Etisalat Group is one of the world’s leading telecom groups in emerging markets. Headquartered in Abu Dhabi, Etisalat was established four decades ago in the UAE as the country’s first telecommunications service provider.
An international blue-chip organization, Etisalat Group provides innovative solutions and services to 140 million subscribers in 16 countries across the Middle East, Asia and Africa.
Dubai Parks and Resorts (DPR) is the region’s largest integrated theme park destination, comprising of three theme parks. The DPR program was dispersed across 5 different geographically connected areas, and had more than 300+ contractors working under the domain of DPR. Notwithstanding that, Etisalat’s proposition was unique, groundbreaking, and innovative. The complexities attached to the program were equally harsh; but, the Etisalat PMO banked on their sheer determination, and using planning, governance models, smart funding, technologies and contemporary but innovative program management methodologies & framework, accomplished the mark as desired, in a period less than anticipated, and at a cost less than budgeted.
The program consisted of 40 projects across 6 mainstreams. The smart services stream included a comprehensive web portal, e-commerce, mobile application, augmented reality, customer support, payment management and visitor’s park engagement services.
The active ICT and passive streams provided end-to-end park network connectivity over 250+ IDF/ MDF rooms, 2400+ Wi-Fi access points, 1700+ IP telephony and extensive Tier 3 Data center, cloud infrastructure, SWDM & GPON technology services on over 256km of fiber optics spread across 165 IDFs. The Security Video surveillance infrastructure encompassed 6000+ CCTVs, 1600+ Access Controls, Electronic Number Plate Recognition Systems, 5 Security Equipment Rooms, and 31 Operational Control Rooms for Show & Ride monitoring.
Program duration: 12 July 2015 – 18 December 2016 (Park Launch).
Due to scope complexity, diversity and having several interdependent deliverables across multiple subprograms, an innovative practice of simulation to identify dependencies was employed in the work breakdown structure (WBS) creation, followed by an iterative fine-tuning to ensure better scope Definition and management.
The application of a blended mesh of newer & sound project management processes, tools and Techniques significantly improved the Program’s performances and successes. The Program used an integrated management approach using combinations of Agile, Waterfall, Scrum and Xtreme for the crucial areas of the program.
The program’s complexity and diversity required the employment of a wide range of intranet and extranet solutions supported by social media tools in a harmonized integrated way to maintain proper Communications with program stakeholders.