1 / 12

All you always wanted to know about 3GPP … but were too afraid to ask.

All you always wanted to know about 3GPP … but were too afraid to ask. The 3GPP Seminar. The 3GPP Seminar Module n. Hints for Getting Results - a guide for chairmen. 3GPP Working Methods are Tools. Choosing the right tool for the job is the Chairman’s Task.

alamea
Télécharger la présentation

All you always wanted to know about 3GPP … but were too afraid to ask.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. All you always wanted to know about 3GPP …but were too afraid to ask. The 3GPP Seminar

  2. The 3GPP SeminarModule n • Hints for Getting Results - a guide for chairmen

  3. 3GPP Working Methods are Tools Choosing the right tool for the job is the Chairman’s Task

  4. Picking the Right Tools for the Job • Starting Work • Priorities • Coordination • Getting Agreement • Finishing Work

  5. Starting Work • Start it as a WID • Feature/BB/WID • WG/TSG Wide/3GPP Wide • Scope can change over time • Can include TR work • Start it as a SID • Good when a solution isn’t clear • Brainstorming often done in xx.8xx series specification • Do it as TEI • Only when resolved in a single meeting and single CR • Do it first and ask for permission later • Not recommended, but happens • The Workplan is a tracking tool not a work approval tool • Should be aligned with WIDs/SIDs at Feature/BB level

  6. Work priorities • 3GPP is contribution driven • Priorities may be decided on WG or TSG level • TSGs can coordinate work across groups • SA can make across 3GPP prioritization • The completion date in the WID or SID • Date is typically a “sunny day” estimate • Chairman’s job is to try and make estimates as realistic as possible • Don’t spend too much time on completion date – Ultimate outcome depends on when then work completes • Meeting Time Allocation • Encourage offline discussion • Ah-Hocs or meetings with restricted scope • Subworking groups • Agenda allocation • Allocating to a release • Should not be discussed at WG level (TSG level discussion) • Early implementation mechanism defined in 3GPP (rarely used) • Release independent mechanism not defined in 3GPP (often used)

  7. Coordination • Coordination between 3GPP groups • Company (Individual coordination) • Status reports • Chair tasked with coordinating with the group • Liaision statements • Colocated meetings • Joint meetings <- Most joint meetings are not formally joint meetings • Coordination with groups outside 3GPP • Company (Individual coordination) • Chair tasked with coordinating with the group • Liaision statements • Colocated meetings • Joint meetings <- Usually not possible • ITU coordination is special • Conflict with National Positions toward ITU • Special coordination groups for ITU-T and ITU-R • If to become part of an ITU deliverable then needs to go to PCG

  8. Formal vs Informal Agreement • Informal Tools • Consensus in the meeting • Consensus on email • Chair’s edict • Formal Tools • Vote • Working Agreement

  9. Consensus Building Tools • Coffee break/offline sessions • Appoint a coordinator that you can rely on to be fair • Ensure the scope of the offline discussions are clear • Ensure people know who to contact for inclusion • Postponement until later in the meeting • A bit like offline sessions, but less organized (usually if companies aren’t objecting but request more time) • Indicative Show of Hands • If asked then “by company”* – companies generally vote by IM • Questions don’t need to be as formal as voting questions • Discussion until Exhaustion • Late sessions on a topic • Generally leads to bad agreements as “fuzzy” agreements can be reached • Chairman’s Compromise • If the two sides are close, then propose a specific compromise. • Proposals from the chair carry extra weight *Note: unless it is something like meeting hours and then it makes more sense to do it by delegate

  10. Email Discussions • Useful for preliminary consensus building • When there are very few views on an issues • Companies have more time to consider views • Useful for specific, limited decisions • Email approvals can be done • Needs a specific coordinator and deadline • Not very useful for critical decisions • Hard to judge overall sense of the group • Discussions can become multi-threaded and hard to follow

  11. Understanding Roots of a Conflict • Understanding the base rational is a key step to resolving the issue • Between Operators • Differences in deployment strategy • IPR considerations • Technical disagreement • Between Vendors • Already developed or planned products • IPR considerations • Technical disagreement • Between Operators and Vendors • Deployment options vs common evolution • IPR considerations • Technical disagreement

  12. Finishing Work • Work may or may not be tracked in a report • Done by RAN • Terms often used in specs • Information (60% of development work) • Approving (80% of development work) • Frozen (99% of development work) [By Release] • Deep Freezing [FASMO] (95% of errors fixed) [By Release] • Closed (100% of errors) [By Release] • Tentatively allocated to a release by SA • Freezing by Stages • Exceptions required if past freeze date • Some TR (or TS) may be abandoned • Often happens with 800 series TRs

More Related