Throughout the United Arab Emirates (UAE), du Telecom provides mobile and fixed

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Throughout the United Arab Emirates (UAE), du Telecom provides mobile and fixed telephony, broadband connectivity and IPTV (Internet Protocol Television) services to people, homes, and businesses. When it opened for business in 2006, the company boldly entered what was already a saturated market with 100% penetration. Although du Telecom recognized that the telecom industry in the Arabian Gulf is fast growing and that the company would face ever increasing competition, it approached the market as an opportunity rather than an obstacle. Within four years, du had acquired almost 40% of the region’s mobile market share and was maintaining an annual growth rate of more than 32% in a saturated market. 1. Established in 1987, Huawei is a global leader of ICT solutions and the largest telecommunications equipment maker in the world. 2. Their telecom network equipment, IT products and solutions, and smart devices are used in 170 countries and regions. In 2013, du signed a Memorandum of Understanding (MoU) with Huawei Technologies Co. Ltd., 3. A Chinese multinational networking and telecommunications equipment and services company. With this understanding, du and Huawei are working together to better define the best practices in portfolio and project management concepts, processes and techniques for their industry, including knowledge transfer and research. 4. Du and Huawei are operating what they term a “distributed PMO” in two countries. This requires that both understand how a PMO functions in that type of environment. The two companies decided to work together to exchange best practice industry methodologies, concepts, tools and techniques, while also better defining best practice portfolio management concepts, processes, and techniques. THE CHALLENGE Du knows that every project takes place in a specific context, be it a stand-alone project or part of a greater program, or one among a portfolio of projects. A project may also involve a team whose members have never worked together before, and it may require assigning responsibilities and roles to people who are new to them. All of these factors are identified and considered as part of a project. With all of these considerations in mind, du was looking for partners who could help them overcome these challenges. This provided the trigger to initiate an engagement with Huawei. In a region marked by fierce competition, telecom operators contend with constant change and long-term uncertainty. One key shortcoming that du explored for surmounting these challenges was the role of project leadership—a capability that delegates and facilitates faster decision making and improves time to market. Questions 1. Design an effective solution for this Project. 2. What troubles, challenges, or stressors do they face? 3. Develop the lesson learned from this case. 4. Demonstrate their key Achievements.
Throughout the United Arab Emirates (UAE), du Telecom provides mobile and fixed telephony, broadband connectivity and IPTV (Internet Protocol Television) services to people, homes, and businesses. When it opened for business in 2006, the company boldly entered what was already a saturated market with 100% penetration. Although du Telecom recognized that the telecom industry in the Arabian Gulf is fast growing and that the company would face ever increasing competition, it approached the market as an opportunity rather than an obstacle. Within four years, du had acquired almost 40% of the region’s mobile market share and was maintaining an annual growth rate of more than 32% in a saturated market. 1. Established in 1987, Huawei is a global leader of ICT solutions and the largest telecommunications equipment maker in the world. 2. Their telecom network equipment, IT products and solutions, and smart devices are used in 170 countries and regions. In 2013, du signed a Memorandum of Understanding (MoU) with Huawei Technologies Co. Ltd., 3. A Chinese multinational networking and telecommunications equipment and services company. With this understanding, du and Huawei are working together to better define the best practices in portfolio and project management concepts, processes and techniques for their industry, including knowledge transfer and research. 4. Du and Huawei are operating what they term a “distributed PMO” in two countries. This requires that both understand how a PMO functions in that type of environment. The two companies decided to work together to exchange best practice industry methodologies, concepts, tools and techniques, while also better defining best practice portfolio management concepts, processes, and techniques. THE CHALLENGE Du knows that every project takes place in a specific context, be it a stand-alone project or part of a greater program, or one among a portfolio of projects. A project may also involve a team whose members have never worked together before, and it may require assigning responsibilities and roles to people who are new to them. All of these factors are identified and considered as part of a project. With all of these considerations in mind, du was looking for partners who could help them overcome these challenges. This provided the trigger to initiate an engagement with Huawei. In a region marked by fierce competition, telecom operators contend with constant change and long-term uncertainty. One key shortcoming that du explored for surmounting these challenges was the role of project leadership—a capability that delegates and facilitates faster decision making and improves time to market. Questions 1. Design an effective solution for this Project. 2. What troubles, challenges, or stressors do they face? 3. Develop the lesson learned from this case. 4. Demonstrate their key Achievements.
Throughout the United Arab Emirates (UAE), du Telecom provides mobile and fixed telephony, broadband connectivity and IPTV (Internet Protocol Television) services to people, homes, and businesses. When it opened for business in 2006, the company boldly entered what was already a saturated market with 100% penetration. Although du Telecom recognized that the telecom industry in the Arabian Gulf is fast growing and that the company would face ever increasing competition, it approached the market as an opportunity rather than an obstacle. Within four years, du had acquired almost 40% of the region’s mobile market share and was maintaining an annual growth rate of more than 32% in a saturated market. 1. Established in 1987, Huawei is a global leader of ICT solutions and the largest telecommunications equipment maker in the world. 2. Their telecom network equipment, IT products and solutions, and smart devices are used in 170 countries and regions. In 2013, du signed a Memorandum of Understanding (MoU) with Huawei Technologies Co. Ltd., 3. A Chinese multinational networking and telecommunications equipment and services company. With this understanding, du and Huawei are working together to better define the best practices in portfolio and project management concepts, processes and techniques for their industry, including knowledge transfer and research. 4. Du and Huawei are operating what they term a “distributed PMO” in two countries. This requires that both understand how a PMO functions in that type of environment. The two companies decided to work together to exchange best practice industry methodologies, concepts, tools and techniques, while also better defining best practice portfolio management concepts, processes, and techniques. THE CHALLENGE Du knows that every project takes place in a specific context, be it a stand-alone project or part of a greater program, or one among a portfolio of projects. A project may also involve a team whose members have never worked together before, and it may require assigning responsibilities and roles to people who are new to them. All of these factors are identified and considered as part of a project. With all of these considerations in mind, du was looking for partners who could help them overcome these challenges. This provided the trigger to initiate an engagement with Huawei. In a region marked by fierce competition, telecom operators contend with constant change and long-term uncertainty. One key shortcoming that du explored for surmounting these challenges was the role of project leadership—a capability that delegates and facilitates faster decision making and improves time to market. Questions 1. Design an effective solution for this Project. 2. What troubles, challenges, or stressors do they face? 3. Develop the lesson learned from this case. 4. Demonstrate their key Achievements.

Explanation / Answer

(1.) The du telecom despite of acquiring the 40% market share in it's region and having achieved the staggering 32% annual growth in the market that too was in the highly saturated market with 100% penetration , did not stop it there only because it knew the extent of the fierce competition .

They both are leaders in their own sense where Huawei is the global leader having presence in approx all the major countries & have very high level of expertise in ICT, on the other hand du Telecom is the the dynamic & very fast growing company with its own SOP's & business strategies. by the distributed PMO across both the company origin country would help their project venture in great extent as the market research analysis will be carried out multi dimensionally and the effective sharing of their respective technologies, expertise, market knowledge etc in their own domain would be possible which in turn result in a very fast SCM activities, decision making etc.

The one of the best solution for this project might be the cumulative research study by using the business analytics & continuous monitoring of the resulting responses produced by these to timely & effectively make the improvements in the project management processes which in turn will definitely better it's SCM & response & execution time & accuracy. In-between all these the sharing of expertises, knowledge & technologies by the both companies would result in the success of this project.

(2.)As this project was the result towards the fulfillment of du electronics company's requirements & needs of how to effectively manage the company project over a large scale because they had many less experienced & new to the company people who didn't have much experience in handling very large scale projects in highly competitive market so they took the help from the Huawei who was the highly experienced & expert about all these.

The highly competitive & saturated market was providing the hindrance to the fast decision making and effective management of the project related activities.

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