Plan Generated Document for

Education in Timor Leste

Service Name:Distance Learning

The report contains a mixture of generic and customized information. Specifically:

  • Generic information (common best practices, e.g., security) that enforces common standards and practices. It is represented with Blue Heading Bars.
  • Service specific (e.g., healthcare versus education) information to address the unique problems for the type of service. It is represented with Marooned Heading Bars.
  • Situation specific (wireless versus wired, large versus small system) based on interviews. It is also represented with Marooned Heading Bars because many service and situation specific information items are intermixed.
  • Country/Region specific (e.g., Belgium vs. Brazil) suggestions based on rules triggered by country/region specific factors. It is represented with Green Heading Bars.

 

The Planning Process Used

This report is generated through a computer aided planning process displayed in the following figure. The ePlanner, covers five phases (P0 to P4) where each phase is supported by an advisor that provides phase specific guidance. The first two phases (P0 and P1) capture country and service specific information. Phase 2 generates a customized plan based on P0 and P1. P3 supports execution of the plan and phase P4 supports monitoring and control with heavy emphasis on project management and quality controls

The Planner relies heavily on a pattern repository that houses government patterns, industry patterns, application patterns, platform patterns, network patterns, security patterns and integration patterns. Basically, the user conducts a simple interview with the ePlanner that locates the most appropriate patterns and then these patterns are modified, extended and combined with other patterns to produce country and problem specific solutions.

The outputs produced by the ePlanner contain a mixture of generic and customized information. The generated plans can be further customized by the local experts and consultants. The ePlanner attempts to produce about 70% complete plans in less than an hour, the rest is done by the local experts. This computer aided planning process is based on the basic principle that most people are better editors than creators.

 

 

1..

Government Model

 

Factors pertaining to Small Island Developing Countries
Area10000 - 50000 sq. miles
Population500 thousand - One million
Economic Conditions (People living below poverty line)21 - 30%
Number of spoken languagesMore than 10
Education Level (Literacy Rate)51 - 70%
ICT UsageLess than 10%
Economic Indicators
e-Government Readiness Index (UNPAN)0.2365
Networked Readiness Index (WEF)Not Available
Population (2008) millions (wef)1.1
GDP (Billion USD) (2008) (wef)1.615
GDP per Capita(USD) (2008) (wef)1370
Income Group (wef)
Rank within the IncomeGroup (wef)

For further details, please explore following links:

Economic Indicators - UN Data

ICT Status Indicators
Landline Phone Connections per 100 citizens0.22
Cellular Subscriptions per 100 citizens9.2
Internet Users per 100 citizens0.16
Broadband Users per 100 citizens0.01
Reliance on WebNo use of Web (Paper-based systems)
Mobility RelianceNo use of mobile computing
Miscellaneous Data
Desired use in ServicesFew Services
Time HorizonOne year

SectorsOwned by GovernmentRegulated by GovernmentMode of Operation
EducationNoYesCentralized
Internal AffairsYesYesCentralized
Law Enforcement and Public SafetyYesYesCentralized
Economic DevelopmentNoYesCentralized
HealthcareNoYesCentralized
TransportationNoYesCentralized
ICT Infrastructure ServicesNoYesCentralized
AgricultureNoYesCentralized
Public Welfare ServicesNoYesCentralized
Administrative ServicesNoYesCentralized
Environmental ServicesNoYesCentralized
Retail ServicesNoYesCentralized

 

Government Pattern


Citizen


Employees, Managers


Partners (Other Govt. Agencies, Industries)

Note: Govt. owned is shown as private areas are shown as .

 

 

2.

Service Model

 

Service Synopsis:

Distance Learning and eLearning Service 

 

1. Name of the eService  

Distance Learning (General)   

2. Government Agency

Education (E-Learning)

3. Overview (one paragraph with a conceptual diagram view)

Simply stated, e-learning comprises  all forms of electronically supported education (i.e., e-education). This term is most commonly used for distance learning over the Internet where the remotely located students and instructors are interconnected through the Internet. Developments in Internet and multimedia technologies are the basic enablers of e-learning. In modern settings, e-learning typically includes Web/computer-based learning, virtual classrooms and digital collaboration. Content is delivered via the Public Internet, and intranet/extranet via media such as text, image, animation, streaming video and audio.  e-Learning is  being used heavily in K-20 and professional education. In some cases, e-learning is 100% online, with a mixture of synchronous and asynchronous methods (explained below).

e-Learning systems, as  shown in the diagram, consist of the following key components:

  Course development capabilities in electronic format

  Course delivery mechanisms, typically over the Internet

  Course management and administration facilities over the Internet

  Course evaluation (e.g., exams and quizzes) over the Internet      

The e-learning content is delivered by using the asynchronous (self-paced), synchronous (instructor-led) or mixture (e.g., virtual classroom) communications:

  Asynchronous communications allow participants to engage in the exchange of information without the dependency of other participants involvement at the same time. These activities use technologies such as email, blogs, wikis, and discussion boards. Asynchronous e-learning gives students the ability to work at their own pace, thus reducing stress and scheduling problems.  

  Synchronous communications involve the exchange of information between several participants during the same period of time. A telephone call (through Skype, for example) or face to face discussion is an example of synchronous communication. Synchronous e-learning is typically instructor led and requires all participants to join in at once, as with a telephone conference call or an online chat session. 

  Mixtures of communication technologies are used in many e-learning environments. A good example is a virtual classroom environment. In virtual classrooms, participants use icons called emoticons (e.g., smiley faces) to communicate feelings and responses to questions or statements. Virtual classrooms commonly include text notes, microphone rights, and breakout sessions that allow the participants to work collaboratively in a small group setting to accomplish a task  or to have private conversations with the instructors. Participants can also  use a white board for discussions. Some virtual classrooms also allow sharing of desktops, with proper permissions. In short, virtual classrooms attempt to simulate as close to  a real classroom environment as possible.  

From Distance Learning to e-Learning 2.0

Distance learning implies education for people who are not physically close to the instructors. The term e-learning in the modern settings implies distance learning by using the Internet and the Web. e-Learning 2.0 goes a step beyond by relying on Web 2.0.   Conventional e-learning systems are based on asynchronous model where instructional packets are delivered to students over the Internet, assignments are sent to the instructor through email, and sent back with evaluations. e-Learning 2.0 places increased emphasis on social learning by using the Web 2.0 software such as blogs, wikis, podcasts and virtual worlds (e.g., Second Life).  e-Learning 2.0 is much more synchronous than the conventional e-learning it relies on conversations about content. e-Learning 2.0 also uses virtual classrooms (online and discussion forums) as an online learning platform. Terms such as  Mobile Assisted Language Learning (MALL) are used to describe language learning through handheld devices.   

Business Strategy Assessment
Goal of subject ICT serviceProvide New Service to Existing Customers
Source of FundingCurrent Business Budget
Alignment of Service with Business StrategyDirectly (primary value)
GovernanceAccountability. Equity. Participation. Rule of Law. Transparency.
ParametersPresent Mode of OperationFuture Mode of Operation
Service AvailabilityNot available at allAvailable to 20% of the population
Service QualityNon Existing, intolerableMostly bad, occasionally good
Provider Service ManagementNon ExistingInitial, Ad hoc
Business Strategy for the Service Non ExistingVision Mission defined
Legal, Technical and Human InfrastructureNon ExistingPolicies have been defined
Overall Management, Technical and Human Infrastructure of Small to Medium BusinessesNon ExistingPolicies have been defined
Ability to Detect problems--
Ability to Adjust quickly--
Ability to Learn for future improvements--

 

3.

Relevant Case Studies and Examples

 

Center for Digital Government
Government technology resources for state, local, and city government. Find government information technology (IT) policies and best practices. Also provides many resources, reports and surveys.
www.centerdigitalgov.com/experts
 
Center for Digital Government
Government technology resources for state, local, and city government. Find government information technology (IT) policies and best practices. Also provides many resources, reports and surveys.
www.centerdigitalgov.com/surveys
 
Center for Digital Government
Government technology resources for state, local, and city government. Find government information technology (IT) policies and best practices. Also provides many resources, reports and surveys.
www.centerdigitalgov.com/papers
 
Information for Development program
This website has lots of information related to Healthcare, Governance, education, Access to ICT, Innovation and entrepreneurship.
www.infodev.org/en/Topic.5.html
 
World Summit on the Information Society (WSIS)
World Summit on the Information Society (WSIS) holds several forums and meetings on how to use ICT for the social good.
www.itu.int/wsis/implementation/igf/index.html
 
Government Technology
Publication on IT Budgeting,
www.govtech.com/gt/papers/3578
 
Technology for Development (APCICT), Korea
Visits its resources section, you can find very useful information about ICT, like (ICT for Economic Growth, ICT Human Capacity Building in India, The Future of the Internet Economy)
unapcict.org
 

 

4.

Strategic Suggestions and Policies/Procedures

 

Cost and Benefit Analysis:
 
 

Note: Based on the previous input, System has made some automated assumptions here

 

BENEFITS OF DEPLOYING
THIS SERVICE
 

Revenues generated Medium
Economic development High
Poverty reduction High
Improved public service None
Social benefits None
Improvements in participation None
Improvements in transparency None
Improvements in accountability None
Improvements in democratization None
     
COST NEEDED TO
DEPLOY THIS SERVICE
 
Cost of implementation Low
Time needed to implement None
Legal and political issues to be resolved None
Cultural mismatch None
Provider training (capacity development) High
Consumer training (capacity development) High
     

RECOMMENDED STRATEGY

Should be Done After Very Careful Analysis of Effort (i.e., try to reduce effort)

 

Strength, Weakness, Opportunities and Threat Analysis:
 

Strengths

Weaknesses

   
Advantages (proposition, Capabilities, Competitive)None
Financial reserves, likely returnsNone
Innovative aspectsNone
Price, value, qualityNone
Cultural, attitudinal, behaviouralNone
Management cover, successionNone
   
   
Disadvantages (proposition, Capabilities, Competitive)None
Own known vulnerabilitiesNone
Cash-flow, start-up cash-drainNone
Continuity, supply chain robustnessNone
Effects on core activities, distractionNone
Morale, commitment, leadershipNone
   

Opportunities

Threats

   
Market creation and developmentNone
Industry or lifestyle trendsNone
Global influencesNone
Business and product developmentNone
Information and researchNone
Volumes, production, economiesNone
   
   
Effects (Political, Legislative, Environmental)None
Market demandNone
Sustaining internal capabilitiesNone
Obstacles facedNone
   

RECOMMENDED STRATEGY

Worth Pursuing


ACQUISITION STRATEGY ANALYSIS:
 
Time frame for deployment  Very Short (one month or less)
Money available for development  small (about $1000)
Privacy requirements  minimal
In-house expertise and development environment available for this automation.  None
Similar systems available in-house.  None
Uniqueness of the system.  Not unique (commonly available)
Flexibility requirements  Low (one or two changes a year)

RECOMMENDED STRATEGY

Outsource

 

Guidelines for Outsourcing Development

  • This approach is useful when a company cannot buy or rent services and does not have the expertise to build services internally.
  • Outsourcing services allows a highly customized version built for your company.
  • Outsourcing services does not reduce the time for development. Thus this approach should not be used if services is needed quickly.
  • The services development should be chosen after background checks of development houses and development contracts.

 

Policies

General Suggestions

Selected Samples from Vendor Publications

Scholarly Resources on Policies (Sample)

  • Harvard JFK School of Government
  • University of Michigan Gerald R. Ford School of Public Policy
  • Carnegie Mellon Heinz School of Public Policy:http://www.heinz.cmu.edu/index.aspx)
  • Journal of Policy Analysis and Management (JPAM)
  • American Review of Public Administration (ARPA)
  • Journal of Public Policy (JPP)
  • Public Administration Review (PAR)
  • Policy Studies Journal (PSJ)
Due to Centralized strategy selected, it is easy to implement uniform policies


Suggested Policies and Procedures for Success
 

Readiness Suggestions:

  • Provide staff training to handle failures in transactional systems, in particular e-commerce systems (e-commerce is the best known example of transactional service)
  • Establish strong backup and recovery procedures for transactional systems (failure of transactional systems requires extensive backup and recovery)
  • Install and fully support transaction management software systems (these technologies provide automatic backup and recovery).
  • Transactional systems should be designed as pat of a one-stop-shop portal.
  • Provide online and/or in-class ICT training programs for staff to handle transactional systems
  • Make the transactional websites user-friendly by using the recent thinking in user-centered design
  • Make sure that the statistics available on government websites are reliable.
  • Provide incentives to users to increase their use of transactional services.
  • Provide tools to measure client satisfaction of transactional services
  • Commit resources to ensure that the transactional systems are highly secure.
  • Establish guidelines for staff training
  • Provide access to training resources
  • Commit to high quality, on-line service
  • Develop suitable partnerships :
  • Improve availability of new telecom lines
  • Give high priority to ICT
  • Emphasize importance of ICT to the enterprise

Legal, Policy and Regulatory Suggestions

  • Introduce adequate legislation to regulate e-commerce (e-commerce is the best known example of transactional service)
  • Introduce appropriate laws and regulations for the recognition and use of digital signature and non-repudiation
  • Introduce appropriate management framework and legislation for cyber-crime monitoring and prevention, privacy protection and for the safeguard of personal information.
  • Provide adequate laws and regulations for the provision and use of transactional services (e.g., illegal financial fund transfers and money laundering)
  • The regulations for e-commerce transactions should be aligned with regional or international trends.
  • Introduce appropriate regulations to administer public-private partnerships for e-commerce projects
  • Transactional services must have a clearly defined, empowered and active governance mechanism
  • Transactional services must have a business continuity plan.
  • Transactional services must fit within an enterprise architecture to guide decision making.
  • Provide appropriate electronic records management policies.
  • Provide a clearly defined and effective knowledge management strategy
  • Transactional services must conform to open ICT standards
  • Standards for procurement of technologies (hardware, software, networks) should be in place
  • The e-government and ICT strategies for transactional services should be in line with the consumer and partner needs.
  • The transactional services strategy should be regularly reviewed and refined to ensure business value .
  • Effective law-making bodies are needed
  • Establish laws relating to ICT and provide judicial independence
  • Provide Intellectual property protection
  • Efficiency of legal framework in settling disputes is important
  • Reduce no. of procedures to enforce a contract
  • Reduce time to enforce a contract
  • Establish appropriate regulatory framework
  • Develop and enforce security and privacy policies,
  • Engage citizens and businesses
  • Develop governance procedures
  • Treat information as an asset
  • Develop standards and review processes
  • Align technology solutions to enterprise goals
  • Identify leaders and champions

Information Policy

  • Overall: Completely specify the rules, procedures, roles for sharing, managing, and standardizing data. For example, what employees are responsible for updating sensitive employee information.
  • Data administration: Make someone responsible for specific policies and procedures to manage data.
  • Data governance: Specify policies and processes for managing availability, usability, integrity, and security of enterprise data, especially as it relates to government regulations
  • Database administration: Make someone responsible for defining, organizing, implementing, maintaining database; performed by database design and management group

Ensuring Information Quality

  • Make sure that the critical databases are accurate and complete. More than 25% of critical data in Fortune 1000 company databases are inaccurate or incomplete
  • Provide better input checks for critical data before it is stored in databases (most data quality problems stem from faulty input)
  • Before new database is operational: a) identify and correct faulty data, and b) establish better routines for editing data once database in operation

Procedures and Processes Suggestions

  • BRODE (Buy, Rent, Outsource, Extend) strategies are considered carefully as part of the procurement process
  • The staff must have the skills necessary to effectively monitor and evaluate e-transactions
  • Adopt an Open API (application programming interface) policy for transactional services so that new services by different vendors can be built by using this open interface
  • Adopt an Open Data policy for informational services so that the public can look at the information and suggest corrections and improvements
  • Establish procurement procedures
  • Assure public value of the procured systems
  • Specify data capture, management, and use procedures

Technology Suggestions

  • Provide appropriate access to computer equipment
  • Provide access to broadband
  • Provide access to the Internet
  • Establish system management practices
  • Present integrated systems and data
  • Provide reliable telecommunications and ICT resources

Special policies consideration for Small Island & Developing States

An institution such as government, NGO or community responsible shall

  • Strategize, ensure and monitor the effective implantation of infrastructure.
  • Oversee all initiative in different sector, encourage and assist in formulization of new ICT policies, design, develop and legislate it
  • Establish new and existing Staff training in ICT
  • Provide easy, reliable access to information to its consumer

Note: These policies consideration are implemented by government of Zanzibar in depth

Business Processes:
 
 Distance Learning

5.

Management Considerations

 


Project Basic Information
 
 

Name :              
Prepared By:          
Date Prepared:       May-31-2015
Revision Number:  
Project Objective :
Background :        
 


     Scope
 
  business and technical functions :
  Sites (locations) locations :
  critical requirements
  application, platform, network, security, system integration
  Project interfaces with other projects
  Business procedures :
  Production operations procedures :
  Test Plan
 Training
 Documentation

    Constraints

 
  Cost constraints
 Management and organizational constraints.
 Technical constraints (existing hardware/software constraints)
  Time constraints (project completion date) May-31-2015


Business Case
 

    Project Justification
 
  Why do this project?
 What happens if we don’t do it?
 Why do it now?
 impact of project
 Risks
 Countermeasures
  Costs


Organization

 

    Project Sponsor
 
  Who will signoff the requirements?
 Who will remove obstacles?
 Who will accept the finished product?
  Project Lead
  Resources & Responsibilities

Schedule
 
  Start Date May-31-2015 End Date May-31-2015
 Estimate Final Product
 Project Approach Interim Products

Project Initiation Approvals
 
Requested Date: May-31-2015
Client Requester: May-31-2015
Project Manager: May-31-2015
Department Manager: May-31-2015



Business Continuity Planning Checklist
 

GOAL 1- Establish a good foundation
 

  Action Plan Steps Status
  Identify a coordinator and/or team with defined roles N/A
  Conduct a business process and services inventory to understand which processes are mission-critical . N/A
  Determine acceptable levels of service during the recovery N/A
  Identify essential employees and other critical inputs (sub-contractors, services, logistics, etc.) N/A
  Conduct a technology asset inventory to determine and document the mission-critical technology components N/A
  Understand the rules or regulations governing your business operations. N/A
  Identify a budget: Quantify the potential costs of downtime or total business failure. N/A

Knowledgeable individuals from Business Department
 
  BCP Manager Name
  BCP Manager Email
 

Alternate Manager Name

 

Alternate Manager Email

  Senior management team
  HR & legal team
  Public relations team
  IT team

GOAL 2—Develop a thorough plan
 

    Perform inventory on company’s hard and soft assets
 
  Add Inventory Document Link (Hard Assets)
  Add Inventory Document Link (Soft Assets Data etc)

    Backup Site Information
 
  Address
  Other Information
  Others Business Functions , Process

    Structured walk-through
 
  Date : May-31-2015
  Department / Business Unit
  Members
  Checklist Test Report

GOAL 3—Maintain the plan diligently
 
    Maintaining plan
 
  Next Update Plan Date : May-31-2015
  Policies & Procedures

    BCP awareness training

 
  Date : May-31-2015
  Objective
  Department / Business Unit
  Members

    Comparing BCP Test
 
  (Last and Current test , missing item, enhancing features etc)

 

6.

Technical Specifications

 

Application:
  Strategy Buy
  Support
Client/Server App
Client Side: handset client (microbowser)
Server Side: Web Portal with XML and Social Network features
  For Centralized
It maximizes use of common resources.   
It makes standardization easier.  
It is easier to monitor and control.
  COTS None Chosen

Platform:
  Computing Load Low
  Machine
MOSS 2007 [4GB RAM, 90GB Hard Disk] 
 HP c7000 Blade server 
 HP Modular SAN Array 1000

  Middleware
Standard middleware (e.g., RPC, RDA, MOM)
Database and Transaction Processing middleware needed
  for slow networks, restricted to
    - Text based transactions and forms
    - No flash support)

Wireless Gateways


Middleware needed for transaction processing 
 

Network:
 
Solar powered networks

Wireless networks (cellular, wifi)
Wimax


More reliable networks needed for transaction processing 

Security:
 
ID, Password based security
SSL, VPN, PKI

Wireless security
Mobile application security
For Decentralized: Harder to secure and recover


Transactions services need higher level of security 
 

Special considerations
 
a portal that can handle all business processes within this Service


Architectural Consideration:
 
a portal that can handle all business processes within this Service

 
 

 

7.

General Integration Issues

 

This architecture document uses a service oriented architecture (SOA) based on components that provide these services. The components consist of the following (see the diagram)

  • BCs (Business Components) that imbed the business logic of the application and provide business services. At present, we are assuming one BC per application (you can modify it, if you wish)
  • FICs (Front-end Integration Components), also known as user integration components, that allow different types of user devices (e.g., mobile, handheld) to invoke the BCs.
  • BICs (Back-end Integration Components) that BCs to interact with different back-end and external applications.

Overall Integration Strategy Using SOA

SOA is especially suited for integration of diverse enterprise applications that include data warehouses and migration of applications. In particular, an SOA ESB (Enterprise Service Bus) provides a collection of technologies (middleware such as Web Services, adapters/gateways for protocol conversion, data transformers, transaction managers, and work/process flow systems) that allow diverse applications to talk to each other. For example, an ESB platform can allow new EB applications written for Web users to seamlessly communicate with back-end mainframe-based ERP systems, data warehouses and databases. At their best, ESB platforms hide all the complexity needed to enable interactions between applications that were developed at different times by using different middleware technologies. Thus ESB platform is not a new technology rather, it is a combination of well-known technologies that can integrate multiple applications. All applications (business components) provide services that are invoked through well defined interfaces

  1. Adapters are used for message and protocol translations. A Hub provides communications services between various service providers and consumers.
  2. An ESB may consist of one or more hubs.
  3. An ESB also provides Directory, Security & Administrative Services.


     

    ESB platforms are sophisticated mediators that provide an application bus for rapid and flexible integration of a very wide range of applications that may span technology vintages (past, present and future) as well as organizational boundaries (inter and intra organizational boundaries) ESB platforms are an outgrowth of earlier mediators such as application gateways and object wrappers and are intended to insulate the business from changes in the applications and business needs and help with combining systems from acquired companies ESB platforms may use different types of middleware technologies (e.g., CORBA, Message Queuing, etc). However Web Services are the most recent technologies of ESBs. ESBs may also exist as EAI (enterprise application integration) platforms or message brokers. An ESB can be configured to support a variety of hubs such as the following (see figure):


     

     
  4. An EAI (enterprise application integration) hub to integrate applications in place.
  5. A data warehouse hub to support business intelligence and decision support applications.
  6. A migration hub to serve as a migration gateway for gradually transitioning applications to SOA.
  7. Remote hosting hub to handle remote hosting traffic for ASPs (application service providers).
     
The following diagram shows a physical view of SOA architecture that can be customized for this particular problem

 

 

 

 

8.

Problem Specific Integration and Interoperability Issues

 

Front-end Considerations

  • Simple Web browser interface over HTTP because of lightweight informational interaction

Back-end Considerations

  • Use remote SQL to access different databases
  • No data translation needed for back-end applications

B2B Considerations

  • Use remote SQL to access different B2B partner databases, if permitted
  • No data translation needed for B2B applications

Infrastructure (Technical) Considerations

  • Should setup a data warehouse for fast data access
  • Should setup a B2B data warehouse for fast data access

Management Considerations

  • Should evaluate alternative approaches (e.g., a B2B data warehouse) that contains needed information from legacy applications

Special Considerations

  • For Centralized: Easier for interoperability and integration. integration/interoperability software will be needed between Business Processes of this enterprise. Transaction Processing services interoperability is needed.
  • Scalability of this service should be a (major) concern due to the population of intended users.

For Interoperability: A common approach used in interoperability is an ontology mapping table (OMT). Simply stated, ontology represents a vocabulary. An OMT translates the terms in one system to the other and thus provides the bridge between disparate systems (see a simple example below).
 

Term in System1 Term in System2
Customer Buyer
Laptop Computer
Item Product

Many organizations are pushing the use of the Semantic Web (with XML) for interoperability with focus on eGovernment, eHealth or eBusiness. Examples are:

 

9.

Total Cost of Ownership (Estimated)

 

  TCO is a financial estimate that helps consumers and enterprise managers determine direct and indirect costs of a product or system.

  For ICT projects, TCO attempts to offer a statement on the financial impact of deploying an information technology product over its life cycle that includes software, hardware, and training.

  Please read this Disclaimer and Assumptions

  A) The core costs for computer hardware and programs

 Estimated Application cost : $20000
 Estimated Platform cost : $20000
 Estimated Network cost : $20000
 Estimated Integration cost : $20000
 Estimated Conversion cost :
(from Manual processes)
$20000
 Total : $100000

  Many other ownership costs need to be considered (click here).

  You can go through the ownership list and accurately estimate the cost of ownership or use the following industry rule of thumb published by groups such as Gartner.

  B): Rule of Thumb Ownership Overhead Cost Estimate= A x 0.75 (0.5 to 1.0)

  Use 0.5 if the items are mainly software, 1.0 if they are mainly hardware and 0.75 if mixture. In some cases (e.g., servers), it may be more than 1 

  TCO = A + B = $175000

  This estimate is initial rough order of magnitude estimate and actual cost is expected to lie between   -50% to +100%

    TCO
$ 175000
       
-50%              +100%
                 
Min           Max
$87500           $350000

 

 Country Specific details

Timor-Leste
Currency :   United States Dollar
Code :   USD
Symbol :  
To view the current currency rate from xe.com click here

If you want to finance this project, please click here

 

10.

Total Time for Implementation (Estimated)

 

10  Days

 

 

11.

Country/Region Specific Details

 

Special Recommendations Based on Country/Regional Factors

Business processes

  • Complying with administrative requirements (permits, regulations, reporting) issued by the government in this country is High .A "Compliance" business process is recommended (for example the mobile unit may have to get extra permissions and long delays to start operations)
  • Law Effectiveness is low in this country. "Physical security" is crucial (this is especially true for a mobile unit that may need to go to far off places).

Applications

  • English understandability is low. Special user interfaces (keyboards, user instructions, diagnostics) and documentation will be needed to address language barriers.

Technologies (platforms, networks)

  • English understandability is low. Special user interfaces (keyboards, user instructions, diagnostics) and documentation will be needed to address language barriers.
  • The Climate is mostly Dry. Wireless frequencies for WiMax in the microwave range (1 to 40 GHz) are highly effective

Security

  • Law Effectiveness is low in this country. Extra physical security is crucial (this is especially true for a mobile unit that may need to go to far off places).

Project Planning

  • Complying with administrative requirements (permits, regulations, reporting) issued by the government in this country is High .Extra time is needed for  "Compliance" (for example the mobile unit may have to get extra permissions and long delays to start operations)

Total Cost of Ownership

  • GDP per capita is low, Expensive projects (typically, over $100K) are financially not feasible

Total Time to Install

  • The Population is large. The systems have to be very scalable.