is not managed properly, and there is no way to

check the state of construction. Therefore, operational procedures for quality management, such

as records on the state of construction, are needed.

The cable destination labels and manhole management numbers have yet to be made.

Management of the cables and manholes at the facilities is needed because problems can occur in

construction management when the number of facilities increases.

Proposals for improvement and technical guidance were made based on these facts.

3-4. Proposals for improving construction management

The following proposals for improving construction management were made to managers.

Proposals were made in six chapters. (Photo10, Photo11 and Photo 12)

Photo 9. A closure of an aerial line


19

Proposal regarding the visualization of operation for future needs

- With the development of the new city area of Binh Duong Province, there will be an increase

in the number of communication facilities constructed. At the same time, there will be a need

to deal with the increase in the number of construction personnel and instances of outsourcing

to other companies. In order to maintain the construction quality and communication quality, a

proposal was made to organize the infrastructure design and manuals.

- (Material used) “Direction of proposal for improvement”

Engineer training in Japan

- The concept related to the development of construction engineers in communication

construction companies and the activities of the entire communication industry in Japan were

explained, using the history of communication construction in Japan as the context.

- (Material used) “Engineer development in Japan”

Preparation of operational procedures and manuals

- Provided explanation, from the content to be put into the manuals to how the manuals are

prepared.

Proposals for preparing the necessary manuals to maintain service quality and construction

quality were made.

- (Material used) “Preparing construction manuals and achieving consistent quality by

standardizing the construction content”

Optimization of the extra length and labels on the cables

- The extra length (wound up and secured) of optical fiber cable found in the field survey can

cause communication failures. A proposal was made on how to eliminate the extra length and

install the closure.

- A proposal was made on how to reduce human errors, such as using then wrong cable when

performing work in the field, by displaying information such as the cable destination and

cable specifications.

- (Material used) “Wiring and display methods”

Record on state of construction

- Operation manuals can help achieve a standard level of skill. To ensure that construction is

performed as written in the manuals, a proposal was made to take photos as records of

construction after procedures are performed.

- Keeping photos as records of construction helps to secure a uniform level of construction

quality and ensure that construction was carried out correctly.

- (Material used) “Proposal for taking photos as records”


20

Test manual of optical fiber cable

- A test manual was prepared and submitted for measuring the signal loss (OLTS) and

reflection (OTDR) in the optical fiber construction.

- VNTT is expected to update the manual and make it consistent with the actual conditions so

that it can be used as the initial operation manual for construction.

- (Material used) “Optical fiber cable test manual”

Photo 10. Presenting proposals for improving

construction management ①


construction management ②


construction management ③


21

3-5. Technical guidance for construction engineering

Construction engineers were given technical guidance on construction engineering.

Information related to technical guidance was provided in three chapters.

< Overview of technical guidance>

1. Lecture

Fundamentals of optical fibers (Photo 13)

- Explained the basic characteristics of optical fibers.

- Explained the theory on how the signal loss was actually caused by the occurrence of bending

loss.

- (Material used) Fundamentals of optical fibers

Causes of connection loss

- Explained measures to prevent connection loss due to the accumulation of dirt or dust that may

easily occur when the optical fibers are sealed.

- (Material used) Causes of loss

Introduction to Skill Olympics

- Introduced the international competition for construction skills in which Japanese

communication construction companies participate.

- (Material used) Introduction to Skill Olympics

2. Practical guidance

- Jacket stripping of loose tube cable

- Learning to seal connections faster

- Storage inside the closure (Photo 14)

Photo 13. Explanation of optical fiber characteristics

Photo 14. Practical guidance


22

3-6. Findings

In the area of construction management, proposals were made regarding the concept as well as

specific work methods, such as human resource development and the preparation of manuals for

the network design policy and equipment management method. These kinds of methods will be

needed in the future as the new city area of Binh Duong Province continues to develop.

The proposals were prepared based on the current issues that we shared with the personnel in the

field by actually visiting the sites where they work. The information and content were well

received by the participants. One-way explanations of skills and know-how were avoided, and the

factors behind the proposals were explained so that the participants could deepen their

understanding. These efforts led to active discussions.

In the area of construction skills, the fundamentals of optical fibers and sealing work were

explained to help the participants understand what causes signal level loss to occur. In addition,

specific technical guidance was given on the closure assembly. Inconsistency in the level of

construction skills was once again confirmed because the general technical skill of the optical

fiber construction was clearly evident in the closure assembly.

Closure assembly is a daily operation, and there is a lot of basic know-how that we can share

with each other. The participants were very enthusiastic about this topic, and despite the language

gap raised many questions.


23

Chapter 4. Promotion of Understanding of ICT Project Operation Technologies in Japan

4-1. Outline of invitation to Japan

1) Outline of invitation to Japan

① Objective of invitation to Japan

The objective is to deepen the knowledge and understanding among the invited local staff

from Vietnam regarding the two points described below by showing them the facilities and

operations of the Japanese telecommunications carriers, and by holding question and answer

sessions and exchanging opinions with those concerned:

・Management items required for improving the ability to run the ICT project (facility

management, construction management, quality management, and problem management)

・Improvement of construction engineering levels and the development of engineers with the

aim of stably maintaining the quality of the ICT environment and enhancing it.

② Period of invitation and the invitees

・Period April 21 to 25, 2015

・Invitees Three individuals were invited: two from Department of Information and

Communication of Binh Duong Province, which is our local counterpart, and one

employee from VNTT, where we carry out our local activities.(Table.6)

Table 6. Invitees

Position and organization

Director -Department of Information and Communication of Binh Duong Province

Head of Post and Telecom Division-Department of Information and Communication of

Binh Duong Province

Operation Manager of VNTT data center


24

2) Schedule

The program was carried out according to the following schedule: (Table.7)

Table 7. Schedule

Date Morning Afternoon

April 21,

2015

Arrival

April 22,

2015

Tour of iTSCOM data center Tour of NTT Communications

Corporation data center

April 23,

2015

Tour of housing complex constructed by

iTSCOM

Tour of iTSCOM call center

Tour of iTSCOM smart home

April 24,

2015

Tour of NTT Communications

Corporation cable tunnel

Tour and practical guidance at the

communication construction

engineer training center

April 25,

2015

Departure

4-2. Implementation status and evaluation of the invitation

1) Responses of the invitees during the visit

①iTSCOM data center (Photo 15 and Photo 16)

Like VNTT, iTSCOM is a community-based telecommunications carrier and provides a

variety of ICT services, such as cable TV, telecommunication, and telephone services. The

invitees visited the iTSCOM data center and monitoring room that monitors and runs the

services and systems.

In the question and answer session, the invitees asked questions about detecting signs of

communication failures from the monitoring room, the flow for notifying the parties involved,

such as the users, of the detected failures, and the preventive measures for ensuring that

information which needs to be conveyed is not omitted when a successor takes over. During the

briefing on the system, they asked questions about the network monitoring system and

maintaining the service level (division of areas when the number of users increases, checking the

quality at the time of construction when the system is introduced). These questions were kindly

answered by the hosts.


25

②NTT Communications Corporation data center (Figure 5, Photo 17)

The invitees visited the data center owned by NTT Communications Corporation, which is

one of the leading telecommunications carriers in Japan. It is a large-scale data center that has

been expanded three times in the past. Because VNTT from Binh Duong Province also has its

own data center, the invitees seemed to have been comparing it with their own data center

during the course of the visit.

They showed great interest in the air current control inside the server room (air conditioners

take in the warm air after cooling down the equipment), and asked a lot of questions about

controlling different aspects of the facilities, such as the concept behind the air conditioning.

During the question and answer session, they asked about the facility grade of the data center

and about the acquisition of certificates and accreditation bodies. The hosts kindly answered

these questions.

Photo 15. Tour of the monitor room Photo 16. Briefing and question and answer

Photo 17. Interior of the data center Figure 5. View of the data center


26

③Housing complex constructed by iTSCOM and transmission path control

The invitees visited a large-scale housing complex for which the optical fibers were

constructed by iTSCOM. Observing the wiring processing and destination tagging of optical

fibers provided them with an opportunity to see an actual case of the wiring control that they

undertook in Vietnam. They actively asked questions about checking the construction status and

construction know-how (Photo 18).

The optical fibers in this complex are exclusively for TV (CATV signals), so the invitees asked

questions about other services, such as Internet connection and telephone services, and about

switching between service providers. The hosts kindly answered these questions.

iTSCOM provided an explanation on transmission path control. In their explanation, they used

a mapping system that lays out the information for transmission path control on an electronic

map and used a distribution diagram to show the method for controlling the path.

Transmission paths are not fully under control in Vietnam, and thus efforts are being made to

organize the pipe lines and control wiring in the new metropolitan area. The invitees showed

great interest in the method for controlling the transmission path explained by the host, and

asked a lot of questions about this matter (Photo 19).

④ iTSCOM call center (Photo 20, Photo 21)

In addition to its own users, iTSCOM handles call center operations for various other

customers, such as the call center operators of other cable TV stations. The invitees were given a

briefing about the call center and visited the place where real operators were actually working.

Photo 18. Tour of MDF room of the housing

complex

Photo 19. Explanatory session on control of

transmission path and monitoring

system


27

During the briefing session at the call center, they asked questions about the cost management

of operators and human resource development. The questions covered the following topics:

・Balance between the employment status of the operators and cost management (labor cost)

・Method and period for developing operators

・Limiting and minimizing the deterioration in quality that occurs during the operator training

period due to the lack of experience of new employees

・Follow up calls (performance of follow up calls at iTSCOM and their effect)

During the tour of the call center, the invitees asked a lot of questions about how to use the

Call Management System (CMS).

They actively exchanged opinions with the hosts about issues mainly related to the operational

side, such as operational management by the operators in response to different situations, the

manner in which the records of conversations with customers are used, and the way in which a

variety of entrusted services are managed.

⑤iTSCOM smart home (Figure 6, Photo 22)

iTSCOM provides a smart home service that controls home electronics and the locking and

unlocking of door keys through connections established between the house and network. The

invitees participated in the briefing and were given a demonstration.

Photo 20. Explanatory session on the operations

of call center

Photo 21. Invitees asking questions


28

Although the majority of the invitees agreed that it is too early to introduce this kind of service

in Vietnam where the GNI is not that high, they gained an understanding of why it is essential to

have a stable and high-quality communication infrastructure for introducing this service.

* GNI: Gross National Income

⑥ NTT Communications Corporation cable tunnel (Photo 23, Photo 24)

This cable tunnel is a large-scale facility located in the Tokyo metropolitan area, measuring

60,000 kilometers long with the deepest part being approximately 50 meters deep underground.

The invitees had been looking forward to the tour of this underground facility in the

metropolitan area since the time they heard about during the explanation of the visit schedule.

After the briefing session, they went down about 25 meters deep, after which they were given

an explanation about the tunnel.

They invitees were impressed by the high level of the facility itself, in addition to the high

level of the line control technology and line construction engineering. The tour of the tunnel

seemed to have deepened their understanding of the need of line control instead of simply

laying communication lines as is done in Vietnam.

Figure 6. System diagram

Photo 23. Briefing session

prior to the tour

Photo 22. Question and answer session

Photo 24. Group photo taken before the tour of the

cable tunnel


29

⑦ Communication construction engineer training center (Photo 25, Photo 26, Photo 27)

The communication construction engineer training center is a training facility where situations

identical to actual situations in the field are reproduced. At the outdoor facility of the center, the

invitees observed how construction is performed inside Japanese manholes and experienced

work on a power pole. At the indoor facility, they observed a demonstration by Japanese

construction engineers and received practical guidance, allowing them to deepen their

understanding about development of construction engineers. They asked many questions and

actively exchanged their views throughout the visit, such as during the hands-on field activities,

the demonstration, and the practical guidance session.

Photo 25. Hands-on activity at the

training facilities

Photo 26. Construction demonstration

Photo 27. Hands-on cable construction


30

2) Evaluation by the invitees

The invitees were impressed by this visit to Japan because it helped them clarify their awareness of

a range of issues in light of both current and future conditions. It also provided them with firsthand

experiences of the facilities and structures of iTSCOM, a community-based telecommunications

carrier like VNTT, as well as those of NTT Communications Corporation, one of the leading

telecommunications carriers in Japan. These experiences during their time in Japan were all made

possible thanks to the cooperation of these two companies. In addition, the explanatory sessions held

between the tours of different facilities allowed them to obtain a more concrete idea of construction

management.

They were particularly impressed with the training center of the telecommunication construction

company. The invitees appreciated the activities that incorporated hands-on experiences, such as the

activities at the facilities where real-life situations are reproduced and actual work constructing

optical fiber cables.


31

Chapter 5. Study of the Direction of Business Development after the

Implementation of this Project

5-1. Outline of business development

1) Objective of the project

The objective is to provide not only a stable communication environment, but also flexible

services and high-quality support suited to the needs involved in attracting enterprises. The main aims

are to attract enterprises of all sizes from a broader range of business fields and accelerate the urban

development of Binh Duong Province.

2) Improvement plan

The activities for conveying technologies to VNTT through this project deeply impressed the

counterpart. There is a need for ongoing support even after this project is completed.

The improvement and enhancement of the ICT infrastructure represent critical elements in

contributing to the urban development of Binh Duong Province. VNTT is expected to continue

improving its technical capabilities.

Currently the cooperating companies who provided the technical guidance in this project are

proposing providing VNTT with the technical guidance for a fee.

The benefit of the improved technical and supporting capabilities of VNTT is expected to help

attract enterprises of all sizes from a broader range of business fields and accelerate the urban

development of Binh Duong Province in the future.

3) Human resource development plan

The development of human resources aimed at improving technical capabilities is currently

underway. For this reason, the following table serves merely as an example of the development

schedule. (Table.8)


32

Table 8. Example schedule for human resource development

Jul Aug Sep Oct Nov Dec Jan Feb Mar

Project activities

Adjustment of needs with the

local communication carrier

Study of the framework in

Japan

Planning of curriculum

Proposal and contract

Local activities (example)

2015 2016

Local Domestic


33

Chapter 6. Clarification of Expected Effects of Development through the Business

after this Project

6-1. Beneficiaries of this project and expected effects of development

The beneficiaries of this project and the effects of development are as follows:

1) VNTT

There is a need for ongoing support for VNTT, even after the completion of this project, in order to

help it improve its technical capabilities. Because the improved technical capabilities are expected to

have a positive effect on the service quality, there will be opportunities to acquire new customers.

2) Local users

The local users can enjoy a more stable ICT environment, thanks to the enhanced service quality

stemming from the improved technical capabilities of VNTT. The stable ICT environment will serve

as a base for new services, and indirectly contribute to providing users with greater convenience.

3) Department of Information and Communication of Binh Duong Province

The improvement of the ICT environment is expected to increase the number of opportunities for

companies from new business fields to advance into the province because communication quality is

an incentive required for attracting enterprises.

The province is expected to flourish due to an increase in the tax revenue from the new companies

who move to Binh Duong, and from the people who come to the province in search of employment

opportunities.


34

Chapter 7 Considering the Possibility of Coordinating with the Local

ODA Project

7-1. Need for coordination and expected effects

The ICT environment is a form of infrastructure that supports urban areas. For this reason,

coordination with other urban development-related projects is vital.

Mobile communication devices such as smartphones are rapidly spreading throughout the

populace in Vietnam. Broad coordination with BRT, which is currently conducting a PPPFS study,

and other traffic fields that play key roles in urban functions will help improve the convenience of

public transportation, such as by providing people with real-time information about transportation

services. This will contribute to promoting a modal shift to public transportation systems as a solution

to urgent issues, such as chronic traffic congestion and environmental problems. As a result, the

socioeconomic benefits are expected to increase.

In addition, the improvement of the ICT infrastructure occupies an important place in the medical

and academic research fields as well. These fields are two critical elements in the urban development

of Binh Duong Province. The improvement of the ICT infrastructure, particularly a stable

communication environment capable of sending and receiving large amounts of information, is

indispensable to the academic field, where research data needs to be transmitted, to the medical field,

where images are used to help coordinate between hospitals, and to remote medical care.

Efforts to attract medical organizations and academic research institutes comprise a field eligible to

receive public aid, such as ODA. Thus, the preparation of the ICT infrastructure, which will

ultimately serve as a base for promoting projects in this field, will allow for quick coordination with

ODA projects in the future.


35

Chapter 8. Summary of the Project

8-1. Operational management

1) Outline of the activities

This project enabled those VNTT to understand the significance of operational management in

improving service quality. This understanding was gained through the analysis of CRM data, the

identification of issues, and the review and implementation of effective measures. We worked

together with VNTT to set KPIs (key performance indicators) for operational management.

We made the necessary modifications to CRM system so that these KPIs could be achieved within

the existing system. To ensure that they were achieved, we decided to carry out a three-month trial to

monitor the KPIs.

2) Results of the activities

These activities enabled VNTT to understand the fact that quantitatively summarizing and

analyzing acquired data helps to clarify issues and make it possible to take the adequate measures.

In addition, the specification and monitoring of KPIs allowed us to see a positive commitment

towards improving the service quality.

3) Possible additional improvements

Positive results were achieved in these activities, as was previously discussed. However, the service

quality can be improved even further by doing the following:

・Continuously analyzing the data for improving the service quality, sharing the analysis results

inside the company, and eventually studying measures for improvement

・Review the KPIs on a regular basis to establish proper awareness of service quality

・Construct a scheme that can apply feedback from customers and improve customer satisfaction

8-2. Construction management

1) Outline of the activities

In regards to construction management, we indicated that the cause for the lack of consistency in


36

construction standards lay in the insufficient standardization of work procedures and making records

of work. We checked the laying of the optical fibers, measured the signal loss level, gave facility

tours, and conducted demonstrations. We also made suggestions for improvement.

In addition, we organized practical guidance provided by Japanese construction engineers. The

purpose of this guidance was to improve the construction engineering levels.

2) Results of the activities

In the area of construction management, we were able deepen VNTT’s understanding of the

technical methods for stabilizing the quality of optical fiber construction through the provision of

technical guidance. Moreover, they understood that it is important to develop construction engineers

with a certain level of skill by standardizing work procedures, and by planning a development

curriculum to ensure technical skills remain at a certain level.

3) Possible additional improvements

Positive results were achieved in these activities, as was previously discussed. However, the service

quality can be improved even further by doing the following:

・Standardize construction work to achieve a uniform level of construction quality

・Prepare a curriculum to ensure the ongoing development of engineers.

・Establish a framework to check the skills of the engineers and review the development

curriculum on a regular basis.

8-3. Issues

It is essential that VNTT understands and applies the suggestions and recommendations that it is

given during the course of this project. Even after the applying the feedback it receives, VNTT must

maintain the cycle that begins with the identification of new issues and ends with their resolution,

while at the same time making this cycle an integral part of their daily operations and working on its

own to manage the application of this cycle.

The continuation of this cycle requires organizational efforts, such as establishing a framework and

creating a new sense of awareness.

8-4. Direction of future business development

This project is aims to improve the functions of the ICT environment as a basic infrastructure. The

starting point is the urban development project that Tokyu Corporation is conducting in the new

metropolitan area in Binh Duong Province.


37

The activities of this project enabled us to deepen VNTT’s understanding of the significance of

operation management and construction management in improving the service quality. We believe

that the service quality and support quality will reach the level they are at in Japan if this

understanding becomes established and sustainably applied.

In the survey conducted in cooperation with the Ministry of Economy, Trade and Industry in fiscal

2014, five issues were identified as key to improving the stable ICT environment. The following

three issues, which were not examined in this project, need to be addressed: ①Shortage of

international line capacity ②Inadequate automation of traffic processing, and ③Lack of data center

facilities that can compete in the future.

Looking first at the shortage of international line capacity, currently a reasonable level of

communication speed is maintained in Vietnam. However, yet it cannot be said that this speed is

sufficiently good, partly because communication with other countries is provided by nationwide

communication carriers. This is likely to discourage companies from outside Vietnam from entering

the market. In addition, there is a need to secure redundancy by automating the traffic processing for

the upstream communication line carriers and enhancing business sustainability.

Various measures must also be taken to increase the competitiveness of local data centers and their

ability to meet the demands for coping with the emergence of cloud computing in recent years. The

support system for companies expanding their businesses into new metropolitan areas and

neighboring industrial complex needs to be reinforced, and facilities for meeting quality requirements

need to be enhanced. In addition, it will be important to develop a service grounded in the role of a

DR (disaster recovery) site that takes full advantage of the surrounding geographic features.

After the aforementioned problems are addressed and improvements are made to make the ICT

service environment as well as service quality consistent with a higher standard, a better environment

will be established. This environment will facilitate the advance of not only the conventional

companies and manufacturers, but also new businesses, such as software development and contents

production, which handle large volumes of data despite of their business size. The improved

environment can also be expected to play a supporting role for companies in Ho Chi Minh City.

Lastly, the improved ICT environment can be expected to make great contributions to enhancing

added value and developing new metropolitan areas in Binh Duong Province by promoting the

advance of educational organizations and medical organizations. At the same time, it will also

contribute by playing a major role as an infrastructure that enriches the daily lives of the local

residents, who are the individual users.

END

socialist republic of viet nam collaboration program with ...and communications white paper 2014...

Documents