Burke Joseph

Professional MBA Entrepreneurship & Innovation

Leveraging Mission Critical Communications as a Managed Service

A Master's Thesis submitted for the degree of “Master of Business Administration”

supervised by Prof. Dr. Bernhard Scherzinger, MBA

Joseph Burke MSc.

11725236 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

Vienna, 15.07.2019

Affidavit

I, JOSEPH BURKE MSC., hereby declare

1. that I am the sole author of the present Master’s Thesis, "LEVERAGING MISSION CRITICAL COMMUNICATIONS AS A MANAGED SERVICE", 135 pages, bound, and that I have not used any source or tool other than those referenced or any other illicit aid or tool, and 2. that I have not prior to this date submitted the topic of this Master’s Thesis or parts of it in any form for assessment as an examination paper, either in Austria or abroad.

Vienna, 15.07.2019 ______Signature Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

Abstract

The objective of this master thesis is to investigate potential business models for Mission Critical Communications (MCC), taking into consideration evolving user organisation requirements requiring high speed data, spectrum limitations, current mobile broadband functionality and performance issues which make partnerships with commercial Mobile Network Operators an attractive option.

At the time of writing, most MCC networks are owned by user organisations and operated as a managed service by subsidiaries of, or consortiums made up of telecommunications manufacturers and local partners, if not operated by the user organisation themselves. Mobile broadband offers high data rates but operates on higher frequencies and lower transmission power settings than existing MCC systems, therefore requiring considerably more network infrastructure for similar performance. For most MCC user organisations that require ubiquitous coverage, the cost of owning a dedicated broadband network is prohibitive and therefore partnerships with commercial Mobile Network providers or other options have to be considered. User requirements are examined, potential service delivery frameworks analysed and appropriate business models are evaluated. Hybrid models are examined and the relative merits of the various delivery frameworks and business models are evaluated from the user organisation and operator perspectives.

Focusing on the managed service model, the tendering process is investigated and methods to fulfil user requirements and demonstrate this competence as a pre‐sales activity are discussed. Methods of maintaining superior customer satisfaction, executive and operational, are analysed while KPIs to be monitored and measures taken to retain customers once the service is running are developed.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Table of Contents

Abstract I List of Figures ...... Table of Contents ...... V List of Tables ...... VII List of Abbreviations ...... VIII 1. Introduction ...... 1 1.1 Introduction to Mission Critical Communications and its features ...... 1

1.2 Mission Critical Communications Market Segments ...... 4

1.3 Problem Formulation ...... 6

1.4 Network Service Delivery Frameworks & Business Models ...... 8

1.5 Objective of the Master Thesis: ...... 9

1.6 Research Questions ...... 9

1.7 Course of investigation ...... 11

1.7.1 Literature Review ...... 11 1.7.2 Expert Workshops, Conference Proceedings, Webinars & Interviews ...... 12 1.8 Section 1 Findings ...... 12

2. Literature Review: State of the Art & Market Trends ...... 14 2.1 Digital Migration ...... 14

2.1.1 Spectrum Scarcity ...... 14 2.1.2 Interoperability ...... 14 2.1.3 Enhanced Security ...... 15 2.1.4 Obsolescence ...... 15 2.1.5 Functionality ...... 15 2.1.6 Lower OPEX ...... 15 2.1.7 Performance ...... 15 2.2 Evolving Customer Requirements based on expectations for LTE/5G ...... 16

2.2.1 Public Safety ...... 17 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 2.2.2 Transport ...... 18 2.2.3 Ports & Airports ...... 18 2.2.4 Utilities ...... 19 2.2.5 Government, Business & Commerce ...... 20

tuwien.at/bibliothek 2.2.6 Military ...... 20

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Table of Contents

2.3 Technological Response ...... 21

2.3.1 Mission Critical Push to Talk (MCPTT) ...... 21 2.3.2 Coverage ...... 22 2.3.3 Migration from analog to digital radio of broadband ...... 22 2.3.4 Current Digital Radio Systems ...... 24 2.3.5 Multimode (or Hybrid) PMR/LTE Networks ...... 24 2.3.6 Migration from digital radio to LTE ...... 25 2.4 Service Delivery Frameworks ...... 25

2.4.1 Broadband services from dedicated networks (Scenarios 1 & 3) ...... 25 2.4.2 Broadband services from Mobile Network Operators (Scenario 2) ...... 26 2.4.3 Broadband services from deployable systems (Subset of Scenarios 1 to 3) ...... 26 2.4.4 Broadband services from hybrid systems ...... 27 2.5 Suitable Business Models ...... 27

2.5.1 Managed Networks ...... 28 2.5.2 Managed service ...... 28 2.5.3 Full Service Offering ...... 29 2.6 Global Overview ...... 30

2.7 Future Outlook & Trends ...... 31

2.8 MCC Migration Path to Mobile Broadband ...... 37

2.9 Conclusion to Section 2 & Findings ...... 38

3. Empirical Research: Existing & Developing Networks ...... 39 3.1 Existing Networks ...... 40

3.2 Safe‐Net, South Korea ...... 42

3.3 FirstNet, U.S...... 44

3.3.1 Emergency Services Network (ESN), U.K...... 49 3.4 Conclusion to Section 3 & Findings ...... 55

4.1.1 Robust Capabilities ...... 60 4.1.2 Service Continuity ...... 60 4.1.3 Client Knowledge ...... 60 tuwien.at/bibliothek 4.1.4 Integrated Workflows ...... 60

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Table of Contents

4.1.5 Real‐time awareness ...... 61 4.1.6 Reporting & Transparency ...... 61 4.1.7 Effective ROI ...... 62 4.1.8 Credibility ...... 62 4.1.9 Security & Access ...... 63 4.1.10 Quality of Service ...... 63 4.1.11 Control & Support ...... 63 4.1.12 Skills & Resources ...... 64 4.1.13 Unique Requirements...... 64 4.2 Research Question 4 ...... 65

4.2.1 Tendering Process & Pre‐Sales ...... 65 4.2.2 Build Relationships ...... 66 4.2.3 Competition ...... 67 4.2.4 User Exclusion & Fragmented User Requirements ...... 67 4.2.5 Identifying & Prioritising Attractive Added Value Service Options ...... 68 4.2.6 Categorising & Demonstrating Component/Service Oriented Attributes ...... 70 4.3 Research Question 1 ...... 73

4.3.1 Unfreezing/Sense of Urgency ...... 74 4.3.2 Guiding a coalition ...... 75 4.3.3 Develop a Vision & Strategy ...... 75 4.3.4 Communicate Change/Marketing Perspective ...... 76 4.3.5 Change/Empower Action ...... 77 4.3.6 Generate Short Term Wins ...... 78 4.3.7 Consolidate Gains and More Change ...... 79 4.3.8 Refreeze/Anchor Change within the Culture ...... 80 4.4 Research Question 5 ...... 80

4.4.1 Customer Satisfaction ...... 81 4.4.2 Customer Retention & Customer Loyalty...... 84

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 4.4.3 Service Quality ...... 85 4.4.4 Coverage ...... 85 4.4.5 Prioritisation ...... 86 4.4.6 Network Availability ...... 87 4.4.7 Other Service Quality KPIs ...... 87 tuwien.at/bibliothek 5. Interpretation, Discussion, Future prospects ...... 88

Page IV

List of Figures

5.1 Industry Findings ...... 88

5.2 Research Questions ...... 89

5.3 Further Work: Evolution of the Managed Service Business Model ...... 90

5.3.1 Research Limitations ...... 91 6. Bibliography ...... 92 Appendix 1 ...... 114

Appendix 2: Hybrid Scenarios ...... 115

Appendix 3: Advantages & Disadvantages of Managed Networks & Full Service Offering ...... 116

Appendix 4: FirstNet Award Process ...... 119

Appendix 5: Subscriber Profiles for different end user operational behaviours ...... 120

Appendix 6 ...... 123

List of Figures

Figure 1: Mission Critical Communications Infrastructure, End User Organisations & Threats ...... 1 Figure 2: Group Call & Direct Mode ...... 3 Figure 3: Country wide radio communications networks in Europe ...... 5 Figure 4: Installed TETRA systems per market segment ...... 6 Figure 5: Example of Data transmission capabilities (TETRA vs. LTE) ...... 7 Figure 6: Simplified Stakeholder Analysis for establishing an MCC Network ...... 8 Figure 7: Principle of pyramid search methodology ...... 10 Figure 8: Phases of the thesis research process...... 13 Figure 9: Analog/Digital Radio Communications Audio Quality & the “Digital Cliff” Effect ...... 16 Figure 10: “Killer” Applications Timeline by Mobile Cellular Generation ...... 17 Figure 11: Community Power Cells /Virtual Power Plants with 5G enabled AI supervision ...... 19 Figure 12: Mission Critical Communications Technologies Release & Development Timeline ...... 23 Figure 13: MCC trends indicating adoption of Multimode/Hybrid networks ...... 24 Figure 14: Simplified Hybrid or Multimode PMR‐Broadband Network ...... 25 Figure 15: Comparing the options in dedicated and commercial based networks ...... 26 Figure 16: Options to deliver mission critical communications services ...... 28 Figure 17: Relationship between CAPEX and frequency for mobile networks ...... 30 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Figure 18: Countries which have already allocated spectrum for Public Safety LTE* ...... 31 Figure 19: Germany’s Proposed Future PPDR Network Model...... 32 Figure 20: Hype & Double Peak Hype Curve, Early Adopter Chasm & Long‐Fuse Life Cycle...... 33 Figure 21: Long‐Fuse Double Peak Hype Curve, Early Adopter Chasm & PPDR MCC Migration ...... 34 Figure 22: Global Installed base of mission critical voice devices split by technology ...... 35

tuwien.at/bibliothek Figure 23: Global LMR & MCC LTE Market Revenue & Growth, 2016‐2023 (US$ Bn) ...... 35 Figure 24: Top level Public Protection and Disaster Relief Broadband roadmap ...... 36

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Figure 25: Example of roadmap for late adopter/early majority organisations ...... 37 Figure 26: Factors that contribute to over‐optimism ...... 39 Figure 27: South Korean Safe‐Net Project Overview ...... 42 Figure 28: South Korean Safe‐Net original & revised project schedule ...... 44 Figure 29: FirstNet Early Builder projects overview & challenges ...... 45 Figure 30: US FirstNet Rollout Plan ...... 46 Figure 31: FirstNet’s Financial Framework ...... 48 Figure 32: Net socioeconomic benefit or cost of spectrum for UK PPDR Broadband ...... 49 Figure 33: UK ESN coverage requirements & Rollout phases ...... 50 Figure 34: Cumulative cost of the Emergency Services Network (ESN) and Airwave ...... 51 Figure 35: UK’s Emergency Service Network original & revised project schedule ...... 54 Figure 36: Thesis Research Question mapped to ITIL Service Life Cycle ...... 57 Figure 37: Typical Mission Critical Communications Managed Service Provider Payment Structure 62 Figure 38: Examples of unique customer solutions ...... 65 Figure 39: Relationship building actions for B2G contracts ...... 66 Figure 40: Public safety network key technology partners ...... 67 Figure 41: Taxonomy of user exclusion failures ...... 67 Figure 42: Market Opportunity Navigator, Spiral Lifecycle Model, Value Proposition Design & Business Model Canvas ...... 68 Figure 43: Kanos model for product development and customer satisfaction, Communicating Competence Matrix &, results from Research Question 3 ...... 69 Figure 44: User Oriented design applied to Coverage Performance Levels ...... 71 Figure 45: Comparison of Lewin’s 3‐step change model & Kotter’s 8‐step change model ...... 74 Figure 46: Migration Path from the user perspective ...... 76 Figure 47: The four perspectives of QoS used by MSPs to optimise service delivery ...... 83 Figure 48: Phases of Telecom Managed Services ...... 90 Figure 49: What happened: Interoperability and FirstNet ...... 119 Figure 50: Indoor coverage plans imported to Google Earth ...... 123 Figure 51: Architectural models to display Indoor Planning Results ...... 124 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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List of Tables

Table 1: General Mission Critical Communications Network Requirements ...... 2 Table 2: General Mission Critical Communications Technology Features ...... 4 Table 3: Key drivers of digital migration ...... 14 Table 4: Commercial MNO Vs DEDICATED MCC Networks ...... 27 Table 5: Advantages & Disadvantages of MCC Managed Service from Literature Review ...... 29 Table 6: Examples of national PMR public safety network contracts in Europe ...... 41 Table 7: Safe‐Net Evolution plan ...... 43 Table 8: Learning Outcomes from FirstNet Early Builder Projects ...... 47 Table 9: Options for resetting the Emergency Services Network (ESN) programme ...... 51 Table 10: Emergency Services Network (ESN) products ...... 52 Table 11: User concerns identified by the Home Office ...... 54 Table 12: Advantages & Disadvantages of Managed Service ...... 56 Table 13: Prerequisites user organisations require from MCC MSPs ...... 58 Table 14: Attributes of Mission Critical Communications Managed Service Providers ...... 59 Table 15: Example of categorising component/service oriented attributes ...... 70 Table 16: Methods of demonstrating competence for service oriented attributes as a pre‐sales exercise ...... 73 Table 17: Suggested QoS reports and contributing KPIs to track senior client/organisational customer satisfaction ...... 82 Table 18: Mission Critical Communications Technologies ...... 114 Table 19: Advantages & Disadvantages of Scenarios 1 to 3 for End User organisations ...... 115 Table 20: Advantages & Disadvantages of Managed Network where End User Organisation owns the Network ...... 116 Table 21: Advantages & Disadvantages of Managed Network where MNO owns the Network .... 117 Table 22: Advantages & Disadvantages of Full Service Offering ...... 118 Table 23: Example Handheld Subscriber Profiles 1 ...... 120 Table 24: Example Handheld Subscriber Profiles 2 ...... 121 Table 25: Example Mobile Subscriber Profiles 3 ...... 122 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

Page VII

List of Abbreviations

B2G: Business to Government B3G: Beyond 3G BANANA: Build Absolutely Nothing Anywhere Near Anyone BER: Bit Error Rate BWV: Body Worn Video CAGR: Compound Annual Growth Rate CAICT: China Academy of Information and Communications Technology CAVE: Citizens Against Virtually Everything CCC: Command & Control Centre DAQ: Delivered Audio Quality DARPA: The Defense Advanced Research Projects Agency DMO: Direct Mode Operation DMR: Digital Mobile Radio ePTT: Enhanced PTT ERP: Enterprise Resource Planning IP: Internet Protocol IoT: Internet of Things KBR: Kellogg Brown & Root ITU: International Telecommunications Union LTE: Long Term Evolution M2M: Machine to Machine MCC: Mission Critical Communication MCCPTT: Mission‐Critical Push‐to‐Talk MEC: Mobile Edge Computing MNO: Mobile Network Operator

tuwien.at/bibliothek PESQ: Perceived

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List of Abbreviations

PMR: Professional Mobile Radio PPDR: Public Protection and Disaster Relief ProSe: Proximity Services PSCE: Public Safety Communications Europe PTT: Push‐to‐Talk RAN: Radio Access Network SALUS: Security and interoperability in next generation PPDR communication infrastructures SCADA: SDS: Short Data Service SMS: Short Message Service TCCA: The Critical Communications Association TETRA: Terrestrial Trunked Radio Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Introduction

1. Introduction

1.1 Introduction to Mission Critical Communications and its features Mission Critical Communications (MCC) are communications which are essential to an organizations primary goal, and need to function during disasters where normal mobile cellular service would be interrupted or in situations such as capacity overload during large public events. In order to fulfil their function, MCC user organizations typically require higher radio coverage levels, tied to a specific, but wide geographical area and need to be tailored to their end‐user’s operational behaviour. As MCC systems need to function where, and when standard communications channels fail, they therefore have to be more resilient, secure and offer higher levels of availability and reliability.(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 8,47,177)

Figure 1: Mission Critical Communications Infrastructure, End User Organisations & Threats Adapted from (Garcia‐Aristizabal, 2016, p. 25) (SALUS, 2015, p. 7) (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee,

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 2019, p. 15) MCC infrastructure is designed to be resilient and secure enough to provide uninterrupted service to its user organisations while withstanding hazards from natural catastrophes and man‐made threats as shown in Figure 1. Note that if one network element or link is impaired, another must maintain operation. Multiple hazards can affect a network tuwien.at/bibliothek simultaneously and cascading‐effect scenarios also have to be assessed and allowed for in the intrinsic network design & implementation. (Garcia‐Aristizabal, 2016, p. 25)

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Introduction

Ubiquitous Very high coverage availability within the defined service area, including in Coverage some cases remote and unpopulated areas Constant Instant and guaranteed channel access, Up to 99.999% link availability plus Availability & link diversity. When the primary route is interrupted, it is essential that the Resiliency diversity route works immediately and correctly, see Figure 1. Network System and transmissions have high levels of network security & integrity Security Customised Designed to meet exact technical requirements, rather than for economic Design gain Network hardened to ensure reliable operation in severe environmental Reliability conditions, including electromagnetic disturbances such as lightning strikes Battery Backup Up to 96 hours power backup Longevity Longevity of life and support, e.g. 10 to 20 years. Table 1: General Mission Critical Communications Network Requirements Adapted from (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee, 2019, p. 15)

The functions which MCC end users have required until recently:  Group Call: Users are members of a single/multiple pre‐defined talk groups based on their operational needs. They hear all communications of their groups except when speaking. Groups can be defined to have only two members, or may include all users in the system (Broadcast Call) as shown in Figure 2. Group calls are half‐duplex, meaning that only one user can speak at a time, which requires the users to be disciplined in communicating as they cannot interrupt while another user is speaking. (Dunlop et al. 1999, pp. 188,216,217) (Liebhart et al. 2015, p. 187)  Direct Mode Operation (DMO)/Proximity Services (ProSe)/Talk‐Around Mode: This is a communications mode which allows the users to communicate directly, device‐to‐ device, outside the network coverage area. DMO/ProSe can be between more than two users, but is limited to the radio coverage of the involved devices, as shown in Figure 2. (Dunlop et al. 1999, pp. 181,227) (Liebhart et al. 2015, pp. 85,86)  Push‐to‐talk (PTT): In order to speak to their groups quickly & efficiently, users only Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. need to push a button for the duration of the time while they are speaking. No dialling is required beyond selecting the required group/s. (Dunlop et al. 1999, p. 217) Users are trained to communicate clearly and effectively using operational codes and user call‐signs, allowing these calls typically take less than 30 seconds. “Push‐To‐Talk (PTT)

tuwien.at/bibliothek voice is the most critical means of communications for first responders in emergency situations and cannot be compromised.” (Liebhart et al. 2015, pp. 148,185)

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Introduction

Figure 2: Group Call & Direct Mode Based on (Dunlop et al. 1999, pp. 181,188,216,217,227)(Liebhart et al. 2015, pp. 85,86,187)

 Individual Call, Selective Calling: Individual calls are full duplex (both parties can transmit and receive simultaneously) and are effectively the same as standard telephone calls, however are limited to users of the system unless access to the phone network is enabled. (Dunlop et al. 1999, pp. 216,218,432)  Texting, Short Message Service (SMS), Short Data Service (SDS): Texting functionality, similar to that available in standard mobile cellular systems. (Dunlop et al. 1999, pp. 180,214) (Liebhart et al. 2015, p. 42) Other common features of MCC systems include:

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. End‐to‐End Encryption: Prevents third parties from intercepting communications Authentification: Prevents unauthorized users from accessing the system Caller Identification: Displays the group member or caller ID Fall Back Mode: Radio base station will continue to provide service to users within its

tuwien.at/bibliothek coverage area, even if disconnected from the rest of the network. Data Transmission: By far the greatest limitation of current MCC systems (excluding the

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Introduction

recently introduced LTE release 13 & future 5G solutions) is in Data Transmission, with relatively slow data rates (typically only 10 to 30 Kbps depending on the technology & transfer mode in question), making it unsuitable for transferring data beyond normal texting and telemetry (Dunlop et al. 1999, p. 228). It should be noted that the slower data rates of older MCC radio systems compared to LTE/5G is not because of their age, see Figure 12, but because data rate is a function of bandwidth. LTE/5G are referred to as broadband systems because their bandwidth is typically measured in MHz, while MCC radio systems usually use less than 0.025% of 1 MHz. (The Critical Communications Association, 2015, pp. 4,5)

Users push and hold down a button while speaking, and listen to Push‐to‐talk (PTT) their group communications for the rest of the time. Each transmission is heard by all members who have selected Group Calls that particular talk‐group. Fast Call Setup time No dialling required for PTT calls

Direct Mode Terminal to terminal, off‐network communication

Individual Calls Point to point, similar to phone calls between 2 individuals.

Encryption Calls cannot be monitored by external entities

Closed User Groups Only group members can hear the communications of that group. Telephone Network Possibility for users to dial out of the system and access the Access normal telephone network Caller Identification: Terminal display indicates talking party Encryption Calls cannot be monitored by external entities Relatively slow (in the 10s of Kbps range) but in recent years Data transmission demand is growing for faster speeds Table 2: General Mission Critical Communications Technology Features Adapted from (Wireless Technologies Finland Ltd, 2017) (Dunlop et al. 1999) (Liebhart et al. 2015)(Burke, 2017)

1.2 Mission Critical Communications Market Segments The dominant radio technology used for MCC in Europe is Terrestrial Trunked Radio (TETRA); Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. see Figure 3, which illustrates the status of European public safety countrywide radio communications networks. A brief overview of TETRA, and the other technologies, TETRAPOL & Project 25 (P25), depicted in Figure 3 will be given in section 2.3. Although predominantly used for public safety or Public Protection and Disaster tuwien.at/bibliothek Relief (PPDR), TETRA is also used in many other sectors, as shown in Figure 4, (SALUS, 2015, p. 7). These market sectors have become synonymous with those

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Introduction

used by MCC users overall, and have been cited by the International Telecommunications Union (ITU) and the China Academy of Information and Communications Technology (CAICT), among others, as defining Mission Critical Push to Talk (MCPTT) users in assessing the developmental roadmap of the 5G emergency system feature set (Song, 2018, p. 10).

Figure 3: Country wide radio communications networks in Europe (Bundesanstalt für den Digitalfunk der Behörden und Organisationen mit Sicherheitsaufgaben, 2017)

Approximately one third of the market is made up of public safety systems, with another 10% consisting of the military and various other governmental organisations. Outside of the country wide public safety networks, there are many smaller regional & sub‐ regional systems in place. Approximately 38% can also be classified as critical national infrastructure (Transport, Utilities, Ports & Airports). Public Access Mobile Radio (PAMR),

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. which makes up only 4% of the market, are network providers which lease radio services to end users, within a specific geographic area, to industries such as such as manufacturing, construction, private security, taxis, delivery companies and agriculture.

tuwien.at/bibliothek

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Introduction

PAMR (Operator), Military, 1% 4% Government, 9%

Extraction (Mining), 7% Public Safety, 33%

Business & Commerce, 8%

Utilities, 9%

Ports & Airports, 5% Transport, 24%

Figure 4: Installed TETRA systems per market segment (SALUS, 2015, p. 7) (Song, 2018, p. 10) (Wireless Technologies Finland Ltd, 2017) (Burke, 2017, p. 10)

1.3 Problem Formulation In recent years, spectrum availability has become a problem, as more applications for wireless have become available. (International Telecommunications Union, 2015, p. 1). A secure system such as TETRA requires only 25 kHz to carry signalling and 3 to 4 simultaneous separate voice calls depending on the configuration, however, TETRAs relatively slow data rates (28.8kbs) make it unsuitable for transferring data beyond texting and telemetry (The Critical Communications Association, 2015, pp. 4,5). Long Term Evolution (LTE), on the other hand, is capable of data rates >10Mb/s, but requires bandwidths from 1.4 to 20MHz, (SALUS, 2015, p. 14) which makes it unlikely that the user organizations shown in Figure 4 can receive their own block of spectrum for the complete region in which they operate. A comparison of data transmission capabilities for TETRA and LTE can be seen in Figure 5. The combined factors of spectrum scarcity and increased demand for high speed data, are leading MCC user organizations to consider subscribing to a service provided by a Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. mobile telecom operator. However, as shown in Figure 4, MCC network user organisations are not a heterogeneous group and have correspondingly different operational behaviours and levels of national importance which lead to different requirements from their communication network. These user organisations tuwien.at/bibliothek generally have a wide range of more demanding strategic or operational necessities which

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Introduction

would generally rule out their ability to adopt a subscription delivery model for their communications. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(The TETRA and Critical Communications Association, 2013, pp. 20,21)

Figure 5: Example of Data transmission capabilities (TETRA vs. LTE) Derived from (SALUS, 2015, p. 14)

Usually area coverage requirements are >99%, whereas a margin for location variability (caused by the variable nature of radio coverage) is in the 95 to 99% range, or even higher. System downtimes can be measured in seconds over years. Completely redundant coverage (seamless operation, even if one or more radio base stations fail) is a standard requirement for such systems.(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(National Fire Protection Association, 2016) There are also non‐technical considerations; security and public safety

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. services often require the ability to monitor (CCTV) and access their radio sites 24/7, that these locations have battery backup for multiple days, and are secured to specific standards which would require a major investment for commercial operators. (United States Coast Guard , 2002)( National Public Safety Telecommunications Council, 2014)(Motorola Solutions

tuwien.at/bibliothek Inc, 2005) Figure 6 shows a simplified stakeholder analysis for establishing an MCC network.

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Introduction

Under the section for commercial partners, it can be seen that network operators already play a role in many MCC networks, usually supplying the Radio Access Network (RAN) or backbone which links radio sites into the network and site sharing, where antennas and other radio equipment from the MCC network and telecoms providers are co‐located. Telecommunications providers already have a framework for supplying these services for MCC networks and other legal/security requirements such as protecting user privacy or providing access for legal interception of user traffic (listening into calls, access to call/positioning records, IP traffic logs). (Organisation for Economic Co‐operation and Development, 2004)(The Law Library of Congress, 2017)(European Telecommunications Standards Institute, 2001)

Figure 6: Simplified Stakeholder Analysis for establishing an MCC Network Derived from (Federal Emergency Management Agency, 2004)(World Road Association, 2019)(Inter‐Agency Standing Committee, 2019)(Inter‐Agency Standing Committee Working Group, 2004)(Matinmikko‐Blue, 2018)(Graham, 2006) 1.4 Network Service Delivery Frameworks & Business Models To capture the MCC market, telecoms providers will need to adapt their services to fit the operational behaviour and requirements of the different MCC market sectors. Similarly, Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. telecoms infrastructure manufacturers, competing directly with the telecoms service providers for the MCC market will have to consider moving away from pure equipment supply, rollout and maintenance towards offering a managed service. User organisations will need to adapt to the combined pressures of evolving end user requirements, spectrum tuwien.at/bibliothek scarcity, infrastructure costs & infrastructure security. In order to deliver mission critical

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Introduction

communications, existing service delivery models will need to be revaluated. The main service delivery frameworks to be considered are broadband services from Mobile Network Operators (MNO)s, dedicated networks, deployable systems & hybrid systems. (SALUS, 2015, pp. 21‐40) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 105‐140)

Each of these four network service delivery options have many variants which will be analysed in section 2.4. The selection of the appropriate business model is directly dependent on the network service delivery framework. MNOs currently offer three service variants to the business critical market which can soon be adapted to MCC end‐user organisations: Managed Network, Managed Service & Full Service Offering. (The Critical Communications Association, 2018, p. 15)

1.5 Objective of the Master Thesis: Building trust between user organizations, telecoms manufacturers and telecoms service providers in order to deliver mission critical solutions will be a major challenge for both LTE/5G service providers and MCC manufacturers in the future. Methods of demonstrating capability while remaining competitive without compromising safety, security and performance will be essential. The objective of this Master thesis is to investigate MCC as a managed service, analyse other potential business models, explore methods of demonstrating capability while remaining competitive without compromising safety, security or performance & develop a framework for implementation. In order to achieve this objective, evolving user organisation requirements, the technological response and their implications for a subsequent shift in the manufacturer/operator/owner paradigm will be examined. Examples from actual projects will be given to provide context and support conclusions wherever appropriate. The service lifecycle will be worked through with examples taken from case studies, reports and running projects of various relevant market sectors at each stage. This will act as a framework for offering MCC as a managed service. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 1.6 Research Questions The study will commence by examining the current trends in existing mission critical communications, competing technologies and business models through a review of the state of the art solutions implemented in ongoing projects. Key knowledge holders from tuwien.at/bibliothek representatives of a cross section of the stakeholders identified in Figure 6 will be interviewed, from the different market sectors identified in Figure 4.

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Introduction

Figure 7: Principle of pyramid search methodology (Poetz & Hippel, 2015)

The investigation will also utilise the pyramid search methodology illustrated in Figure 7, not only to identify these key knowledge holders, but to also find solutions already implemented or being developed in analogous fields. The multiple objectives of the proposed thesis will then be addressed by the following research questions:

1. How can superior customer satisfaction in MCC be maintained during the transition to a managed service?

2. What are the advantages and disadvantages for the provider and customer of having Mission Critical Communications as a managed service? Which business model is the best fit?

3. What are the requirements which user organizations need to have addressed in order to accept Mission Critical Communications as a managed service?

4. What are the most efficient methods to fulfill these needs and to demonstrate this competence as a pre‐sales activity?

5. Which KPIs should be monitored and measures taken in order to retain customers once the service is running?

At the crux of the situation is a transition from one technology to another, tailoring Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. of a service to several heterogeneous groups, outsourcing of a core competence and development of a new business model to fit the situation – taking this into account, a perspective from similar historical transformations will also be examined. The aim of this analysis is to shed light onto converging market trends and regulatory limitations in order to

tuwien.at/bibliothek develop a suitable strategic position to successfully navigate future challenges while exploiting upcoming opportunities.

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1.7 Course of investigation The proposed research thesis is divided into five sections based on the thesis objective and research questions as described previously. The phases of the research process are shown in Figure 8. In order to provide background, the introduction has already given an overview of the field of study and a justification of the importance of the proposed research. The second chapter provides an overview of the current situation, state of the art & market trends. Stakeholder challenges are analysed and recommendations made on how they can be navigated by treating these technologies/services as complementary, rather than competing wherever appropriate. Service delivery frameworks and business models are examined and their attributes evaluated based on attractiveness to user organisations, and feasibility for manufacturers and service providers to implement. The third chapter examines existing digital radio public safety networks and those currently being deployed using mobile broadband. Common attributes are identified, while successful strategies and points of failure are analysed. Chapter four investigates the service lifecycle in relation to solving the research questions, applying relevant management theories together to technological issues, market trends and state of the art implementations indentified in the previous chapters. Research gaps are filled through interviews from various stakeholders and examination of solutions from analogous fields. Chapter Five closes the Master Thesis with interpretation, discussion and future prospects for the field of study. Conclusions drawn through literature review and empirical research in previous sections of the document are interpreted from the theory and results presented already and refined down to their managerial implications. Recommendations will be given on how user organisations, manufacturers and service providers can already begin to position themselves within the next three years in order to navigate future challenges and take advantage of future opportunities over the next ten to fifteen years. Chapter Five also identifies limitations of the study and suggests directions for future research. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 1.7.1 Literature Review For the literature review, publications which cover the following topics will be examined:  Mission Critical Communications & Professional Mobile Radio  Relevant Standards & Regulations

tuwien.at/bibliothek  4G/5G mobile broadband and its use cases  Last mile solutions in telecommunications, including business models

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 Managed Services from different industries and their business models. 1.7.2 Expert Workshops, Conference Proceedings, Webinars & Interviews Additional data was collected through participation in expert workshops on:  “5G, Artificial Intelligence & the energy sector” at the Austrian Ministry of Innovation  “Integrating Critical Energy Network Protection into Effective Disaster Risk Reduction Policies” at the Organisation for Security and Co‐operation in Europe (OSCE) contributing by giving a presentation on “Potentials for Innovation and Digitalization as a challenge for protection of electricity grids” Attendance of recent webinars, and review of previous webinars on:  Land mobile radio (LMR) versus mission‐critical LTE Webinar, IHS Markit, 2018.  LTE for Public Safety Insight Webinar, (Telecoms & Tech Academy, 2016)  Digital Transformation for Telco’s, (Telecoms & Tech Academy, 2017)  ITU Asia‐Pacific CoE Training on Conformity and Interoperability, (International Telecommunication Union & China Academy of Information and Communications Technology, 2018)  Global Forum on Emergency Telecommunications, (International Telecommunication Union, 2019) Interviews with expert representatives of different stakeholders from various projects were carried out and will be used to support conclusions wherever appropriate.

1.8 Section 1 Findings Two research questions have been partially addressed in Chapter 1:

In section 1.4, service delivery framework options where listed and three appropriate business models where identified: “Managed Network, Managed Service & Full Service Offering”. (The Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Critical Communications Association, 2018, p. 15) tuwien.at/bibliothek The general network requirements and system functionalities for MCC were described in section 1.1 & tabulated in Tables 1 & 2 respectively. Page 12

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. tuwien.at/bibliothek The approved original version of this thesis is available at the TU Wien Bibliothek. Introduction

Figure 8: Phases of the thesis research process. Literature Review: State of the Art & Market Trends

2. Literature Review: State of the Art & Market Trends Globally, many MCC user organisations are still considering or have only recently undergone the migration from analog to digital radio systems. This will limit their willingness to adopt MCC broadband in the near future. (IHS Markit, 2018)

2.1 Digital Migration The key drivers of digital migration for MCC stakeholders can be seen in Table 3. Government mandated switch Commercial drivers Spectrum scarcity Analog component obsolescence Interoperability Lower OPEX Digital communications offer more functionality Security Status messaging and texting Meeting health and safety regulations with Global Positioning System (GPS) and man‐ Workflow and resource management down & lone‐worker services Data applications Table 3: Key drivers of digital migration Adapted from (Sepura PLC, 2014, p. 5), (Comptroller & Auditor General, UK Home Office, 2019, pp. 4,9,20,24)(Burke, 2017)

2.1.1 Spectrum Scarcity “The demand for spectrum has grown significantly highlighting, the need for efficient use of all available spectrum in order to avoid scarcity” (International Telecommunications Union, 2015, p. 1). For radio communications purposes, spectrum in most countries is usually licensed (by auction) to commercial network operators and reserved (administrative charge only) for national governmental organisations on a countrywide basis. A pool of frequencies is typically allocated to regional user organisations for a monthly fee based on fulfilling criteria on critical need and limiting interference to other users in and around, the required geographical area. Finally, a small band of spectrum, “especially for short‐range use ... various remote control devices, wireless security systems, etc.)” does not need to be licensed. (International Telecommunications Union, 2015, p. 14) Digital systems use multiple

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. channel access and encoding techniques to compress signalisation and voice traffic, giving better spectral efficiency. (Dunlop et al. 1999, pp. 127‐130) 2.1.2 Interoperability Interoperability in the field of radio communications refers not only to the standards, equipment, and frequency bands, but also the Standard Operating Procedures (SOP) of the tuwien.at/bibliothek personnel. In Europe, where the majority of systems are TETRA or TETRAPOL, see Figure 3,

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countries with adjoining borders have adopted clear procedures for interoperability for cross border communications & cooperation. (European Commission, 2016) In the US, many casualties where caused among emergency workers during the collapse of the twin towers in 2001, due to a lack of interoperability between the radios used by the first responders (National Institue of Standards & Technology, 2005). This was a major contributor to the launch of a nationwide first responder network (FirstNet) in the US. (The Communications Security, Reliability and Interoperability Council V, 2017) 2.1.3 Enhanced Security Digital systems offer enhanced security through authentification techniques which keep unauthorised users from registering on the network and have the ability to utilise end‐to‐ end encryption, meaning that even if the signal is intercepted by a third party, the signals cannot be decoded. (European Telecommunications Standards Institute, 2016, pp. 15,16) 2.1.4 Obsolescence Analog radio systems such as MPT‐1327, introduced in 1988 are at last approaching end of life, see Figure 12. Manufacturers of systems such as Digital Mobile Radio (DMR) are offering gateway functionality which allows organisations to port their legacy infrastructure to newer digital systems during the migration phase. (Kunavut, 2014)(Tait Communications, 2012) 2.1.5 Functionality A description of MCC present and developing functionality follows in sections 2.2 & 2.3. 2.1.6 Lower OPEX As previously described, digital radio has the capacity to carry more traffic than analog radio for the same bandwidth – reducing monthly spectrum licensing fees. Features which are unavailable in analog radio such as integrated GPS positioning and other software applications, allow cost reduction through superior automated asset/workflow management. (Ericsson Consumer & IndustryLab Insight Report, 2018) 2.1.7 Performance A further reason for the switch from digital to analog radio communications is better audio

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. quality at lower coverage fieldstrengths, shown in Figure 9, due to digital error correction mechanisms. Performance has not been included in Table 3 as there is some controversy about better performance vs. radio coverage relationship among the various stakeholders as audio quality is a very subjective criterion. The predominant method of assessing audio

tuwien.at/bibliothek quality in European digital radio systems is to measure Bit Error Rate (BER) directly or other parameters based on BER tied to Perceptual Evaluation of Speech Quality (PESQ)

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standardised in ITU‐T Recommendation P.862. In the US and other countries, audio quality vs. coverage is typically assessed using Delivered Audio Quality (DAQ), with test phrases transmitted over the system and subjectively categorised into steps from DAQ‐1 (Unusable, speech present but unreadable) to DAQ‐5 (Speech easily understood). The usable threshold for the system coverage is set based on excluding DAQ‐1 communications.

Figure 9: Analog/Digital Radio Communications Audio Quality & the “Digital Cliff” Effect Adapted from (Tait Radio Communications Ltd., 2019) (Australia Government, Department of Broadband, Communications & the Digital Economy, 2013, p. 11)

Digital communications which are corrupted are unusable, however some users perceive analog communications at the same coverage levels to be distorted but understandable. This is the “the digital cliff effect” and is often a major issue for user organisations migrating to digital systems. (Project 25 Technology Interest Group, 2016)

2.2 Evolving Customer Requirements based on expectations for LTE/5G Historically speaking, each generational development stage of mobile communications brought with it an unforeseen “killer application”, for 2G it was texting, for 3G it was sending pictures from camera phones and for 4G it is broadband and video, see Figure 10. The approximate duration from each “killer applications” concept or commercial launch to market dominance was 13 to 27 years. Although market acceptance was apparently swift, from the publics’ perception, work had been carried out on each of these Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. features for many years: all had already begun development in the 2G stage. It is therefore very likely that the “killer applications” for 5G are already in development. For the market sectors identified in Figure 4, the high speed data offered by LTE/5G broadband brings many potential benefits. tuwien.at/bibliothek Some of the likely to be adopted applications which have already, or are in development and

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due to be launched, for the major market sectors will now be examined.

Figure 10: “Killer” Applications Timeline by Mobile Cellular Generation Based on (Zabransky, 2019)(Commexis, 2015)(CNN, 1999)(Sigmast, 2019)(Text Request Inc., 2016)(Digistrat, 2012)(Statista, 2019) (Vora, 2015)

2.2.1 Public Safety A major drive for the adoption of high‐speed data by public safety organisations are body cameras or Body Worn Video (BWV). BWV have been combined with external microphone and PTT button radio accessories to be worn so that the camera faces forward and has a clear view of what the officer is looking at. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 212) In digital PMR systems, as the data transfer is so low, see Figure 5, only key frames are transmitted back to the control centre, while the remaining video is dumped to a local hard disk built into the camera unit. Three problems with this system are that: Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.  if a key frame is only transmitted every e.g. 25 seconds, a lot of action can happen between each keyframe reducing the usefulness of live remote support.  reducing picture quality to increase frame rates makes the video useless as evidence.  full video of the officers’ shift is only available after return to base. tuwien.at/bibliothek Using BMV with mobile broadband allows all these problems to be overcome, and enables

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synergies with other technologies such as facial recognition for police, and live, remote, consultation for emergency service workers and the fire service. A potential problem with video evidence in the future is the possibility of “deepfake” Artificial intelligence (AI) allowing people in videos to be replaced by others undetectably. At the time of writing, the US congress has launched an investigation of the risks posed by deepfakes (CNN, 2019). The author suggests that for the case of BMV, this could be overcome using digital watermarking to embed an encrypted code based on an officers’ badge number combined with a time code in each frame as the video is encoded. Perhaps the most interesting application for emergency workers will be the possibility of remote patient diagnosis and earlier treatment before reaching the hospital (Dell EMC & RedZinc, 2018), while fire‐fighters will have the possibility of remote physiological monitoring during emergency actions (National Institute of Standards and Technology, 2015) or be able to receive information such as live video of incidents on route to the scene. (Comptroller & Auditor General, UK Home Office, 2019, p. 5). 2.2.2 Transport “The diversity of Intelligent Transport Solutions (ITS) applications is greater than the diversity of PPDR and utility applications”... & ... “require substantial radio bandwidth, as well as high availability and security. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 55) Self‐driving vehicles and drone delivery enabled by mobile broadband are obvious applications, but are too large an area to discuss within the scope of this thesis. A less obvious application which has been gaining traction is Linear Asset Management (LAM) for rail transport. The rail industry does not use addresses or coordinates to reference position, but distance offsets from mile/km markers, track #, switches, crossings & signals. In combination with mobile broadband, LAM enables workers to instantly access Enterprise Resource Planning (ERP) systems such as SAP or maintenance data at remote locations, referenced to the rail company’s specific positioning system. This data refers not only to goods, containers, wagons and engines, but also track health, bridges,

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. stockyards and station equipment. (SAP AG, 2012) 2.2.3 Ports & Airports Ports will see benefits from optimised logistics/operation (energy savings, safety, schedule management, fleet planning, service planning, and route optimisation) and technical

tuwien.at/bibliothek management (hull & propeller cleaning, refuelling, environmental compliance). (Alonistioti, 2017)( Federal Ministry for Economic Affairs and Energy, 2017)

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5G will airport control towers to be operated remotely, so that if a control tower goes out of operation, the tower from another airport can take over. (Frequentis AG, 2016) Other applications are:  Aeronautical ground‐air data communication & surface operational communication  Unmanned Aircraft Management  IoT baggage tracking (Airport Authority Hong Kong, 2016)(International Civil Aviation Organization, 2018)

2.2.4 Utilities EU energy policy aims for 50% of electricity to come from renewables by 2030 and to be completely carbon free by 2050 (Dionisio, 2019). Artificial Intelligence and 5G technologies plays a significant role in future integrated energy systems as they will enable the reliable feed‐in of renewable energy sources to the grid in a way that supply fits demand. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 11: Community Power Cells /Virtual Power Plants with 5G enabled AI supervision Based on (European Telecommunications Standards Institute, 2018) (Dionisio, 2019) (IBM, 2016) (IBM, 2018)(Kim, 2019)( Ericsson AB, 2017)(Nguyen, 2018)(Burke, 2019)

An example of one concept for 5G enabled AI supervision can be seen in Figure 11, tuwien.at/bibliothek which shows independent community power cells that are seen as virtual power plants from

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the grids point of view and either consume their own energy, store it, or feed it into the grid. Switching into the grid is controlled by AI which simultaneously carries out the commercial transaction in an Energy Exchange while recording and verifying transactions in a digital ledger. These transactions use smart contracts that can be verified using the block chain algorithm. 5G plays a key role in this process as low latency is important for switching in and out of the grid, and the simultaneous transactions in the Energy Exchange. Low latency is achieved through a mechanism called Mobile Edge Computing (MEC). The MEC principle of operation is that servers are built directly into the transmitter, loading applications from a central MEC server, and hosting them locally. Instead of signalling and data being sent to a distant, centralised cloud server, processing will happen at the transmitter with only several hundred metres of radio path between the hosted AI and the elements to be controlled/ monitored (European Telecommunications Standards Institute, 2018). 2.2.5 Government, Business & Commerce Again, as with self‐driving vehicles and drone delivery, the government, business & commerce applications of 5G are too large a topic to cover within the scope of this thesis. Today’s mobile cellular traffic, 2G, 3G & 4G users, is expected to make up only a fraction of 5G connections. The majority of remaining connections will be made up of Internet of Things (IoT) and Machine to Machine (M2M) connections for business, commerce and governmental applications. It is expected that IoT and M2M will take over from Supervisory Control and Data Acquisition (SCADA) on the production floors of many industries and form the basis of SMART City management. (Huawei Technologies Co. Ltd., 2013) 2.2.6 Military An unclassified military application of broadband wireless is war‐gaming, where soldiers play “laser‐tag” using laser emitters on dummy weapons – including vehicles, tanks and aircraft. The transmission of data (targeting, shots fired, hits and unit positioning) from troops to the Command and Control Centre (CCC) is carried out over mobile wireless. Military training grounds are, by their nature, often hosts to live fire exercises, up to

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. and including artillery ranges. This makes the building of permanent antenna masts within the area of operations impossible. Deployable broadband solutions allow a radio network to be built up quickly, would allow troops and vehicles to be equipped with cameras, as well as for drones to monitor and participate in the simulations. (Lueck, 2012, p. 4)

tuwien.at/bibliothek There are already military compliant android apps for training, situational awareness and group coordination on the market and in use by several military organisations. (U.S.

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Department of Defense, 2019). The Defense Advanced Research Projects Agency (DARPA) in the US have launched a 4 year project in May 2019 to create a secure version of the android mobile operating system for military applications at a cost of $21.4 million (Lemos, 2019).

2.3 Technological Response Figure 12 shows the timeline of the development and launch of the most popular mission critical radio standards from the first widely implemented analog trunked radio in 1985, MPT‐1327, (Office of Communications, Previously the Radiocommunications Agency, 1988) to 5G, officially due in 2020 (3rd Generation Partnership Project (3GPP), 2019). None of the MCC radio standards preceding LTE release 13 where interoperable with each other, so there is no upgrade path without direct replacement or phased migration, however it is important to note that several governments had announced the launch of LTE public safety networks before or shortly after the standardisation brought by LTE release 13. This caused many problems (unavailability of chipsets, devices and frequencies) and delays for project implementation, incompatible proprietary solutions and usability problems which will be examined later. It is important to note that the time between the specification of LTE release 13, in March 2016 and 5G (LTE Rel 16), officially to be released in March 2020 is only 4 years, with 2 other iterative releases in between. Appendix 1, Table 18 gives an overview of the technical parameters of the most widely adopted MCC radio standards. 2.3.1 Mission Critical Push to Talk (MCPTT) A major development problem for the smooth transition to broadband is the Mission Critical Push to Talk (MCPTT) functionality. In analog and digital radio systems, as described in section 1.1, the user either selects a frequency or channel in analog radio systems, or selects a group in digital radio systems and then hears all communications in that channel or group. The user can speak with other members of the group or channel by pushing the PTT button. Call setup in a conventional analog system is typically 15 milliseconds. (Public Safety Wireless Network Program Management Office, 1999, p. 25) In digital systems or trunked analog systems there are additional delays caused by the encoding/decoding process and call Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. control processing which are typically ≤300 ms depending on the operating mode.(European Telecommunications Standards Institute, 2005) The 3GPP specifies a Group Communication end‐to‐end setup time less than or equal to 300 ms (Song, 2018, p. 18) for MCPTT however not all manufacturers have reached an interoperable solution this yet. (Comptroller & tuwien.at/bibliothek Auditor General, UK Home Office, 2019, p. 38)

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2.3.2 Coverage PMR systems are generally perceived to have better coverage and better in building penetration than broadband systems (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 102,103) for two main reasons:  PMR systems operate on lower frequencies than broadband, which has a much better propagation characteristic.  Broadband terminals use lower power to transmit and have no external antenna. This has a direct impact on the number of transmitters needed to cover a specific area and also effects the operational range of device to device coverage when no network coverage is present. French authorities have complained of LTE device to device communication capabilities: “500 meters range is not enough”. (Ministry of the Interior, 2017) 2.3.3 Migration from analog to digital radio of broadband Figure 13 shows the global installed base of mission critical voice devices in 2018. 37% of these devices are still analog, which suggests that these user organisations are not concerned with the higher functionality and security offered by digital radio or mobile broadband, but are primarily motivated by cost. The majority of these users will most likely migrate to the Digital Mobile Radio (DMR) standard or become mobile cellular subscribers as regulatory authorities continue to limit available spectrum and analog components become obsolete, see Table 3. DMR is an attractive option (IHS Markit, 2018, p. 19) as it is one of the lowest cost systems available among the digital options and after the initial setup, depending on configuration in can be operated in either license free bands or in simulcast mode which uses the same frequency on all base stations, minimising spectrum costs. (National Council of Statewide Interoperability Coordinators, 2016) LTE will also be an attractive option for budget conscious organisations as the subscriber model offers low fees per terminal every month without the overhead of setting up, operating and maintaining an own radio system. (IHS Markit, 2018, p. 19) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Figure 12: Mission Critical Communications Technologies Release & Development Timeline Derived from: (Tait Radio Communications Ltd, 2010, p. 10) (Ketterling, 2004, pp. 20‐21) (John Dunlop et al. 1999, pp. 124‐126) (Office of Communications, Previously the Radiocommunications Agency, 1988)(Icom America Inc., 2008, p. 3 & 4)(TETRAPOL Forum, 1999)(European Telecommunications Standards Institute, 2005)(European Telecommunications Standards Institute (ETSI), 2008) (International Union of Railways, 2013) (European Telecommunications Standards Institute (ETSI), 2011)(EDN (Electrical Design News) Network Staff, 1999, p. 1) (Do, 2017 )(Hytera Communications, 2018)(PDT Digital Trunking System Industry Association, 2010)(Laughton, 2012) (Burke, 2017, p. 16) (3rd Generation Partnership Project (3GPP), 2019)

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2.3.4 Current Digital Radio Systems P25 is the dominant system for public safety, governmental systems and industry in North & Latin America. TETRA, as shown in Figure 3 is the dominant system in Europe for public safety, but is also the dominant system there for governmental systems and industry. Professional Digital Trunking or Police Digital Trunking (PDT) is the police radio system in China. Other countries are using a mixture of analog, P25, TETRA & TETRAPOL on a regional level. (IHS Markit, 2016)

Figure 13: MCC trends indicating adoption of Multimode/Hybrid networks Adapted from (IHS Markit, 2018, p. 19)

2.3.5 Multimode (or Hybrid) PMR/LTE Networks Figure 13 shows that the number of LTE devices installed for mission critical users is nearly equal to that of P25 & TETRA combined. In fact nearly all these LTE devices are standard android smart phones which have been issued to mission critical communications end users in addition to their radio terminals (IHS Markit, 2018, p. 19). The simultaneous issuing of both PMR terminals and smart phones means that the user organisation has already

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. adopted a solution to the problem of secure terminals with low speed data transmission capabilities and less secure terminals with mobile broadband data; they have in effect created a multimode (or hybrid) network. This is an example of user innovation where the end users have pre‐empted the offerings of manufacturers. Manufacturers have begun in the last years to offer multi‐mode terminals which tuwien.at/bibliothek combine two separate radio circuits inside one terminal, sharing the user interface (Screen,

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microphone, speaker and buttons).(Airbus Defence & Space, 2016) This terminal contains PMR radio device components for secure voice communications and smart phone device components for high‐speed data. A simplified multi‐mode PMR‐Broadband network using such terminals can be seen in Figure 14.

Figure 14: Simplified Hybrid or Multimode PMR‐Broadband Network Adapted from (Burke, 2017, p. 119)

2.3.6 Migration from digital radio to LTE At the moment three countries operating countrywide digital radio networks have begun rolling out a dedicated MCC LTE system: Safe‐Net in South Korea, the Emergency Services Network (ESN) in the U.K. and FirstNet in the U.S. (Chambers, 2017). These projects will be analysed further in sections 3.2 – 3.3. 2.4 Service Delivery Frameworks Before examining appropriate business models for MCC services it its necessary to analyse the various service delivery frameworks available, as they are interconnected, see Figure 15, and influence the selection of the appropriate business model. 2.4.1 Broadband services from dedicated networks (Scenarios 1 & 3)

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. MCC user organisations access mobile broadband services from dedicated specialised networks using either commercial or specialised equipment. This option allows the user organisation to completely control the network and set it up to fulfil their operational needs but has the disadvantage of large CAPEX & OPEX costs, dedicated spectrum and the time needed to setup the network. (SALUS, 2015, pp. 31‐35) (European Commission, Directorate‐ tuwien.at/bibliothek General of Communications Networks, Content & Technology, 2014, pp. 108‐127)

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Figure 15: Comparing the options in dedicated and commercial based networks Adapted from (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 99)

2.4.2 Broadband services from Mobile Network Operators (Scenario 2) This option consists of MCC users accessing mobile broadband services from one or several MNOs using commercial equipment. It has many advantages for the user organisation such as low cost, no need for dedicated spectrum and quick migration. The suitability of this option depends on the user organisations need to control the network and the requirements for coverage availability & network resiliency. (SALUS, 2015, pp. 21‐31) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 113‐120) 2.4.3 Broadband services from deployable systems (Subset of Scenarios 1 to 3) Many MCC users operate in or close to their vehicles when carrying out their duties. The principle of deployable broadband is that a base station is installed in the vehicle and acts as a moving island of coverage, in and around the vehicle, linked back to the main network. In Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. this way the user is never out of contact with the main network coverage so long as they stay within range of their vehicles coverage. Deployable systems can be used in areas where infrastructure has been destroyed by catastrophe. This solution is suited for short term needs or to extend coverage outside the fixed network coverage of a MNO or dedicated

tuwien.at/bibliothek system. (SALUS, 2015, pp. 36‐40) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 105)

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2.4.4 Broadband services from hybrid systems A hybrid system is made up of some or all of the previous options, for instance a dedicated broadband network which can fall back on multiple mobile networks in case of network outage and deployable solutions for catastrophe response, would fulfil the needs of many public safety user organisations. (SALUS, 2015, p. 41) (European Commission, Directorate‐ General of Communications Networks, Content & Technology, 2014, pp. 128‐140) The advantages and disadvantages of these service delivery frameworks have been tabulated and can be found in Appendix . 2.5 Suitable Business Models Until recently commercial MNOs and MCC User Organisations have operated on fundamentally different business models with significantly different goals which define their structures from network design to day‐to‐day operation, see Table 4.

Network Commercial MNO Dedicated MCC Network Business Objective Revenue Growth Protect Life & Property Capacity Design For “Typical Day” (Predictable) For “Worst Day” (Unpredictable) Based on Population Density Territorial, focused on what may Coverage Design (Unpredictable) need protection Communications One‐to‐One Communications One‐to‐Many Communications Design Service Priority Minimal Differentiation ‐ Significant Differentiation – Role & Differentiation Subscription & Application Level Incident Level(Very Dynamic) Table 4: Commercial MNO Vs DEDICATED MCC Networks (The Critical Communications Association, 2017, p. 15) (European Commission, Directorate‐ General of Communications Networks, Content & Technology, 2014, p. 84)

For both MCC user organisations and MNOs the convergence of broadband technologies and user requirements represents a complete paradigm shift. Figure 16 shows the business model variants which MNOs can offer to MCC user organisations which had previously been only suitable for business critical customers : “• Managed network • Managed service Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. • Full service offering” (The Critical Communications Association, 2018, p. 15) tuwien.at/bibliothek

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Figure 16: Options to deliver mission critical communications services Adapted from (The Critical Communications Association, 2018, p. 15) 2.5.1 Managed Networks In this case the user organisation usually owns the spectrum (licensed or from a national agreement) but does not performs device management. The advantages and disadvantages of this business model, developed from the previous service delivery frameworks are given in Error! Reference source not found., Appendix 3. An MNO with an existing network can offer a managed network to MCC User Organisations, however the network offered may need to be ‘hardened’, providing better availability, coverage, redundancy and MCC functionality that is not needed for standard commercial users. The cost of these upgrades will be passed on to the user organisation as they are required to fulfil their operational needs. In this case the MNO does not supply or configure the radio terminals or other devices to the user organisation. Usually the MNO owns or licenses the spectrum in order to offer a segment‐specific network under service level agreement in this case. The advantages and disadvantages of this business model, can be seen in Table 20, Appendix 3. 2.5.2 Managed service

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. In a managed service the MNO operates and maintains the network and is also responsible for managing and configuring the devices, however the ownership and therefore control/sovereignty of the network belongs to the user organisation. The advantages and disadvantages of this business model, based on literature research can be seen in Table 5.

tuwien.at/bibliothek The user organisation owns the spectrum and must carry out spectrum management or engage a third party consultant, however spectrum regulations are less stringent for MCC

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organisations. The Managed Service Provider can typically run the network for 15% to 30% less OPEX than if the user organisation ran the network themselves and may offer deferred payment on/lower CAPEX in return for a long term contract. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 100,137,139) (Bakker, 2010, p. 18)

Managed Service: Network Ownership: User Organisation Mobile Network & Devices as a Managed Devices Management: MNO Service Spectrum Ownership: User Organisation

Customer Advantages Disadvantages • Lower OPEX, Reduces network management costs • Low CAPEX (Network & Devices) • Allow an external more focused and • Forces a long term arrangement with capable organisation to operate/ manage one MNO the Network & Devices • Long Rollout Process/Time to service • Complete Control

• High Network Resilience • Security • High Responsivity • No Device Management required Provider Advantages Disadvantages

• High CAPEX (Network & Devices) • No Control • Economies of scale & viable business case • Difficult planning and site building • MCC suits long range planning requirements • No Spectrum Management • Security Clearances

• Bureaucracy • Device Management Required Table 5: Advantages & Disadvantages of MCC Managed Service from Literature Review Adapted from (CEPT ‐ European Electronic Communications Committee, 2015) (SALUS, 2015, pp. 21‐40) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 99‐120) (CEPT ‐ European Electronic Communications Committee, 2015) (The Critical Communications Association, 2018, p. 15) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 2.5.3 Full Service Offering

Using a subscription model, the user organisation pays a monthly fee per radio terminal to access the service providers network, similar to customers of standard commercial mobile phone providers. Here the MNO owns, maintains and operates the network and may also tuwien.at/bibliothek supply and configure the devices, but does not engineer the network to specifically fulfil

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MCC end user requirements. The advantages and disadvantages of this business model, can be seen in Table 22, Appendix 3. 2.6 Global Overview Figure 17 illustrates the affect which the spectrum allocated of a mobile network has on CAPEX. 400 MHZ is used as a baseline, as most PMR networks globally operate on frequencies on or below this and it is the most common frequency band used for public safety in Europe. 1800 MHz, the most commonly used LTE frequency has an infrastructure CAPEX of 450% more than that 400 MHz. At 700 MHz and 800 MHz the CAPEX is 144% and 182% respectively. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 102‐103)

Figure 17: Relationship between CAPEX and frequency for mobile networks Adapted from (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 103)

Many European countries are still studying which frequencies to reserve for PPDR broadband – the 700 MHz band would be an attractive option, as manufacturers are expected to mass produce equipment to supply the US FirstNet & South Korean Safe‐Net projects, however Germany has sold this spectrum already. The frequency band specified for Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 5G ranges from 600 MHz to 6 GHz. In the UK the 5G licenses vary from 3.4 to 3.8 GHz approximately 1000% the CAPEX of a 400 MHZ network. Figure 17 makes it clear why a partnership with a commercial MNO is an attractive option, particularly if the eventual use of 5G is to be considered.

tuwien.at/bibliothek Even if MCC user organisations make a partnership with a commercial MNO it is unlikely that ubiquitous 5G coverage beyond urban areas will be available within 10 to 15

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years. This time frame will be analysed further in section 2.7.

2.7 Future Outlook & Trends The Public Safety Communications Europe (PSCE) Forum, projects that the majority of EU PPDR organisations will be using mission critical broadband by 2027. (Public Safety Communication Europe, 2019, p. 20) Note that “using” does not mean “fully migrated to”, and can be explained as simply as some user organisations have issued Smart phones with 5G capability for use in areas where service is available as shown in Figure 13.

Figure 18: Countries which have already allocated spectrum for Public Safety LTE* “Actual operating frequencies will be selected from frequency bands shown Derived from (International Telecommunication Union & China Academy of Information and Communications Technology, 2018, p. 6) (Australian Communications and Media Authority , 2019) (Best Defense, 2019) (Government of Canada, 2019)(Jackson, 2016)(IHS Markit, 2016) (Hill, 2019)(Lynch, 2016) (Wendelken, 2016) (Mission Critical Communications Magazine, 2017)(Wendelken, 2017)(Bennett, 2014)

In the case of the Germany government, who own the largest TETRA network in the world and completed the rollout of their TETRA System in 2015, a network refresh is due in Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 2025 if they don’t extend the current contract. (Held, 2015) In studies from 2010 to 2013 the German government was recommended to evolve their "existing narrowband TETRA network towards a mission critical broad‐band voice plus data LTE network" & to "Concentrate on broadband data only in the beginning and continue using voice services of

tuwien.at/bibliothek your narrowband TETRA network as long as possible since mission critical LTE networks will provide group calls and group management in the far future only as good as TETRA already

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does today" (German Federal Ministry of the Interior,Project Group on Public Safety Digital Radio, 2013). Progress continues and they are currently carrying out a two stage test that consist of: “Stage 1 (I+II quarter 2019): Development of detailed concept / Drafting and planning of test scenarios / Call for tender Stage 2 (III+IV quarter 2019 &I+II quarter 2020): Implementation of test scenarios / analysis and reports on test as well as on legal, organisational und commercial aspects.” (Federal Agency for Public Safety Digital Radio, 2019, p. 9) It seems likely that the German government will be able to begin migrating its public safety network users to LTE/5G broadband via a Hybrid network strategy, using commercial provider infrastructure on 700 MHz in areas where service is available, while the 450 MHz dedicated network rollout is in progress as show in Figure 19, by 2027. However, a contract extension for operating its existing TETRA network will be necessary for parallel operation until the migration is complete. It is very likely that Germanys’ (and Austria’s) TETRA network will remain in operation beyond 2030. (Critical Communications Today , 2018)

Figure 19: Germany’s Proposed Future PPDR Network Model (Federal Agency for Public Safety Digital Radio, 2019, p. 6) The timeline proposed by the PCSE for 4G/5G PPDR adoption fits to Gartner’s “Double Peak” Hype curve, Long‐Fuse Life Cycles (Fenn, 2007, pp. 6,11) and the early adoption chasm of the revised technology life cycle (Moore, 1999, p. 13), see Figure 21. Figure 20(A) shows the standard Gartner Hype Curve with its characteristic “Peak of Inflated Expectations” and “Trough of Disillusionment” before the standard product

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. lifecycle (“Slope of Enlightenment” & “Plateau of Productivity”) begins. Figure 20(B) illustrates that if the Hype Curve is overlaid on Geoffrey Moore's “Technology Adoption Lifecycle” the “Chasm” corresponds to the “Trough of Disillusionment”. Figure 20(C) shows that a second peak on the Hype cycle occurs after the trough caused by the introduction of

tuwien.at/bibliothek the second generation of proven products and features. Figure 20(D) illustrates that combining the Hype Curve combined with a Long‐fuse technology life‐cycle leads to an

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extended trough. Indicators of a Long‐fuse technology life‐cycle are:  Fascination with a technology that is far ahead of its real capabilities.  “Inherent complexity that requires advances in basic science and engineering.  “User acceptance or regulatory issues”  “Reliance on a new infrastructure (ecosystem) that needs time to evolve” “(for example, public‐key infrastructure)”

Figure 20: Hype & Double Peak Hype Curve, Early Adopter Chasm & Long‐Fuse Life Cycle Adapted from (Fenn, 2007, pp. 6‐8) (Moore, 1999, p. 13),(Attardi, 2015)(Graves, 2016)

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. (Fenn, 2007, p. 11) Long‐Fuse technologies take 10 to 20 years to traverse the Hype Cycle, which is appropriate for MCC broadband implementation so far. Qatar Ministry of Interior fits to the role of Innovators, on Moore’s’ “Technology

tuwien.at/bibliothek Adoption Lifecycle, see Figure 21, as they launched a pre‐standardisation private LTE network for public safety in 2012 to be operated in parallel with its existing TETRA network,

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to provide a hybrid solution as shown in Figure 14. (Lynch, 2016)(Bennett, 2014) The S. Korean, UK, and US public safety networks are early adopters of mobile broadband for MCC and the author suggests that many other countries will wait for the mass produced second generation of proven products and features resulting from these projects before beginning the migration of their services to mobile broadband (2nd peak). The first of these countries will most likely will be Germany in 2027. (Federal Agency for Public Safety Digital Radio, 2019, p. 6) Normally governmental organisations are conservative in their adoption of technologies, and therefore more immune to hype than other organisations. However, the author proposes, interoperability problems during high profile emergency actions and the search for a high technology solution makes it applicable, particularly in the case South Korea (Sewol ferry disaster) and the US (WTC disaster). Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

tuwien.at/bibliothek Figure 21: Long‐Fuse Double Peak Hype Curve, Early Adopter Chasm & PPDR MCC Migration

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Adapted from (Fenn, 2007, pp. 6‐8) (Moore, 1999, p. 13),(Attardi, 2015)

Figure 22: Global Installed base of mission critical voice devices split by technology (million units, end of year) (IHS Markit, 2018, p. 20)

For the remaining MCC market sectors Figure 22, (IHS Markit, 2018, p. 20) shows that digital systems are projected to still be the dominant system used in mission critical voice communications for the next 10 to 15 years, with broadband (LTE & 5G) steadily claiming more market share. From approximately 2002 until 2014, analog actually exceeds the overall installed base for MCC radio. Similarly, from approximately 2022 until 2030, digital systems will also exceed the overall installed base. This can be explained by user organisations:  keeping analog systems online while migrating to digital radio or broadband,  keeping digital systems online while migrating to digital radio or mobile broadband  Continued hybrid operation of after migration, see Figure 13 & Figure 14.

Figure 23: Global LMR & MCC LTE Market Revenue & Growth, 2016‐2023 (US$ Bn) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. (Sawant, 2019) (Sawant, 2019)

That TETRA, DMR and P25, the most adopted standards for MCC, see Figure 13, are still in the growth/maturity phase on the product life cycle curve see, is supported by: . “Global deployments of licensed mobile radio increased by 4.5 percent in 2017.”

tuwien.at/bibliothek . “TETRA deployments increased by 16 percent globally in 2017.” . “The number of deployments of cost‐optimized digital technology” such as DMR,

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“increased 16 percent in 2017, (>$1 billion in revenue)”. . P25 deployments increased by 4.3 percent in the North American Market (Darrand, 2018)

The combined factors of typical contract length for MCC networks, see Table 6, and the current immaturity of MCC broadband as a technology means that these digital radio technologies will still have a large role to play over the next 10 to 15 years, see Figure 22. Figure 23 illustrates that both the global LMR/PMR and LTE markets for MCC are expect to grow with a CAGR of between 16 & 17% respectively by 2023. (Sawant, 2019) (Sawant, 2019) The convergence of LMR/PMR with LTE has already gradually begun, as shown in Figure 22, and this trend is projected to continue well into the 2030s.

Figure 24: Top level Public Protection and Disaster Relief Broadband roadmap Adapted from (The Critical Communications Association, 2019, pp. 2, 5 & 6)

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. The Critical Communications Association (TCCA) has published a roadmap for evolution from radio to 4G/5G which presents the path “to operational use of mission critical broadband for organisations looking to move away from narrowband networks” shown in Figure 24. Examining Figure 21 to Figure 24 it seems clear that the “Late Majority” will have migrated from their tuwien.at/bibliothek current MCC solutions to Mobile Broadband by 2035, with the number of installed digital

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radio systems beginning to decline by 2030, see Figure 22. It therefore seems likely that the “early majority” will begin the process of tendering within the next 3 to 5 years in order to benefit from the second generation of products made available after the completion of the US, UK & S. Korean mobile broadband public safety systems. 2.8 MCC Migration Path to Mobile Broadband Figure 25 shows an example of a migration path which a Late Adopter/Early Majority organisation from its current narrowband system to broadband only solution (dedicated LTE Infrastructure with deployable sites as needed and expanded or redundant service provided by commercial MNO). Step 1 shows an organisation with a narrowband MCC network. In Step 2 Data & Video from a commercial LTE MNO are added. End users will access the MNO services using a Smart phone in addition to their existing radio terminal or through a multimode device which can access both, see Figure 14. In step 3, a dedicated LTE network, supplemented by deployable sites is added to the system, providing MCC data, Video & PTT. Service from the MNO can be continued to provide expanded/redundant capacity and coverage. In step 4 the original MCC network is discontinued. When devices are widely proven, with a full application eco‐system, available at a lower cost, the “late majority” will also begin to adopt mobile broadband, and have the possibility omitting step 2.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

tuwien.at/bibliothek Figure 25: Example of roadmap for late adopter/early majority organisations Adapted from (SALUS, 2015, p. 44)

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2.9 Conclusion to Section 2 & Findings The purpose of section 2 was to achieve a better understanding of the business eco‐system by sect rising the market into heterogeneous groups and analysing their current and projected needs during the transition to digital PMR or mobile broadband. Service delivery frameworks were examined and resulting MCC appropriate business models were then defined and analysed. A time frame was established for these evolving technologies, appropriate to the industry, and a technology mix was selected which will be attractive to user organisations in this transitional period who are most likely “late adopters” or the “early majority”. Using this technology mix, a migration path was then developed which enables a seamless service transition from the users’ perspective.

Research Question 3 has been answered in part within section 1 and further developed in section 2. The general network requirements, system features and organisational goals of MCC Users were given in Section 1.1, Table 1, Table 2 & Section 2.5, Table 4 respectively. These tables provide a broad, industry wide answer to the third research question based on literature review.

Capabilities and development paths for LMR/PMR and mobile broadband were examined and based on their properties when fit with the user requirements/expectations, developed in response to Research Question 3, used to examine service delivery frameworks for mission critical communications. Business models where then analysed to give the answer to the first part of Research Question 2, see section 2.5.2 and Table 5. The second Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. part of question 2, depends on the best fit to unique user requirements, however all applicable business models were described in sections 2.5.1 ‐ 2.5.3, while their relative advantages and disadvantages can be found in Appendix 3.

tuwien.at/bibliothek

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3. Empirical Research: Existing & Developing Networks

The S. Korean, UK, and US public safety LTE network rollouts have all suffered major delays so far.(Jackson, 2019) Optimism bias causes managers to underestimate the true cost of delivering projects, particularly large‐scale government projects, and to believe that they can be completed in less time than necessary. They fail to identify the full extent of the risks involved and tend to exaggerate their benefits. Factors which contribute to over‐optimism in government projects can be seen in Figure 26. (National Audit Office, 2013) (Department for Transport Behavioural Insights Team , 2017) (Flyvbjerg, 2014) (Clemons, 2019)

Figure 26: Factors that contribute to over‐optimism (National Audit Office, 2013, p. 5)

Reference class forecasting is a method which can be used to compensate for optimism bias by adjusting predictions on future planned outcomes by examining similar past situations and their outcomes. It should be noted that Reference Class Forecasting can Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. also be subject to optimism bias in the selection of selection of projects presented. (Kahneman, 1974) (Kahneman, 1993)(Clemons, 2019) Bearing this in mind, existing digital radio public safety networks in Europe and mobile broadband public safety networks currently being deployed worldwide will now be examined in order to provide concrete tuwien.at/bibliothek examples when further developing the answers to the research questions.

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3.1 Existing Networks Table 6 shows examples of the current national PMR public safety network contracts in Europe. After examining the data presented, the following trends become apparent:  The majority of systems are Managed Networks where the government owns the spectrum and user organisations are responsible for purchase and configuration of radio terminals/devices (Device Management).  The majority of managed services are run by subsidiaries of the infrastructure manufacturer. The network owner is typically the government, a local subsidiary of the manufacturer or a combination of both.  Contract lengths of 10 to 20 years and a pilot phase of 0.5 to 2 years are standard.  Coverage levels >95%, (Norway is the exception with coverage of 79% which covers 100% of the population). The French and Italian systems are only 85 & 90% respectively, but are incomplete at the time of writing.  Significant Cost overruns and complaints of a lack of transparency about cost structuring & reporting are common. Payment structure can vary even within the same country, when dealing with individual user organisations.  Significant project delays with network rollout, when they occur, can be longer than the complete contract life.  The most common service delivery framework is Design‐Build‐Own‐Operate or Design‐ Build‐Maintain with user organisations responsible for device management (purchase & configuration).  The selected business model for MCC is a function of service delivery framework, network ownership & device management, and is not effected by number of users, base stations, contract value or contract length.  The majority of user organisations have complaints about transparency, typically based on bearing the costs of device management (purchase, configuration, maintenance) and control room upgrades and integration. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.  Several regions or municipalities in Spain, France and Italy opted out of their national public safety network and found alternative solutions as a result of fragmented requirements and excluded users during the specification stage, transparency issues or the cost of device management. tuwien.at/bibliothek

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Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Table 6: Examples of national PMR public safety network contracts in Europe *Contractor is Joint Venture, prime contractor represents technology supplier Adapted from (Kable Business Intelligence Limited, 2016)(Commission for Communication Regulation, 2013)(Kelly, 2010)(Dansk Beredskabskommunikation A/S, 2007)(SIstemade Radiocomunicaciones Digitales de Emergencia del Estado, 2007)(Radio Resource International, 2007)(Airbus Defence and Space, 2016)(Digital Health, 2007)(Mohamed, 2005)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(Mason, 2019)(Nodnett, 2019)(International Telecommunication Union, 1998)(Will, 2011)(Radix, 2003)(Commission for Communications Regulation, 2019)(Dansk Beredskabskommunikation A/S, 2009) tuwien.at/bibliothek

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3.2 Safe‐Net, South Korea After the Sewol ferry disaster in 2014, where emergency services suffered interoperability problems, a countrywide dedicated 700 MHz LTE public safety network was announced. Samsung won the contract to provide infrastructure and devices, and began with 2 pilot projects from November 2015 to March 2018. SK Telecom & Korea Telecom are currently carrying out the rollout & integration. Two rural phases were scheduled to cover most of the country between 2018 & 2019 with phase three to cover the metropolitan cities in 2020, see Figure 27. (Ministry of the Interior & Safety, 2018) (Chambers, 2017) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 27: South Korean Safe‐Net Project Overview

tuwien.at/bibliothek Derived from (Ministry of the Interior & Safety, 2018, pp. 12,13,20,23)

The system has been envisioned as multi‐hybrid system since its early stages, see

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Figure 27, with a gradual evolution towards 5G set for 2026, see Table 7. When the system was first announced, it was projected to be completed by 2017, however implementation problems led to a re‐planning: a 2nd pilot phase and a revised rollout plan, see Figure 28. At this stage, Safe‐Net, after an initial slow start, appears to be a model on how to perform an MCC network migration properly. The 2 phase pilot project, from November 2015 until March 2018, provided an opportunity to validate function and performance while planning and for the country wide integration with existing complementary systems. A public forum was setup (http://safenetforum.or.kr/) allowing all users to provide feedback on functionality and performance from all verticals and therefore increase stakeholder engagement. This feedback and the results of extensive testing during the two pilot phases led to the revised project rollout plan shown in Figure 28.

Table 7: Safe‐Net Evolution plan (Ministry of the Interior & Safety, 2018, p. 24)

Capacity is a major user concern, as PTT applications require high bandwidth due to the nature of being “always connected” in order to achieve low response time in call set‐up. Prioritising rural areas to fill‐in coverage holes where no network coverage existed previously means that the completed network will offer better coverage than any system before and can be further tested by users in low traffic scenarios. Safe‐Net works closely with the 3GPP to take advantage of cheaper commercial solutions, which it has since optimised for public safety users after feedback from the two pilot projects and the Safe‐Net forum. Latest press releases indicate the project is on schedule as the network deployment

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. for phase three into the metropolitan areas has begun in May 2019. (The Critical Communications Review, 2019) In November, 2018, a fire at a Korea Telecom facility in Seoul, left customers unable to make calls or contact emergency services (resulting in one fatality). The chairman for the

tuwien.at/bibliothek Korean Association for Terrorism Studies stated “It is necessary to split the public safety net

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(fire, medical, and police emergency services) and make system backups (redundancies) compulsory,” while the minister of Science and Information, Communications, and Technology, spoke to the CEOs of South Korea’s three major communication companies to discuss their backup plans announcing that they “need to come up with plans that would reroute traffic if such accidents, which shouldn’t happen again, happen”(Miller, 2018). This would indicate that legislation is under consideration, forcing service providers to harden their network resiliency, redundancy & security. This is of particular concern for Safe‐Net as in some areas commercial networks will provide sole coverage for the emergency service.

Figure 28: South Korean Safe‐Net original & revised project schedule Adapted from (10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018) (Public Safety Communication Europe, 2019)

The government has committed USD $880 million to deploy the network and USD $900 million for 10 years of operation. (Defence Research and Development Canada Centre for Security Science, 2018, p. 17) This is in line with a European study which calculates OPEX to be as much as twice CAPEX for a service lifetime of 20 years. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 100,137,139) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 3.3 FirstNet, U.S. The US does not have a countrywide network for public safety; MCC services are delivered by state‐wide and regional networks using differing technologies (not interoperable). As mentioned previously, the need for a single network, was first highlighted during the tuwien.at/bibliothek collapse of the twin towers at the World Trade Center in 2001, where casualties among

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emergency responders were caused by a lack of interoperability between their incompatible radio systems. (National Institue of Standards & Technology, 2005). The First Responder Network Authority (FirstNet), was created in 2012 to address this need by establishing and operating a national broadband network for public safety. As the technologies, operational needs and interworking agreements between the many various public safety organisations where extremely fragmented (the network is expected to be used by 60,0000 public safety agencies), 5 Pilot projects, called the “Early Builder projects” were run from 2014 to 2016 to test the concept: 1. Adams County Communications Centre (Adcom911), 2. Los Angeles Regional Interoperable Communications System (LA‐RICS) 3. Harris County, Texas 4. New Jersey’s JerseyNet 5. New Mexico Public Safety LTE Network The FirstNet Early Builder projects with the issues they targeted are shown in Figure 29.

Figure 29: FirstNet Early Builder projects overview & challenges Adapted from (Kable Business Intelligence Limited, 2016, p. 20) The outputs of the Early Builders Pilot project have been summarised and categorised as shown in Table 8. FirstNet selected AT&T to be its partner for rolling out the network after a tendering process in 2017. (AT&T, 2017) The contract has not been made public, so the

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. exact details are unknown. The FirstNet network rollout plan is shown in Figure 30. A 90‐day period was set in December 2017, for all states to opt in, and all states decided to do so before the deadline. (Douglas, 2017) A flow chart showing the award process and user interoperability/transparency concerns can be seen in Appendix 4, Figure 49. There was a court case which delayed the rollout as the award of the 25‐year contract to build and tuwien.at/bibliothek maintain the network was contested. Details of the case were not made public; however, the

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award of the contract to AT&T went ahead. (Jackson, 2017) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 30: US FirstNet Rollout Plan

tuwien.at/bibliothek Adapted from (United States Government Accountability Office, 2017, p. 12) (Public Safety Communication Europe, 2019, p. 3)

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Table 8: Learning Outcomes from FirstNet Early Builder Projects Based on (Defence Research and Development Canada Centre for Security Science, 2018, pp. 8‐13) Verizon, another mobile network provider is also launching its own competing public safety broadband network in March 2018, at the moment there is partial interoperability, although it is still not clear if devices from one network can fully utilise coverage from the other. (Douglas, 2018) FirstNet is already suffering interoperability problems where users are concerned that “first responders will be unable to securely and directly communicate with other jurisdictions in the way they expect.”(Southern Linc, 2019) There are concerns from user organisations about: . Lack of transparency . Interoperability Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. . Uncoordinated and inefficient adoption of technology . Policy and workflow issues . Governance Issues – management & tailoring of the service to local requirements . Training & other workforce issues

tuwien.at/bibliothek . Coverage

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. Funding – upfront costs for the migration and integration with parallel operation of the existing networks . Interference from other networks, Interference and increased noise levels during large scale events, Cross border interference (National & International) . Privacy – AT&T is currently appealing a privacy lawsuit as it claims not to be subject to government privacy laws because it is operated and maintained by a private entity. The case is scheduled for September 13, 2019. (Pennsylvania State Police, 2019, p. 4)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019)

“FirstNet mobile unlimited plans are listed at $55.50 monthly per Smartphone for unlimited talk, text, data, mobile hot spot and tethering. Unlimited talk, text and data is $46.25 per month, and unlimited data, mobile hot spot and tethering for data‐only devices is $37 per month. The AT&T enhanced push‐to‐talk (ePTT) is available for $12.35 per month without a service commitment and an ePTT add‐on is $2.75.”(Wendelken, 2017). However, these prices vary regionally. FirstNet intends to use under‐utilised capacity to generate revenue by allowing non‐public safety users subscribe to its network, therefore monetising underused spectrum, see Figure 31. (United States Government Accountability Office, 2017, p. 22) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 31: FirstNet’s Financial Framework tuwien.at/bibliothek (United States Government Accountability Office, 2017, p. 19)

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3.3.1 Emergency Services Network (ESN), U.K. A study by the Centre for Economic Performance at the London School of Economics and Political Science concluded that reserving spectrum for communications by emergency services would improve public safety and bring a socioeconomic benefit that outweighs the opportunity cost of forgoing the sale of this reserved spectrum, see Figure 32. (Grous, 2013)

Figure 32: Net socioeconomic benefit or cost of spectrum for UK PPDR Broadband Summarised from (Grous, 2013, pp. 5,31,34,39) A transition from the nationwide TETRA network to an Emergency Services Network (ESN) based on LTE broadband was announced, beginning in 2018 and to be in use by all three emergency services by the end of 2019, with completion in 2020. At the time of writing, June 2019, the migration from TETRA to mobile broadband, see Figure 33, is already late, and is expected to last between 5 to 10 years more (Hall, 2018)(Rockman, 2019). Figure 33 also shows a breakdown of the expected subscribers to the ESN service. (Comptroller & Auditor General, UK Home Office, 2019) The UK has a land area approximately four times greater than South Korea, and its LTE network coverage was less than only 50% compared to Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. South Korea’s 97% when the project began making it a considerably more challenging project to undertake. (Kable Business Intelligence Limited, 2016) ESN is intended to fully replace the existing system, match it in all respects, allow users to take advantage of high‐ speed mobile data and cost less than the existing system. The existing system is a TETRA tuwien.at/bibliothek network operated by Airwave Solutions Ltd, a subsidiary of Motorola Solutions. ESN will be

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delivered by a consortium made up of Motorola Solutions and EE (formerly Everything Everywhere) a British commercial MNO and is intended to be run as a service resembling a mobile phone company with emergency services as customers. Radio terminals will be supplied by Samsung.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Figure 33: UK ESN coverage requirements & Rollout phases (Comptroller & Auditor General, UK Home Office, 2019)(Comptroller & Auditor General, UK Home Office, 2016)

Due to delays in implementation the Home Office announced a decision in

tuwien.at/bibliothek September 2018 to reset the project schedule. The options considered by the Home Office

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can be seen in Table 9. ‘Option B’ based on delivering a series of ESN products incrementally to users was selected “because this is expected to be significantly cheaper. The Home Office did not evaluate other options such as changes to the chosen technology, delivery model, suppliers or the transition timetable, since these would have required longer extensions to Airwave, increasing costs” (Comptroller & Auditor General, UK Home Office, 2019, p. 19).

Table 9: Options for resetting the Emergency Services Network (ESN) programme Summarised from (Comptroller & Auditor General, UK Home Office, 2019, p. 19).

A description of the eight products to be delivered by ESN and their expected launch dates can be seen in Table 10. All of the ESN products have major issues at the time of writing, excluding the first prototype service which has “significant issues” and the software development kit which was not evaluated. It is expected that the date when financial benefits from continuing with the rollout, outweigh the costs that incurred by continuing with the TETRA systems operation, will not be until July 2029, “seven years later than the prediction in the 2015 business case”, see Figure 34. (Comptroller & Auditor General, UK Home Office, 2019) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 34: Cumulative cost of the Emergency Services Network (ESN) and Airwave (Comptroller & Auditor General, UK Home Office, 2019, p. 23) tuwien.at/bibliothek

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Table 10: Emergency Services Network (ESN) products Summarised from (Comptroller & Auditor General, UK Home Office, 2019, p. 21)

An independent review found five major causes for the program delays: 1. Kellogg Brown & Root (KBR) failed to deliver planning and collaboration between the other contractors. The review found that KBR’s role had been, “a recruitment vehicle… to meet the contract price”. 2. Motorola and EE worked used different versions of the technical standards. 3. Disagreements on the scope of the project and accountability for end‐to‐end integration. 4. Changing specifications for software and user services during development. 5. Late delivery of radio handsets and vehicle equipment, coverage in the London Underground and the air‐to‐ground service. (Wendelken, 2015)(Comptroller & Auditor General, UK Home Office, 2019, p. 18)

There are indicators for more problems with this network migration in the future, which have been mentioned, but not addressed in the latest Home Offices report:  The updated breakeven point is in July 2029, see Figure 34, with total financial and Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. economic benefits forecast to be £1.5 billion in the period to 2037, with the largest component of economic benefit being police productivity. In the 2015 business case, they expected a “saving of five minutes per officer per shift”. This assumption has not been revised in the May 2019 report, and has still not been accepted by the police. tuwien.at/bibliothek  Further costs will be announced, expected in late 2019, as timetables are extended and

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contracts have to be renegotiated, which have not yet been included in the calculations.  The PTT technology has been changed to another solution, but “still requires significant development and testing and will not meet user requirements until 2020 at the earliest”  Device to device communication is not yet supported.  1500 Prototype radio handheld terminals costing 24 million GBP successfully tested the “ability to prioritise emergency services’ use of ESN, although this has not yet been fully tested for the ESN system as a whole or in demanding scenarios”  There is no clear concept on how the ESN elements will work as a single coherent system. The Home Office has stated it does not have the expertise/capability to fulfil this role and is expects to find a partner for “programme advisory and delivery services” as part of a new contract in 2019.  The financial burden each individual organisation will have to bear is not clear.  The timing of the phased rollout plan shown in Figure 33 is still not fixed. “The emergency services consider the assumption that they can adopt ESN within 27 months unrealistic and that up to four years will be needed to address the practical challenges.”  User organisations are not convinced that ESN will be “as good as Airwave in all respects”. Major areas of user concern are listed in Table 11.  Coverage planning has already needed to be reworked twice (2017 & 2018) but EE coverage still does not replicate the Airwaves TETRA network. The Home Office is responsible for commissioning an additional 292 masts, but by March 2019 only 2 were complete. Testing of coverage was reduced as only 100 of the 1000 planned radio terminals were available. Results show that the coverage is available in 99% of the area promised, however the exercise was mostly limited to testing coverage along roads. ESN uses a less detailed database for coverage planning than Airwave, and coverage will need to be tested off‐road.  Current financial, technological and scheduling projections are based on many unconfirmed assumptions which need to be revised. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Summarised from (Comptroller & Auditor General, UK Home Office, 2019) tuwien.at/bibliothek

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Table 11: User concerns identified by the Home Office (Comptroller & Auditor General, UK Home Office, 2019, p. 32)

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 35: UK’s Emergency Service Network original & revised project schedule (Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016) (Public Safety Communication Europe, 2019)

tuwien.at/bibliothek As mentioned previously, the future delivery model of ESN will resemble a mobile

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phone company with emergency services as customers. External consultants commissioned by the Home Office have recommended setting up a new government‐owned organisation (GovCo) to run ESN once it is completed, but no decision has been reached as yet. A future upgrade to 5G of the ESN system will need to be decided by this organisation, leading to additional costs. EE went live with phase 1 of its 5G launch in 6 cities (London, Cardiff, Edinburgh, Belfast, Birmingham and Manchester) on May 30th 2019, with another 10 cities to follow this year and more planned before 2020. This commercial 5G offering is layered on top of the existing 4G network requiring users to possess a 5G handset and 5G contract, as well as being in the right location, driven by the “marketing opportunity to claim a 5G first”. (Lomas, 2019)

3.4 Conclusion to Section 3 & Findings Many common challenges have been identified when examining the existing and developing networks e.g. inefficient/uncoordinated technology adoption, coverage, transparency, device management, unforeseen costs, interoperability, device functionality, control room integration etc. Successful strategies for service implementation where also identified, such as phased migration, pilot projects, user platform to provide feedback etc.

The advantages and disadvantages of MCC as a managed service analysed in chapter two, were updated based on the empirical research carried out in chapter 3 and can be found below in Table 12. Similarly, the relative advantages and disadvantages of the other business models discussed in section 2.5, where updated and can be found in Appendix 3, Table 20 to Table 22.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Network Ownership: User Organisation Managed Service: Devices Management: MNO Mobile Network & Devices as a Managed Service Spectrum Ownership: User Organisation Customer Advantages Disadvantages • Lower OPEX, Reduces network management costs • Low CAPEX (Network & Devices) • Forces a long term arrangement with • Allow an external more focused and one MNO capable organisation to operate/ manage • Extra Services may not be included ( the Network & Devices • Some loss of control once the network • Complete Control if commercial users added • Coverage, Devices & Apps tailored to • Spectrum Management, but easier for MCC users’ requirements Public Safety users to justify spectrum • High Network Resilience • Dedicated spectrum required with • Security eventually limited capacity • High Responsivity • Long Rollout Process/Time to service • Provider usually has close links to the • Some loss of control once the network manufacturer with access to latest has commercial users software releases, methods & training • Control Room Integration • Revenue if commercial users added Provider Advantages Disadvantages • High CAPEX (Network & Devices) • No Control • Commercial users may be hesitant to move to network, if they know their • Economies of scale & viable business case service may be degraded during an • MCC suits long range planning incident • No Spectrum Management • Difficult planning and site building • May be difficult to control if all resources requirements are available for Critical Communications • Security Clearances users • Bureaucracy • Additional revenue if commercial users • Network, Devices & Apps must be added engineered to meet MCC requirements, • Attractive high quality network for e.g. Resiliency, AGA & Indoor professional commercial users with • Device Management Required premium rate possibility • Adapt Maintenance Schedules to MCC operations • High Responsivity Required (24/7/365) • Difficult Control Room Integration Table 12: Advantages & Disadvantages of Managed Service Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety

tuwien.at/bibliothek Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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4. The Service Lifecycle The Information Technology Infrastructure Library (ITIL) have defined 5 stages in a service lifecycle: service strategy, design, transition, operation & transition to retirement. (Wendle, 2017) In order to provide concise answers to the remaining research questions, where the outputs of one answer can be logically built on another, the research questions have been re‐ordered and mapped to the ITIL service lifecycle as shown in Figure 36.

Figure 36: Thesis Research Question mapped to ITIL Service Life Cycle Adapted from (Wendle, 2017)

4.1 Research Question 3

In order for a client to accept a managed service, the MSP has to be offer an “eclectic, end‐to‐end solution set … tailored to customer requirements and idiosyncrasies”. (Stern, 2019) For an MCC MSP this means:  Fulfilling network requirements, see Table 1,  Deliver system functionalities, see Table 2 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. ,  Aligning their service with the user organisations goals, see Table 4,  Performing device management, (supply, installation, configuration, maintenance, repair, refresh)  Control room Integration tuwien.at/bibliothek  Coverage of specific user critical areas – Indoor, Air‐Ground‐Air, tunnels etc.

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Business Aligned with client objectives e.g. “Protection of Life & Property Objective Capacity Design for “Worst Day” (Unpredictable) Coverage To protect Life & Property (Unpredictable) Goals Design Communication One‐to‐Many Communications Design

Service Priority Significant Differentiation – Role & Incident Level (Very Dynamic) Differentiation

Ubiquitous Very high coverage availability within the defined service area, including Coverage in some cases remote and unpopulated areas. Constant Instant and guaranteed channel access. Up to 99.999% link availability. Availability & Link redundancy so that if a route is interrupted, another route works Resiliency immediately, see Figure 1. Network System and transmitted data have high levels of network security and Security integrity. Customised Designed to meet exact technical requirements, rather than for Design economic gain Reliability Reliable operation, even in severe environmental conditions. Battery Backup Up to 96 hours power backup of all equipment Device Supply, installation, configuration and maintenance of devices Management End‐to‐End Requirements Longevity Longevity of life and support, e.g. 10 to 20 years. Push‐to‐talk Push and hold down a button while speaking, otherwise listening (PTT) Each PTT transmission is heard by all members who have selected that Group Calls particular talk‐group. Fast Call Setup No dialling required for PTT calls Direct Mode Terminal to terminal, off‐network communication Individual Calls Point to point, similar to phone calls between 2 individuals. Encryption Calls cannot be monitored by external entities Closed User Only group members can hear the communications of that group. Groups Telephone Possibility for users to dial out of the system Network Access Caller Terminal display indicates talking party System Functionalities Identification: Data

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Demand is growing for faster speeds Transmission Table 13: Prerequisites user organisations require from MCC MSPs Adapted from (Wireless Technologies Finland Ltd, 2017) (Dunlop et al. 1999)(Liebhart, 2015) (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee, 2019, p. 15) (The Critical Communications Association, 2017, p. 15) tuwien.at/bibliothek

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Robust Fulfilment of prerequisites shown in Table 13 while conforming to local Capabilities regulatory requirements, across multiple geographies. Understanding of the user organisations day‐to‐day workflows, mission Client goals, priorities, & bottlenecks to achieve synergies in service delivery & Knowledge eventually user resource management Service Seamless migration to the new service. No service outages during Continuity operation with disaster‐preparedness capabilities. No Project Overruns Integrated Integrate systems allowing users to be more productive. Connecting Workflows siloed systems and reducing inefficiencies in operations. Not only network status but personnel, vehicles, equipment & processes Real‐Time can be monitored remotely. Trends in this data can be used to optimise Awareness processes and provide early warning of potential problems. Reporting assures visibility & accountability while demonstrating value. Reporting & Service KPIs quantify value & demonstrate its increase over time. Transparency Reporting also supports recommendations for network upgrades or expansion. Viable business plan that provides realistic ROI assessments before Effective ROI operation & actual ROI after the service is implemented Secure & compliant management of the network, devices, user access Service Attributes Security & and credentials which extends to cyber‐, documentation and physical Access security Proven track record with strong ties to manufacturers, developers and Credibility local partners Quality of Methods to reduce risk & meet service delivery targets related to: Service Availability, Coverage, Prioritisation, Performance, Maintenance etc. Formal governance model incorporating program and project Control & management. Management tools and dashboards. Contractual SLAs Support with service targets Skills & Provider needs deep skills relating to the technology to deliver an Resources optimal solution, good client fit, 24/7 support, on‐site spares. Table 14: Attributes of Mission Critical Communications Managed Service Providers Adapted from (Accenture, 2015)(Auvik Networks Inc., 2015)(AT&T, 2019)(Bakker, 2010, p. 18)(Cisco Systems Inc., 2008)(Cisco Systems Inc., 2016)(Comptroller & Auditor General, UK Home Office, 2019, p. 32)(Critical Communications Broadband Group – Strategic Case Group, 2015)(Defence Research and Development Canada Centre for Security Science, 2018, pp. 10,11)(Deloitte UK, 2018)(European Commission, 1998)(European Commission, Directorate‐ General of Communications Networks, Content & Technology, 2014, pp. 100,137,139) (European Union Agency for Railways, 2018)(Folkerd & Spinelli, 2009)(Holman, 2011)(IBM, 2018)(IDC research sponsored by IBM, 2013, p. 14)(London Ambulance Service, 2019)(McKinsey & Company , 2018)(Ministry of the Interior & Safety, 2018, p. 24)(National

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Vulnerability Database, 2019)(Serrat, 2010)(Stern, 2019)(Technology Business Research, Inc, 2014)(The Critical Communications Association, 2019, p. 9)(Walther, 2016)

The basic prerequisites, which any MSP needs to be capable of fulfilling before being considered by a client to deliver MCC as a service, can be seen in Table 13. These conditions

tuwien.at/bibliothek would also have to be satisfied by the user organisation if they ran the service internally. In

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order to be an attractive option to user organisations an MSP must also possess the following attributes; see Table 14, as described below: 4.1.1 Robust Capabilities As stated, the MSP must be able to fulfil the conditions given in Table 13, but must also be to do so while conforming to local regulatory requirements, across multiple geographies. (IDC research sponsored by IBM, 2013, p. 14) For instance, providing service across multiple jurisdictions, while conforming to different regulatory limitations on transmitter output power or building regulations on antenna placement and tower construction. 4.1.2 Service Continuity Project overruns can lead to users being reluctant to adopt a new service so it is essential that the service is available on schedule. Users need to be seamlessly migrated to the new system so that there is no operational impact during the switchover. This can be done by operating both the original system and the new one in parallel during a user familiarisation phase. Users should not feel any negative operational impact when the old system is switched off. Once operation commences, service continuity needs to be provided using automated, resilient and redundant systems, so that if an element failure occurs, no service outage results. An output from FirstNet’s pilot phase was that network operators must adjust their maintenance schedules around operational needs, see Table 8. (Defence Research and Development Canada Centre for Security Science, 2018, p. 11) (Folkerd & Spinelli, 2009) (Holman, 2011)(AT&T, 2019)(Cisco Systems Inc., 2008) 4.1.3 Client Knowledge The MSP must possess an in‐depth knowledge of the user organisations unique mission and service needs – “even if they don’t fully understand them themselves” in order to deliver service excellence. (Auvik Networks Inc., 2015) Understanding of the user organisations day‐ to‐day workflows, mission goals, priorities, and bottlenecks will enable synergies in service delivery and user operations.(Accenture, 2015) 4.1.4 Integrated Workflows The new service needs to be integrated to the clients existing systems, over the entire Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. operational area and fit to their operational behaviours, this includes integrating control rooms and dispatch centres as well as providing maritime, air‐ground‐air, in‐building or tunnel coverage as required. (Ministry of the Interior & Safety, 2018, p. 24) (Comptroller & Auditor General, UK Home Office, 2019, p. 32) If users have many different departmental tuwien.at/bibliothek specific applications with little or no integration, systems become siloed. Siloed systems with

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no integration eventually lead to efficiency problems. (Serrat, 2010) The service should be designed to converge “siloed” operational, IT and communications environments. (Technology Business Research, Inc, 2014) Integrating systems where users have different levels of security and therefore access can be difficult and should be coordinated carefully with the client. (National Vulnerability Database, 2019) The UK’s Policing and Criminal Justice Minister estimated savings up to 4.5 million hours of officer’ time each year and reductions in patrol car mileage of 20% by switching to wireless broadband and paperless office processes. (Loeb, 2014) 4.1.5 Real‐time awareness Real‐time awareness is now much easier to achieve with modern networking technologies. This now extends not only to the network itself but also to the client organisations equipment, personnel and other resources. Radio terminals are equipped with GPS, even functioning inside when combined with Indoor Positioning Systems (IPS), allowing personnel and vehicles to be monitored from control rooms and dispatching centres. Equipment health, operational/ process status, inventory levels and maintenance can also be monitored by sensors and controlled over the network similarly. The MSP can also offer to feed data on the networks health, status, activity, coverage and other KPIs to a dashboard to give the client remote monitoring capability. Trends in this data can be used to optimise processes and provide early warning of potential problems allowing the client to put proactive solutions in place. Real‐time awareness enhances the quality and timeliness of decision making to make a positive impact on operational demands. (Auvik Networks Inc., 2015)(Walther, 2016)(London Ambulance Service, 2019) 4.1.6 Reporting & Transparency Reporting assures visibility & accountability while demonstrating value. Service KPIs quantify value & demonstrate its increase over time. Reporting also supports recommendations for network upgrades or expansion. (Walther, 2016) Real‐time reports on the network health can be fed to a client accessible dashboard showing network element status.(Cisco Systems

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Inc., 2016) This information can also be fed to the user forum, encouraging feedback, showing the network rollout status, acquiring user inputs during troubleshooting and building up user engagement. As mentioned previously, trends in this data can be used to optimise processes and provide early warning of potential problems. (Auvik Networks Inc., 2015) Reporting was raised as an issue during FirstNet’s pilot phase where it pointed out that tuwien.at/bibliothek reporting must be enhanced beyond status warnings and distributed to the network project

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overseers. (Defence Research and Development Canada Centre for Security Science, 2018, p. 11) Reporting also enables transparency which has been an issue in most public safety networks that were analysed as part of this study, see Table 6, and has also been an issue for the UKs ESN and FirstNet in the US. 4.1.7 Effective ROI The MSP must provide a viable business plan that provides realistic ROI assessments before operation & actual ROI, made visible by good reporting practices, while the service is running. In a study for the European commission, OPEX of an MCC system was estimated to be as much as double CAPEX over the complete network life of 10 to 20 years. OPEX was approximated at a static value of 15% with amortisation durations and renewals being balanced out by increasing support and maintenance costs towards the approach of end of life of the equipment. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 100,137,139) MCC MSPs offer deferred CAPEX and annual OPEX reductions of 15 to 30% yielding a lower total cost of ownership. (Bakker, 2010, p. 18)

Figure 37: Typical Mission Critical Communications Managed Service Provider Payment Structure Adapted from (Bakker, 2010, p. 16)

Increased user productivity will bring additional financial benefits to the user organisation, by integrating the service into their processes, increasing organisational agility and freeing up time, so users can concentrate on the organisations prime mission. Further saving will be achieved by eliminating the necessity for third party consultants (e.g. spectrum Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. management) and savings on the costs and time needed to train in‐house staff. (IDC research sponsored by IBM, 2013, pp. 6,8)(McKinsey & Company , 2018) 4.1.8 Credibility The MSP, its parent company or consortium and local partners must have an established

tuwien.at/bibliothek reputation for excellence within their respective sectors and overall financial stability. Strong

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financials that are not overly reliant on a few customers, combined with good customer retention are indicative that, long term, quality service can be provided despite business cycle fluctuations. The MSP needs to have strong multi‐vendor support extending to network and device management, equipment manufacturers, application development & local installation partners. It is important that the MSP has a demonstrated capability of managing multiple vendors to deliver purpose‐built, vendor agnostic, adaptable and scalable solutions. A proven track record of delivering low‐risk, high‐benefit solutions shows that the MSP has the skills and expertise to sustainably support the user organisation over the 10 to 20‐year period required of a typical MCC service life cycle. (NWN Corporation, 2016)(The Critical Communications Association, 2018) (Stern, 2019) 4.1.9 Security & Access The MSP must perform secure & compliant management of the network, devices, user access and credentials to provide “defense in depth”. Service security has overlaps to network security but also refers to the secure & compliant management and operation of the service itself, including security clearances, documentation, network use, network equipment, device management, user access (physical or virtual) and their credentials (Auvik Networks Inc., 2015) (Cisco Systems Inc., 2008) An example to illustrate the difference is that even if the network uses secure/authenticated/encrypted communications, but the service stores records or passwords on an insecure server, then security is comprised. “The Provider shall ensure that all infrastructure assets are physically secured” and “document the history of access to each site.”(Critical Communications Broadband Group – Strategic Case Group, 2015) Independent audits are needed to verify that appropriate controls are in place. 4.1.10 Quality of Service The MSP will use best practice methods to reduce risk & meet service predefined delivery targets (IDC research sponsored by IBM, 2013, p. 14) The MSP will need to provide contractual QoS assurance through Service Level Agreements (SLAs) defined with service targets that align with the clients priorities as per Table 13. (European Union Agency for

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Railways, 2018) Three main KPIs have been found to be of particular relevance to MCC users and will need to be guaranteed:”coverage, prioritisation and network availability”(The Critical Communications Association, 2019, p. 9) The service must have clearly defined success criteria and associated penalties for failing to meet them. 4.1.11 Control & Support tuwien.at/bibliothek The MSP must have a formal governance model incorporating program and project

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management. (IDC research sponsored by IBM, 2013, p. 14) It should be structured following ITIL methodology and best practice, ISO:27001 ‐ Information Security Management, ISO:20000 ‐ IT Service Management and ISO:9001 ‐ Quality Management. The MSPs parent company provides the client with a performance bond, usually valued at between 5 & 10% of the complete contract price which can be redeemed if the MSP fails to meet its contractual obligations. As the service is an important part of the users’ operations an exit plan must be produced soon after commencement of the service, which includes steps for transition to another service on termination of the contract. This transition should be enabled without interruptions and with high requirements for secure and stable operation. When the time comes, the MSP must provide all assistance required, within reason, for a fair re‐tendering of the service.(Critical Communications Broadband Group – Strategic Case Group, 2015) 4.1.12 Skills & Resources A major advantage of MSPs in general is that they make specialized skills available that would be otherwise hard to source and maintain. (Deloitte UK, 2018) In general, MSPs have more dedicated technical capability to deliver services using the latest methods and techniques than the client organisations own personnel. (IBM, 2018) Ideally an MSP should have local partners which are familiar with the local conditions and permissions needed for any installation or construction work to be carried out quickly and efficiently. (European Commission, 1998) An output from FirstNet’s pilot phase was that staffing levels and qualifications for managing networks was a problem. (Defence Research and Development Canada Centre for Security Science, 2018, p. 10) 4.1.13 Unique Requirements There are also additional requirements for each market sector and organisation, of which a full description is outside the scope of this study, as each client organisation is unique. Two examples of additional unique sector/organisational specific requirements are given in Figure 38 from the mining and utilities sectors. In open‐pit mining, machinery changes the topography of the area to be covered while blocking the signal in that area. This

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. requires the network to be redesigned continuously using updated geographical data to ensure available coverage from multiple transmitters in the users’ area of operations. In off‐ shore wind parks, wind turbines are unsuitable for antenna mounting due to shadowing from the turbine blades. Transformer platforms can be used, but often have helicopter pads on the top deck, which means that antenna mounting has to be restricted to sides of the tuwien.at/bibliothek lower decks, requiring multiple directional antennas to achieve coverage over the users’

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operational area.

Figure 38: Examples of unique customer solutions (Burke, 2017, pp. 155‐159) 4.2 Research Question 4

4.2.1 Tendering Process & Pre‐Sales Although larger systems go through a tendering process, the purpose of which is to objectively evaluate offers from different companies based on a weighted list of their

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. compliance to different customer requirements and pricing, bidding companies can also differentiate themselves by offering added value services and features which are important to the customer in the alternate offer section of their bids. (Khanna, 1997) (Watt, 2010). Often a more expensive supplier will “win in spite of a high price, because he can convince the customer that he gets something that exceeds the expectations.” (Lauesen, 2004) It is tuwien.at/bibliothek therefore crucial for suppliers to design an offer which fulfil the customers baseline

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expectations at a reasonable cost and identify key optional services/features which the customer values in order to differentiate themselves enough to win the contract. The requirements which have been identified in the answer to research question 3 are general, while those feature/services which will differentiate one offer from another by generating “customer excitement” are unique to each customer. 4.2.2 Build Relationships Consequently, to acquire the data necessary to develop solutions which are suitably attractive, an in‐depth knowledge of the client is needed and early engagement is necessary. A study on “Best Practices in Customer Relationship Management in the B2G market” recommends that this relationship building “is essential but takes time, sometimes 2‐3 years before the start of the procurement process”. (Bryan, 2009)

Figure 39: Relationship building actions for B2G contracts (Bryan, 2009, p. 12)

As can be seen in Figure 39, the recommended steps for early relationship building actions for B2G contracts are:  Find the right people: at the executive level this means influencers and decision makers such as the senior responsible “owner”, but also the service end users in order to indentify the “pains” which the service should relieve and the “gains” which the service should bring.  Establish credibility & commitment by going through the pre‐qualification processes Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. necessary to be permitted to bid.  Understand the customers drives & goals such as new policies and the objectives which the service is intended to meet.  Be aware of the options and risks involved before making a bid. Many conditions can tuwien.at/bibliothek be expected to change within the 10 to 20‐year lifecycle of a typical MCC system

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4.2.3 Competition

Figure 40: Public safety network key technology partners (Kable Business Intelligence Limited, 2016) The pre‐sales team needs to be aware of the strategies of competing MNOs and MSPs, e.g. features offered, expansion plans, service levels and pricing. Examples of technology partners for public safety by contracts held in different regions are shown in Figure 40. Samsung, although not present in the 2016 study shown in Figure 40, is set to become a major player in MCC with the supply of terminals to UKs’ ESN and FirstNet in the US as well as infrastructure and devices to S. Koreas’ Safe‐Net. 4.2.4 User Exclusion & Fragmented User Requirements

Figure 41: Taxonomy of user exclusion failures Adapted from (Folkerd & Spinelli, 2009, p. 38)

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. In a study on user exclusion and fragmented requirements capture in publicly‐funded information system projects (Folkerd & Spinelli, 2009, pp. 35‐38), which also included UK police force organisations in its research pool, six consequences of user exclusion in the specification phase were identified, see Figure 41. It was found that “in the large majority of

tuwien.at/bibliothek cases the act of user exclusion is unintentional in nature, resulting from an incomplete

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stakeholder identification process.” (Folkerd & Spinelli, 2009, p. 38) Identifying the concerns of these otherwise excluded users will allow a more competitive offer, and address issues which can be difficult to resolve once the contract has been awarded. Several regions or municipalities in Spain, France and Italy opted out of their national public safety network and found alternative solutions as a result of fragmented requirements and excluded users during the specification stage. (Kable Business Intelligence Limited, 2016) 4.2.5 Identifying & Prioritising Attractive Added Value Service Options

Figure 42: Market Opportunity Navigator, Spiral Lifecycle Model, Value Proposition Design & Business Model Canvas Based on (Gruber & Tal, 2017) (Graham et al. 2006, pp. 127‐129) (Osterwalder & Pigneur, Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 2010)

When additional user requirements or operational/process related challenges have been identified, they can be treated as opportunities for the vendor to offer additional optional features/services in the bid process. Using the market opportunity navigator,

tuwien.at/bibliothek potential opportunities can be identified, evaluated for attractiveness and can be ranked for

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inclusion in the offer. (Gruber & Tal, 2017) The spiral model can be used to generate solutions to these opportunities; it is a mixture of the classic life cycle and the prototyping life cycle, which also includes risk management, recommended for use in radio network design. (Graham et al. 2006, pp. 127‐129) The four phases of the spiral life cycle are “planning (and improving the plan), risk analysis, generating metrics to determine the quality and characteristics of the design, and customer evaluation.” (Graham et al. 2006, pp. 127‐ 129) The output of the spiral model can then be assessed for customer‐fit using the value proposition canvas to assess how well it fits to the customer profile. (Osterwalder & Pigneur, 2010) Finally, the proposed solution can be assessed for feasibility using the business model canvas for implementation by the provider. (Osterwalder, Pigneur & al., 2010) The author proposes that this should be an iterative process, worked through by the pre‐sales and bid team before inclusion in the offer, see Figure 42. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 43: Kanos model for product development and customer satisfaction, Communicating Competence Matrix &, results from Research Question 3 Based on (Golfetto, 2008, p. 19)(Kano, 1984)

tuwien.at/bibliothek A study on communicating competence concluded that it is achieved by “the product

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(which we call “solid” or “standardised” competence) … the supplier’s ability to align with the customers processes and needs (“fluid” or “adaptable” competence), while the function of effectiveness (innovation, for example) and networking are almost exclusively centred on the potential of capability (fluid competence) provided by the supplier to the customer.” (Golfetto, 2008) The author suggests that these categories should be used to emphasis the qualities and/or refine the services to be offered. Categorising the elements of the service offering and mapping them to a matrix for creation of value and type of competence together with Kanos model for product development and customer satisfaction will result in a strategy on how to emphasise services and features as a pre‐sales activity, see Figure 43. Capabilities in the form of Quality/Service price ratio bring value in the form of efficiency, innovative services demonstrate efficiency while access to the MSPs relationshsips with manufacturers and other partners are networking effects. The author suggests that those values which fit to Kanos “Expected Quality” form the basis of the tender offer as a Minimum Viable Product (MVP) in order to participate, while focusing on a particular selected small subset of “Customer Delighters” to be the “Customer Satisfiers” which tip the balance to win the contract. “Customer Delighters” which are not necessary to win the contract should be “parked” and offered as additional services once the contract has been won, in order to grow the business. 4.2.6 Categorising & Demonstrating Component/Service Oriented Attributes Feature Kanos Model Orientation Method of Demonstration Push‐to‐talk (PTT),Group Calls, Standard Compliance. Fast Call Setup time, Direct Mode, Inviting customers to trade Individual Calls, Encryption, shows, seminars, Closed User Groups, Telephone Base Level Component demonstrations at the Network Access, Caller Expectation Oriented manufacturer/operator Identification, Encryption, Data premises or at the customer Transmission, Battery Backup, premises using deployable Service Priority Differentiation systems Ubiquitous Coverage, Constant Product Mock‐ups, Pilot Availability & Resiliency, Network project, Detailed planning Security, Customised Design proposals, Financial Parameters, Reliability, Longevity, Customer projections Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Aligned Goals, Control Room Delighters/ Service Integration, Deferred CAPEX, Customer Oriented Coverage of specific user critical Satisfiers areas, Reduced Opex , Innovative features adapted to user behaviour Table 15: Example of categorising component/service oriented attributes tuwien.at/bibliothek

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Having identified the elements, both mandatory and optional, which will be included in the offer and decided on which ones to emphasise in order to build up customer engagement, effective methods have to be found in order to demonstrate competence. A study on service lifecycle management for “beyond 3G” (B3G) customers (Raverdy, 2008, p. 10) recommends categorising them as either them as either component or service orientation. System functionalities such as call setup PTT, Group Call, Call Setup duration etc. are component orientated and can simply be demonstrated. This can be done by inviting customers to trade shows, seminars, demonstrations at the manufacturer/operator premises (Bryan, 2009, p. 15) or at the customer premises using deployable systems. More involved features which require user interaction in the design process or integration with the customers existing infrastructure may require a pilot project. Pilot projects have been shown to be common practice for nearly all existing public safety networks examined in section 3, Table 6 and also for the mobile broadband public safety systems currently being rolled out in S. Korea, and the US.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Figure 44: User Oriented design applied to Coverage Performance Levels (Burke, 2017, p. 97) Coverage design is a complex example of a service oriented feature which requires effort to demonstrate pre‐sales competence, as it needs to be tailored to each unique

tuwien.at/bibliothek customer organisation and needs greater care to involve the customer. An in‐depth

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knowledge of the user organisations current network, short comings and strengths, how the end users interact with the network and apply it to their workflows will be essential so that the new service is to be perceived as an improvement by the users. Documentation on the existing networks design and operation as well as frequency licenses, equipment parameters and configuration should be acquired from the customer before any proposal for the new service is made. This may be difficult, as such data is often subject to security approvals or is commercially sensitive but needs to be examined (subject to NDA and security clearances) so that any future network replicates or exceeds the functionality and performance of the existing network. For non‐governmental systems, technical parameters on existing transmitters can be acquired from the responsible local regulatory authorities e.g. from the website www.senderkataster.at in Austria. The author recommends displaying absolute fieldstrength values as performance criteria tied to coverage levels which can be easily understood by end users, see Figure 44. When coverage maps are then imported to the customers Geographical Information System (GIS) or to Google earth, they can then be examined by users and zoomed in to particular areas of interest to examine the expected system coverage at these locations. The radio link between a base station and a radio terminal is usually calculated for a user operating at ground level, in a standing position with the terminal worn on a belt, held in the hand or at head height according to ITU standards. (International Telecommunication Union (ITU), 2015) This model should be adjusted in each case as user operational behaviour can invalidate this model. A range of subscriber profiles for MCC based on data acquired on GEMBA walkabouts, measurements and discussions with end users from different market sectors can be seen in Appendix 5. Indoor coverage planning requires detailed plans of the customer buildings, and it may not be possible to place antennas or route cables to their optimal locations for achieving coverage e.g. refineries have pressurised areas to prevent fires from spreading with special regulations on cable routing. Exporting the indoor coverage plans produced as

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. multilevel layers in Google earth allows customers to scroll through the building to see coverage levels in different areas similar to traversing a video game. Modular architectural models can be quickly built to facilitate discussion on optimal antenna placement or to trouble shoot problems areas see Appendix 6. These methods provide coverage levels that

tuwien.at/bibliothek fit to the end users’ operational behaviour and make coverage levels visible so that end

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users can participate in the coverage design and optimisation process. (Burke, 2017, p. 97) Examples of methods to demonstrate other service attributes can be seen in Table 16. This concern for end user operational behaviour and requirements at all levels of the network design and implementation, will be rewarded by superior performance of the managed service, and will also build up customer satisfaction, confidence and feeling of ownership, even before the network rollout has begun.

Robust Reference List, Reference Project visits, Customer testimonials, demonstrations Capabilities

Client Detailed system planning based on user operational behaviour & processes. Knowledge Pilot Project

Service Detailed migration plan. Demonstration during Pilot Phase. System redundancy Continuity test cases Integrated Detailed proposals, demonstrations of service adaptations, Reference Project Workflows visits, Customer testimonials, Real‐Time Detailed proposals, demonstrations of service adaptations, Reference Project Awareness visits, Customer testimonials, Reporting assures visibility & accountability while demonstrating value. Reporting & Examples of typical Quality of Service reports can be generated and KPIs Transparency reworked with customers to form the basis of SLAs

Viable business plan, Proposals for future additional services which bring the Effective ROI client operational benefits Reference List, Accreditation e.g. ISO:27001 ‐ Information Security Security & Management, Security Audit by third party consultant or customer. Fulfilling Access

Service Attributes pre‐qualification requirements. Background Checks & Security Clearances Proven track record with strong ties to manufacturers, developers and local Credibility partners. Reference List, Reference Project visits. Quality of Detailed proposals on methods to reduce risk & meet service delivery targets Service related to: Availability, Coverage, Prioritisation, Performance, Maintenance etc.

Control & Formal governance guidelines including program and project management. Support Management tools and dashboards. SLA templates with service targets

Skills & Team Resumes, Reference List, Reference Project visits, Customer testimonials, Resources Industry Certifications Table 16: Methods of demonstrating competence for service oriented attributes as a pre‐ sales exercise

The general network requirements features and goals of MCC Users have been summarised tuwien.at/bibliothek in Table 13. These are standard across all MCC market sectors, end‐users train to use these

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features as a reflex, with techniques (e.g. Radio Alphabet, Status Codes & Callsigns) to communicate quickly and effectively under extreme conditions or in emergencies. If these basic requirements are not fulfilled, customer satisfaction levels will drop and they will quickly become disillusioned, seeing the new service as a downgrade, regardless of additional features offered.

Figure 45: Comparison of Lewin’s 3‐step change model & Kotter’s 8‐step change model (Stadtmüller, 2017) Lewins 3 step & Kotter 8‐step models for organisational transition and the principals of “Implementing New Technology” can be applied to the migration of MCC to a managed service. (Leonard‐Barton & Kraus, 1985)(Kotter, 1996) 4.3.1 Unfreezing/Sense of Urgency The first step in Lewins process is to create awareness that change is required while John Kotter recommend in “Leading Change”, the first step is to establish a sense of urgency. In the user organisation and government, this will already have taken place before the service is contracted, , for instance raising awareness that interoperability problems have caused emergency worker deaths.(Chambers, 2017) Within the MSP it may be more difficult: transitions that have a pre‐sales duration of three years, see section 4.2 , rollout times of up to 10 years, and a service life of 10 to 20 years, see Table 6 can cause complacency.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. However, there are many implementation deadlines which will have to be met that are dependent on different stakeholders. Government organisations have yearly budgets that effect the following years budget, procurement departments have long acceptance procedures, network rollout is seasonal work that is limited by bad weather in many countries and emergency workers operate 24/7 with different peak times than commercial tuwien.at/bibliothek businesses. Penalty clauses escalate and if a window of opportunity is missed it can have

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cascading effects throughout the complete milestone plan. These factors provide enough crisis situations to motivate the transition team, MSP and other stakeholders to embrace a sense of urgency. 4.3.2 Guiding a coalition Kotter recommends a coalition be made to guide the transition, made up of key‐players with management responsibility, from diverse cross‐functional teams, good reputation/high credibility, established track record for leading change. (Kotter, 1996) In “Implementing New Technology”, it is proposed that managers engaged with transforming an organisation have to fulfil a dual role, serving as both developers and implementers. (Leonard‐Barton & Kraus, 1985) If the managed service is to be accepted in its early stages, the implementation team must include the following roles (note more than one role can be assigned to a single person, or a role can be spread over several people) within the user organisation/MSP: 1. A sponsor – highly placed enough to ensure resources/manpower are received as needed and wise to politics within the user organisation 2. A champion who acts as ambassador for the new service but also acts as a sales person, diplomat and problem solver. 3. A project manager responsible for logistics and administration 4. An integrator (not technical integration!) who can mould the group and manage conflicting priorities. The champion or sponsor should have enough authority within the user organisation to keep things rolling if enthusiasm wanes during transition. The introduction of the managed service will meet resistance to change; for every champion there is an innovation assassin. The sponsor/champion must have enough authority to overcome this resistance. (Leonard‐ Barton & Kraus, 1985) 4.3.3 Develop a Vision & Strategy Once the client organisation has contracted the MSP, there should already be a clear vision in place that explains what and why the transition is taking place. If not this should be

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. rectified. Figure 46 shows how the vision can be executed: a migration path for an organisation with a narrowband network beginning a phased migration to wireless broadband. This migration path should be valid for organisations undergoing the migration from digital radio to broadband until after 2030, with the omission of step 2 beginning after 2027 based on the analysis carried out in section 2.7, and also fits to the migration path tuwien.at/bibliothek proposed for Germany in Figure 19. (Federal Agency for Public Safety Digital Radio, 2019, p.

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6) As with the transfer to the managed service, the hand over of the technology has to be seamless, as shown in the migration path developed in Figure 46, so that after a familiarisation period where both systems operate in parallel, the users don’t feel any impact on their operational behaviour when the original system is switched off.

Figure 46: Migration Path from the user perspective Adapted from (SALUS, 2015, p. 44) 4.3.4 Communicate Change/Marketing Perspective Kotter states that people wont support what they don’t understand, (Kotter, 1996) “Implementing New Technology” suggests that the easiest way to accomplish the integration of both the managed service team and users is to think of service implementation as internal marketing. Marketing is distinct from selling, as selling begins with a finished product, whereas marketing begins with user needs and preferences. Marketing executives are concerned with how to “position their product in relation to all competitive products and are concerned with distribution channels and the infrastructure needed to support product use.” (Leonard‐Barton & Kraus, 1985) A marketing perspective forces the MSP to engage with users in the early stages of migration to: Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. 1. Optimise the service‐user fit 2. Prepare users for the new service 3. Develop the organisations feeling of “ownership” of the new service (Leonard‐Barton & Kraus, 1985) The S. Korean government setup a platform to develop and

tuwien.at/bibliothek increase stakeholder engagement, http://safenetforum.or.kr, allowing all end user

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organisations to provide feedback on functionality and performance from all verticals. Another effective method for acquiring end user inputs is the GEMBA walkabout. “Gemba”, a Japanese term meaning "the actual place", is a method borrowed from Lean Management and Quality Function Deployment that refers to a process where engineers or managers go to the factory floor to understand operational issues, gather data and look for opportunities to solve problems or optimise. This is particularly relevant to the MCC industry: if the managed service considers the users’ operational area as its factory floor, the service design team should visit to see how the users interact with the equipment and utilise the service. At this stage flaws in the new service providers understanding of the clients’ operational requirements or the clients understanding of the new systems abilities should be addressed so that both parties are fully aware of the scope of the new service. This is also an opportunity to demonstrate knowledge of the “clients unique business and networking need – even if they don’t fully understand them themselves.”(Auvik Networks Inc., 2015)(Graham, 2006, pp. 195‐223) Unclear scope was a problem for the UKs ESN service and several existing systems analysed in Table 6. 4.3.5 Change/Empower Action The users are now learning new ways of thinking about the service but there are multiple internal markets which the MSP can now concentrate on. Having requirements defined by the top management of the user organisation increases the probability of success of implementing the service but the best definition of the requirements is only available from the end‐users. Therefore, the most successful strategy for acceptance is to have change driven by top management, to fulfil requirements defined by end users. This is also in line with studies on the UK police forces adoption of IT initatives (Folkerd & Spinelli, 2009, p. 38) (Bryan, 2009, p. 12) Again as mentioned previously, the Safe‐net User Forum and pilot projects have worked well in this regard. (The Critical Communications Review, 2019) “Selling top management on the case for new technology—without simultaneous involvement of user organizations in the decision‐making process—is not enough. It is

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. equally important for users of an innovation to develop “ownership” of the technology.” (Leonard‐Barton & Kraus, 1985) Having involved the users in the setting of the proposed managed services goals, and making clear that the fulfilling of these goals is of paramount importance to the services and therefore the organisations future success, the next step is to

tuwien.at/bibliothek prepare the users to receive it. Implementation often fails due to underestimation of the

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scope or importance of such preparation. “Successful implementation requires not only heavy investment by developers early in the project but also a sustained level of investment in the resources of user organizations”. (Leonard‐Barton & Kraus, 1985) The managed service implementation managers need to develop an “iterative framework to guide decisions about when and how to collect needed information from all groups affected” by the manages service. (Leonard‐Barton & Kraus, 1985) “The most common reasons for opposition to a new technology are fear of the loss of skills or power and absence of an apparent personal benefit”. Staff members of the user organisation deskilled through the new technology to be introduced by the managed service can be a strong source of resistance to its adoption. Some outcomes of the US pilot projects were that “Staffing levels and qualifications for managing networks must be recalibrated, as the level of complexity in the management of an LTE network exceeds that of an LMR network. Knowledge must be shared so that departing employees do not become single points of failures”(Defence Research and Development Canada Centre for Security Science, 2018, p. 10) If the potential deskilled staff members can be identified before the service launch, a synergy can be achieved by converting them, as with the opinion makers to be advocates for the new service within the user organisation. If they can be educated on the new technologies, and participate in Train‐the–Trainer courses they can become advocates for the new service and begin the training process with other users. As an MSP, a company which is usually a subsidiary of a manufacturer, see Table 6, there is the possibility to get access to advance trainings for these new advocates while gaining the additional advantage of better vertical market integration for the service. 4.3.6 Generate Short Term Wins Kotter defined short term wins as visible to the majority of the organisation, showing obvious improvement, and visibly stem from the change. (Kotter, 1996) Effective promotion of the new service by the MSP staff, organisation executives and opinion leaders will help to kill hype (5G, AI, commercial offerings) that can lead to disillusionment of the end users with

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. the new service. Within the migration period, network completion phases and successful pilot projects can be framed as short term wins, and are common industry practice. Table 6 shows that from the 8 networks examined 6 ran pilot projects. The US and S. Korean MCC broadband projects, ran 2 and 5 pilot projects respectively. A common time period for such

tuwien.at/bibliothek pilot projects in the MCC industry is 6 months to 2 years which can also be seen in Table 6,

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but the length of the pilot project is dependent on the size of the full system, the number of users to be involved in the pilot project and how close the service demonstrated in the pilot is to being an actual final product/service. Pilot projects demonstrate technical feasibility to top management and will be a credible demonstration for end users. (Leonard‐Barton & Kraus, 1985) Simple steps to engage user organisations where the product or service is as yet unavailable can be to issue multi‐mode terminals, registered to the existing digital radio service and a local mobile broadband provider. Issuing these terminals to opinion‐leaders and other selected end users allows them to maintain their normal operational behaviour while getting a feel for the new technology. Deployable base stations can be set up for tests in the users’ local environments as mobile pilot projects, short demonstrations or road shows using easily available test frequencies (standard practice for calibrating radio propagation models) if the local broadband provider is deemed unsuitable. Apps for police are already available, see section 2.2.6 , and as mentioned in the US pilot projects, users had success in developing their own apps during the 2 year pilot projects. An even more cost effective solution are ruggedized smart phones which can be issued pre‐launch and programmed with the proposed features of the upcoming service to generate “buy‐in” or feeling of ownership among the users. Each successful trial period, network coverage expansion or feature activation can be leveraged as a short term win. Twitter and facebook may not be appropriate platforms for informing security conscious users about these wins, but the user forum and organisational intranet can be used to keep the organisation as whole updated on the networks progression, acceptance by different departments and their various successes achieved through use of the service. 4.3.7 Consolidate Gains and More Change One method of consolidating gains and keeping up momentum during the migration phase is to convert “hedgers”, these are risk‐averse managers who neither support or stand against the new service, waiting for signals from others on how to act. Hedgers can damage the adoption of the service if they are key to the implementation plan. It is up to the sponsor or

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. champion to make sure that hedgers receive the correct signals from the rest of the organisation. (Leonard‐Barton & Kraus, 1985) Converting hedgers to supporters takes three steps: 1. Top management need to take a symbolic but clear action in favour of the new service

tuwien.at/bibliothek and technology e.g. Hosting an event to launch the service/pilot project

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2. Support managers at all levels of the organisation to send the correct signals. If the new service is introduced to enhance safety, then safety should be emphasised throughout the organisation. 3. Managers must adapt the criteria for performance assessment of end users into conformance with the capabilities of the new technology. Measured productivity often drops when a new technology/service is introduced, leading supervisors to think that staff are underperforming instead of revising their KPIs. (Leonard‐Barton & Kraus, 1985) 4.3.8 Refreeze/Anchor Change within the Culture Ideally the managed service must offer a tangible personal benefit to all end users. Managers within the client organisation may see the benefits to the organisation as a whole, but may fail to see that these benefits are made visible to end users. It is important that benefits are seen through encouragement from supervisors and feedback on how the new managed service and technology is affecting performance. (Leonard‐Barton & Kraus, 1985) To really incentivise end users, it would be necessary to find a method to translate organisational level benefits into user rewards, but this would be outside the scope of a managed service to affect. One suggestion is that body cameras have a clear advantage to the end user in shielding officers from liability by presenting an objective witness during incident reviews. This reduced liability can be converted to insurance premium savings paid by the user organisation and some of these savings be contributed to the officers’ pension scheme so that end users receive a tangible benefit.

4.4 Research Question 5

The Managed Service Provider (MSP) business model depends on winning customers, retaining them and generating recurring revenue. (Analysys Mason, 2019, p. 1) Retaining customers is even more vital in the MCC sector, because, as Table 6, compared to Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. commercial telecoms operators: 1. Contract lengths are extremely long – 10 to 20 years, 2. Relatively few end users – 100s to several 100,000s instead of millions 3. Contracts with client organisations instead of with each individual user tuwien.at/bibliothek A recent survey of MSPs worldwide shows that most do not track customer satisfaction, only

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38%, & retention metrics, only 40%, (Analysys Mason, 2019, p. 2) MSPs which track customer satisfaction retain 12% more customers than those who don’t. It follows that retention is likely even higher for those MSPs with higher customer satisfaction scores. The process of tracking customer satisfaction correlates with higher customer retention rates, although it’s not the measuring of customer satisfaction that makes the difference, it’s indicates that the type of company which measures client satisfaction and retention, is also the type of company which works to improve them. (Analysys Mason, 2019, pp. 2, 3) Therefore, the first KPIs to be measured to retain customers when the service is running are Customer Satisfaction and Customer Retention. Customer retention is a lagging indicator, so it would be also necessary to track customer loyalty, as this would be a more useful indicator of customers’ intentions to abandon the service. A study on how federal contractors increase customer satisfaction concluded that the three main components are understanding the customer’s needs, building relationships & creating a customer satisfaction program. (Market Connections Inc. & Salesforce, 2016)(Market Connections, Inc, 2019) 4.4.1 Customer Satisfaction As can be seen in Figure 39, and discussed in the answer to research question two the first step for building B2G relationships is to find the right people. At the executive level this means influencers and decision makers such as the senior responsible “owner”, but also the service end users in order to indentify the “pains” which the service should relieve and the “gains” which the service should bring. (Bryan, 2009) As mentioned in the answer to research question one the most successful strategy for acceptance is to have change driven by top management, to fulfil requirements defined by end users, which is also in line with studies on the UK police forces adoption of IT initiatives (Folkerd & Spinelli, 2009, p. 38) (Bryan, 2009, p. 12). Taking this into account, customer satisfaction and loyalty should be tracked at two levels in the client organisation: executive and operational. MCC user organisations generally have two levels of interaction with the MSP while the service is

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. running; on an organisational level (senior client) and as end users (operational client). On an organisational level finance, purchasing, technical, project and service managers interact to verify or revise deliverables, contracts, schedules, QoS reports and SLAs. In fact, the user organisation/responsible ministry, see Table 6, as a whole is usually the “actual customer” as

tuwien.at/bibliothek they are paying for the service. Therefore, the KPIs designed to track the customer

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satisfaction of end users (operational client) are a subset of the KPIs to track the customer satisfaction of the user organisation (senior client). Table 13 shows a range of Quality of Service (QoS) reports and suggested contributing KPIs with which MCC MSPs can track senior client customer satisfaction derived from studies in analogous fields such as inter‐organisational partnerships, infrastructure, construction & large engineering projects, B2B/B2G Customer Relationship Management (CRM.)

Time, resources & nature of MSPs contribution to senior Commitment clients organisational goals Communication Responsiveness, frequency & nature of communications

Sharing Frequency/amount and type of info/data exchanges Frequency of meeting expectations (confidence in MSP): Trust/Dependability fulfilment of requirements, compliance to regulations, competence, SLA Breach ROI ROI realised from service & service enabled initiatives Productivity/Execution Number/percentage of service enabled initiatives & efficiency projects finished on schedule and within budget Corporate Social Ethical behaviour, Sustainability and Green Issues Responsibility Employee turnover rate, Absenteeism, Employee Net MSP Employee Attitude Promoter Score (NPS), Empathy with the customer, Bonuses Paid Innovation and Number of new initiatives for service improvement improvement introduced. Up‐selling & expansion of services. Organisational (Senior Client) Number and seriousness of issues, penalty clauses Dissatisfaction activated, Service reductions End user (Operational Client) satisfaction rate / service User Satisfaction quality / Tangible evidence Table 17: Suggested QoS reports and contributing KPIs to track senior client/organisational customer satisfaction Based on (Zhao, 2002)(Hongyang, 2013)(Windapo, 2015)(Kolis, 2013)(Sarshar, 2009)(Straub, 2009)(Lee, 2016)(Bryan, 2009)(Yarimoglu, 2014)(Parasuraman, 1985)(Ghorbani, 2014) It is important to note that these KPIs need to be reviewed periodically to ensure that they drive the right behaviour by the MSPs employees, partners and sub‐contractors or that

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. the KPIs themselves are still relevant. As an example, incentive schemes for the sales team would need to be restructured after winning the contract so that they are still motivated to visit the new client with regards to up‐selling and service expansion. These KPIs should form the basis of a regular QoS reports some of which can be passed to the senior client to ensure visibility of the MSPs value to the user organisation. tuwien.at/bibliothek QoS reports issued to the client organisation are combined with how the QoS is

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perceived by the users to update their requirements and generate updated SLAs. These updated SLAs form the basis for the MSP to revise its planned QoS and take measures to optimise their service delivery. This iterative process of service delivery optimisation is shown in Figure 47.

Figure 47: The four perspectives of QoS used by MSPs to optimise service delivery Adapted from (Santiago, 2013, p. 7)

Operational clients interact with the service primarily through its use, however for MCC customers, that is precisely the wrong time to look for feedback on customer satisfaction. Examining the end‐users “customer journey” presents other opportunities to increase customer satisfaction and get feedback. End users also interact with the service when they receive information about the new service launch, give feedback during the design phase, receive training, are issued a device or have it installed in their vehicle, get support when there are problems, track trouble tickets, access the service user portal/forum, during periodic maintenance/replacement of equipment/ devices and finally migrate to a new solution when the service reaches end of life. Each of these interactions can be an opportunity to increase customer satisfaction and get feedback. Assessing customer satisfaction during training, using the service user portal/forum, issuing and installation of devices can be as simple as survey, but can also be done by interview for key situations such as during pilot projects which will affect the service design during its initial

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. phases. There are many possible KPIs associated with tracking, or directly tracking customer satisfaction of helpdesk support, however they generally fall into the following categories:  Time ‐ Response Time & Resolution Time. These refer to the time taken to respond to

tuwien.at/bibliothek the customers issue and the period from the first call until the issue is resolved

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 First‐call resolution rate – Can the issue be solved with the first call.  Number of Tickets & Ticket Backlog‐ Number of issues, and number of issues which are not resolved within a predefined period  Resolution Plan – Is there a plan in place to solve this issue, or must it be escalated, it is particularly important to inform the customer if the solution needs to be implemented at another time, so that they don’t become frustrated  Customer Satisfaction (CSat) – did the service meet or surpass customer expectations?  Net promoter score (NPS) – how likely are you to recommend our service to a colleague? Based on (DiCostanzo, 2010) (Forbes, 2017)(Watts, 2017) Bad scores on any of these KPIs are indicative that the support desk needs to be strengthened, e.g. more staff, increase ongoing training, better support documentation. From FirstNet’s Pilot projects it was shown that network operators need to improve their device management & configuration and schedule maintenance around the users’ operations, see Table 6. Handheld terminals can be sent, preconfigured, to user premises for distribution to the end users but vehicle terminals need to be installed. This should happen during vehicle maintenance or routine downtimes so that the end users are not inconvenienced during operations. Any easy way of polling customer satisfaction at this stage is a follow‐up email to see if they users are happy with the installation, device condition, configuration, installation procedure with invitation to provide feedback by participating in the user platform to suggest potential improvements in the service. When the service enters end of life, and the user organisation is preparing to migrate to a new solution, it is important to have the documentation on network interfaces, terminal configurations, frequency permissions, security procedures, access controls etc. prepared for a smooth transition to the new service provider. Customer satisfaction can be assessed at this point as part of the protocol of removing equipment, and signing over documentation,

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. keys, etc. 4.4.2 Customer Retention & Customer Loyalty Although it may seem that customer retention is pointless to measure in MCC networks as clients are typically locked in to 10‐20 year contracts, the client organisations

tuwien.at/bibliothek themselves are made up of individual regional organisations, many with fragmented user

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requirements. When individual regional organisations are unhappy with the service, they have opted out and found alternative solutions – this is currently the case for some public safety organisations in Spain, France and Italy, see Table 6. A major contributing factor to the UKs switchover from Airwave to ESN was that ESN would be more cost effective over its operational lifetime, see Figure 34. This shows that customer churn happens with MCC, albeit on a different scale than with commercial network operators. As stated previously, customer loyalty is a lagging indicator, it only shows that customers have not abandoned the service yet. Customer loyalty, although harder to achieve, is a leading indicator as not only will a loyal customer continue to use the service, but they also would recommend it to others. As previously stated, customer loyalty can be assessed using the Net Promoter Score (NPS) method when assessing customer satisfaction. 4.4.3 Service Quality A study (Lee, 2016) on factors influencing customer loyalty in B2G business concluded that service quality has a directly positive influence on customer satisfaction and therefore has a positive impact on customer loyalty. There are many technical event counters which automatically track various parameters in telecommunications networks which can be combined to generate KPIs and form the basis of QoS reports. Examples of KPIs tracked by MSPs for MCC networks are established call rate, dropped call rate, access failures, abandoned call rate, call set‐up and cell drops. (Bakker, 2010, p. 14). A study by the Belgian federal authority concluded that for MCC networks “three main KPIs will need to be guaranteed: coverage, prioritisation and network availability”. (The Critical Communications Association, 2019, p. 9). From the authors research there is no effective method currently in place to deliver these outputs regularly to MCC customers as QoS reports. These three KPIs will now be examined with regards to achieving customer satisfaction and therefore increasing customer retention. 4.4.4 Coverage Coverage planning involves the software‐based generation of coverage predictions

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. using radio propagation models, equipment parameters and geographic data bases. These coverage predictions are then used as a basis for planning the network. Measurements are made to calibrate the predictions to actual performance and these inputs are then used to optimise the network design, pre‐rollout, and are part of the system acceptance procedure, and later an SLA of the service. (Critical Communications Broadband Group – Strategic Case tuwien.at/bibliothek Group, 2015)(Graham, 2006, pp. 225‐253) Another part of the system administration of the

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network, the Network Management System (NMS) monitors, displays and logs the health of all elements in the network. (Dunlop et al. 1999, p. 199) The author proposes that a layered view of all the individual base station coverages be combined with the NMS data to provide a nearly real‐time view of the system coverage. If a network element fails, then that individual base stations coverage is automatically removed from the layered view and the display of system coverage is therefore kept updated. This view of the systems coverage can be fed to the clients’ management dashboard or even the user organisations online forum so that end users can see the “nearly live” coverage of the system. If the data is too security/commercially sensitive, it could be made available only at customer premises where only end users have access e.g. dispatch centres. Coverage maps can also easily be exported to formats such as Google earth to allow users to scroll to their location and see the status of coverage in their area, see Appendix 6. This functionality can display network coverage status during rollout and normal service and would be useful to get user feedback, build up user engagement and generate a sense of ownership within the user organisation. Measurement campaigns are expensive to run, but user radio terminals can be polled or programmed to send coverage level status as inputs to the coverage optimisation process. User terminals can also be programmed to log the position where it leaves coverage and then transmit that position when it returns to the system without user interaction. (AT&T Mobility, 2011) (Chrostek, 2018, p. 18) In this way, an automated feedback loop has been created where coverage can be seen in “nearly real time” by users who have been given access and updated from the actual performance of user terminals in the field and monitoring inputs of the NMS. This coverage KPI can then be expressed as a % of area to be covered. If the MSP takes action to modify settings or install additional equipment as required, coverage is then continually improved based on user feedback and automated measurements. 4.4.5 Prioritisation

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Prioritisation is important for MCC because it allows a user to make a priority call despite network congestion. (Dunlop et al. 1999, p. 189) An example would be if a user presses the emergency button on a radio terminal and is immediately put through to a dispatcher, whereas another user of lower priority gets interrupted or cannot make a call if no other

tuwien.at/bibliothek network resources are available. This is a standard feature of digital radio systems and

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mobile broadband and is easily implemented on dedicated networks without commercial traffic. The problem is that if commercial users and MCC users share the same network, local regulations may forbid the prioritisation of particular traffic, known as network neutrality, which is the case in Austria (The Critical Communications Association, 2019, pp. 6, 7, 8). The author suggests that in the situation of commercial users sharing a network with MCC users in a jurisdiction where call prioritisation is forbidden, commercial users be given an opt‐in clause in their contracts where they accept for their service to be interrupted if needed during emergency situations. The number of priority calls placed and their success rate can easily be fed from traffic logs as a KPI to display combined with the coverage QoS report, and therefore make the prioritisation feature visible to the client. This data can also be used by the MSP to add extra capacity where needed, and used to increase customer satisfaction as any prioritisation problems are seen to visibly addressed by the MSP. 4.4.6 Network Availability As mentioned previously, many call events are tracked by network administrators already to form meaningful KPIs for MCC MSPs: established call rate, dropped call rate, access failures, abandoned call rate, call set‐up and cell drops. (Bakker, 2010, p. 14). When combined with data on user terminal registration/deregistration from the system and the coverage tracking KPI method described above a meaningful QoS report can be generated for network availability. 4.4.7 Other Service Quality KPIs Similarly, other QoS reports can be developed from functional KPIs based on the MCC prerequisites listed in Table 13. Network resiliency can be evaluated by monitoring link activity and the utilisation of alternative link routes or coverage from redundant sites. Reliability is already evaluated by monitoring network element downtime. Battery backup capability can be displayed by monitoring when network elements are operating on battery and ensuring that sufficient battery capacity is available for each network element. The European Commission have surveyed typical battery backup requirements of different public

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. safety networks, which can be as much as 7 days in some areas. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 59) As demonstrated, there are already many parameters and event loggers which are automatically monitored as part of a modern telecommunications system to be used as part of the trouble shooting or optimisation process but are not used in reporting to the user tuwien.at/bibliothek organisation to demonstrate value. The author proposes that these could be utilised in order

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to add to the MSPs value proposition by being presented to the customer in an easily understandable format to increase customer satisfaction and therefore retention.

5. Interpretation, Discussion, Future prospects

5.1 Industry Findings Current analog radio communications users will migrate either to digital radio or subscribe to a mobile broadband service within the next 6 years, see Figure 22. Digital Radio is expected to be the dominant system for MCC organisations globally until approximately 2030. The majority of EU PPDR organisations will be using mission critical broadband by 2027, however Multimode‐Hybrid Networks will play a strong role over the next 10 years until MCC broadband matures, and existing systems reach end of life. (IHS Markit, 2018, p. 20) (Public Safety Communication Europe, 2019, p. 20) Unless spectrum in the 450 MHz or 700 MHz range is made available for MCC broadband users, or MCC user organisations develop partnerships with commercial MNOs, digital radio systems will still be used in non‐urban areas beyond 2035. Unless spectrum is made available in the 600 MHz range to MCC organisations, 5G will only be used for MCC in urban areas, smaller operational areas or through partnerships with MNOs. (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 102‐103) A seamless migration path for organisations with a narrowband network beginning a phased migration to wireless broadband was analysed in sections 2.8 & 4.3.3, see Figure 25 Figure 46 This migration path should be valid for organisations undergoing the migration from digital radio to broadband until after 2030. Step 2 can be omitted after approximately 2027 based on the analysis carried out in section 2.7, which also fits to the migration path proposed by Germany in Figure 19. (Federal Agency for Public Safety Digital Radio, 2019, p. 6) MNOs will not ignore the MCC market sector as “competition limits profitability improvement”, especially in Europe, Middle East & Asia Pacific.(S&P Global, 2018) “For Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. telecom service providers, the next steps are to package an easy‐to‐buy, off‐the‐shelf commercial solution; build a delivery organization that responds to very strict Service Level Agreements (SLAs); and gain market awareness of customers’ deployment challenges and ecosystem properties.” (Ericsson Consumer & IndustryLab Insight Report, 2018, p. 3)

tuwien.at/bibliothek Facing competition from commercial operators, equipment manufacturers who

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previously had supplied directly to MCC customers, will need to move away from pure selling or managed networks. Managed service or subscription packages will have to be considered in order to stay competitive or complementary partnerships with commercial service providers will need to be developed. Samsung, which was not present in a 2016 study on key technology partners for public safety, see Figure 40, is set to become a major player in MCC with the supply of devices to UKs ESN, FirstNet in the US as well as infrastructure and devices to S.Koreas Safe‐Net. (Kable Business Intelligence Limited, 2016) If regulatory authorities continue to reserve spectrum for governmental services or offer it at prices that only commercial providers can afford, or only on a country wide basis, they will eventually drive regional MCC users to commercial providers. If commercial providers have an effective monopoly, there may be increased risk of reduced service levels, or one‐size‐fits‐all services, which was shown to be unsuitable for the various heterogeneous MCC sectors, unless competition is sufficient to force superior service levels. Based on experience gained in developing the MCC broadband standards, the 3GPP has also learned to concentrate more on verticals in the future. (3rd Generation Partnership Project (3GPP), 2019, p. 6)

5.2 Research Questions In the answer to research question one, see section 4.3, a method was described which maintains superior customer satisfaction during the transition to MCC as a managed service based on Kotters 8‐step models for organisational transition (Kotter, 1996) and the principals of “Implementing New Technology”. (Leonard‐Barton & Kraus, 1985) The answer to research question two was developed in sections two and three with an analysis of the managed service advantages and disadvantages to be found in section 3.4 as well as an analysis of the available service delviery frameworks and other business models given in Sections 2.4 to 2.5.3 and Appendix 2 & 3 respectively. Research question three was answered in Section 4.1 based on analyses carried out in Sections 1.1 & 2.5, with supporting evidence from project implementations in Section 3. Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. The answer to research question four is given in Section 4.2, and includes methods of differentiating an offer during the tendering process, and the most efficient ways to demonstrate competence/fulfilment of MCC user requirements as a pre‐sales activity In the answer to research question five, see section 4.4, KPIs, QoS reports and

tuwien.at/bibliothek measures were described to monitor and maintain organisational (executive client) and end

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user (operational) customer satisfaction in a B2G environment in order to retain customers once the managed service is running.

5.3 Further Work: Evolution of the Managed Service Business Model

Figure 48: Phases of Telecom Managed Services Adapted from (Schmitz, 2018, pp. 89‐98)

Figure 48 illustrates the phases which managed services for telecom networks have gone through. Managed services in the telecom sector have moved from providing network O&M and technical staff to improving network quality and customer experience. In “Future Telco. Management for Professionals”, Schmitz proposes that the next stage of Managed Services, Managed Services 4.0, will be better agility in production and operations to deliver customer centric solutions and services. The author proposes that the next step will go beyond this, and particularly for equipment manufacturers and network providers to capture the MCC market, will be user oriented network design and, potentially, up‐front financing of the managed service, depending on the risks involved.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. An opportunity exists for equipment manufacturers and network providers to finance the purchase of equipment and rollout of networks for user organisations, and to then configure and run the network tailored to the user organisations operational requirements. Operations & maintenance staff from the manufacturer, network provider or trained staff from the user organisation, as well as spare parts and network management equipment can tuwien.at/bibliothek be located at, or nearby the customer premises in order to achieve efficient response times.

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Spectrum can still belong to the customer; however, the regulatory formalities can be carried out by either third party consultants or as an additional service from the equipment manufacturer or network provider. The user organisation pays a monthly fee, per radio terminal, proportionally higher than that of the subscriber model, but retains control of the network. The value proposition for the customer is that in this way, the user organisation has effectively outsourced the financing of the network over its operational lifetime and owns/controls a network tailored to their specific operational needs. This is particularly attractive and implementable for user organisations who currently own and operate their own networks as they already own the existing radio masts and sites premises. The manufacturer has the opportunity of entering a previously untapped new market area where they have, most probably, a previous or existing customer relationship from supply of equipment to the existing network. MNOs can try to leverage the coverage from their existing network as a redundant solution to the new dedicated and resilient network designed specifically to meet the user organisations criteria. As shown in Figure 13, many MCC user organizations have already issued standard Smart phones to their staff, so MNOs also have a pre‐existing customer relationship to leverage, but would have to harden and tailor their networks in order to offer the same service as a dedicated MCC network. 5.3.1 Research Limitations MCC business models and B2G organisational customer satisfaction is a niche field with few academic resources. By its very nature these sources may have been redacted for security reasons or to protect commercially sensitive data. Many contributions had to be taken from empirical research into existing and developing solutions as well as from analogous fields. There is much confusion in the available literature between potential service delivery frameworks and future business models, which are interconnected but serve different purposes.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Appendix 1

Table 18: Mission Critical Communications Technologies Based on: (Tait Radio Communications Ltd, 2010, p. 10) (Ketterling, 2004, pp. 20‐21) (John Dunlop, 1999, pp. 124‐126) (Office of Communications, Previously the Radiocommunications Agency, 1988)(Icom America Inc., 2008, p. 3 & 4)(TETRAPOL Forum, 1999)(European Telecommunications Standards Institute, 2005)(European Telecommunications Standards Institute (ETSI), 2008) (International Union of Railways, 2013) (European Telecommunications Standards Institute (ETSI), 2011)(EDN (Electrical Design News) Network Staff, 1999, p. 1) (Do, 2017 )(Hytera Communications, 2018)(PDT Digital Trunking System Industry Association, 2010)(Laughton, 2012) Cited by (Burke, 2017, p. 29)

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Bibliography Appendix 2: Hybrid Scenarios

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Table 19: Advantages & Disadvantages of Scenarios 1 to 3 for End User organisations Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018) tuwien.at/bibliothek

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Appendix 3: Advantages & Disadvantages of Managed Networks & Full Service Offering

Network Ownership: User Organisation Managed Network Devices Management: User Organisation Spectrum Ownership: Usually User Organisation

Customer Advantages Disadvantages  Lower OPEX, Reduces network management costs  Highest CAPEX: (Cost of deploying Network &  Allow an external more focused and Devices) capable organisation to operate &  Extra Services may be included (Unlimited manage the Network Data)  Complete Control  Forces a long term arrangement with one MNO  Coverage tailored to MCC users’  Device Management required requirements  Some loss of control once the network if  Network engineered to meet some of the commercial users added MCC key requirements  Long Rollout Process/Time to service  High Network Resilience  Dedicated spectrum required with eventually  High Security limited capacity  High Responsivity  Spectrum Management, but easier for Public  Revenue if commercial users added Safety users to justify spectrum  Provider usually has close links to the  Some loss of control once the network has manufacturer with access to latest commercial users software releases, methods & training  Control Room Integration Provider Advantages Disadvantages  No Control  Commercial users may be hesitant to move to  Economies of scale & viable business case network, if they know their service may be  Attractive high quality network for degraded during an incident professional commercial users with  Difficult planning and site building requirements premium rate possibility  Network must be engineered to meet MCC  MCC suits long range planning requirements e.g. AGA & Indoor  Lowest CAPEX  Security Clearances  No Device Management required  Bureaucracy  No Spectrum Management  Adapt Maintenance Schedules to MCC operations  Additional revenue if commercial users  High Responsivity Required (24/7/365) added  Difficult Control Room Integration  Commercial users may be hesitant to move to network, if they know their service may be degraded during an incident

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Table 20: Advantages & Disadvantages of Managed Network where End User Organisation owns the Network Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States

tuwien.at/bibliothek Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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Network Ownership: MNO Managed Network Devices Management: User Organisation Spectrum Ownership: Usually MNO Customer Advantages Disadvantages • Need to form a commercial long term arrangement • No Network CAPEX & Lower OPEX, with a suitable operator Reduces network management • Operator will charge for extra services costs • Device CAPEX & Management required  Allow an external more focused and • Lower Responsivity capable organisation to operate & manage the Network • Lower Security • Provider usually has close links to • Coverage not tailored to MCC users’ requirements the manufacturer with access to • Network not engineered to meet MCC requirements latest software releases, methods & • Network resilience may be compromised training • Increases reliance on commercial operator • No Spectrum Management • No Control • Competition between MNOs may • Large ecosystem, but lack of ruggedized terminals bring prices down • High reliance on commercial operator • Control Room Integration • Some loss of control once the network has • Fast Time to service commercial users • May need governmental investment in all involved MNO networks and lost investment if MNOs merge Provider Advantages Disadvantages • High CAPEX (Cost of deploying Network) • Commercial users may be hesitant to move to network, • Control if they know their service may be degraded during an • Economies of scale & viable incident business case • May be difficult to control if all resources are available • Attractive high quality network for for MCC users professional commercial users with • Difficult planning and site building requirements premium rate possibility • Security Clearances • MCC suits long range planning • Bureaucracy • Less difficult planning and site • Adapt Maintenance Schedules to MCC operations building requirements • Governmental investment may be classified as State • No network engineering meet MCC Aid requirements • Difficult Control Room Integration  No Device Management required • Spectrum Management, but easier to justify spectrum  Additional revenue if commercial with Public Safety users users added • Commercial users may be hesitant to move to network,

if they know their service may be degraded during an incident Table 21: Advantages & Disadvantages of Managed Network where MNO owns the

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. Network Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th

tuwien.at/bibliothek Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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Full Service Offering: Network Ownership: MNO Mobile Broadband Usage as a Service Devices Management: MNO Subscription Model Spectrum Ownership: MNO

Customer Advantages Disadvantages • Need to form a commercial long term arrangement with a suitable operator • Total reliance on commercial operator • No Network or Device CAPEX • Operator will charge for extra services • Lowest Opex, No network management • No control costs • Coverage, Devices & Apps not tailored to • Competition between MNOs may bring MCC users’ requirements e.g. AGA & prices down Indoor • Fast Time to service • Low Network Resilience • May be difficult to control if all resources • Low Security are available for Critical Communications • Slow/No Response to Change Requests users • Low Network Resilience • No Spectrum Management • Low Responsivity • Large ecosystem, but lack of ruggedized terminals • Some Device Management Required • No Control Room Integration Provider Advantages Disadvantages • Complete Control • Commercial users may be hesitant to move • Economies of scale improve with more to network, if they know their service may be viable business case degraded during an incident • Easier to justify spectrum with Public Safety • Spectrum Management, but easier to justify users spectrum with Public Safety users • No planning and site building requirements • Some Device Management Required • Forces a long term arrangement with End • Device CAPEX User Organisations with many users • Commercial users may be hesitant to move • Coverage, Devices & Apps not tailored to MCC users’ requirements e.g. AGA & Indoor to network, if they know their service may be • Least Bureaucracy degraded during an incident • Least Security Clearances Required Table 22: Advantages & Disadvantages of Full Service Offering Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety

tuwien.at/bibliothek

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Bibliography Appendix 4: FirstNet Award Process

Figure 49: What happened: Interoperability and FirstNet Adapted from (Pennsylvania State Police, 2019, p. 4) Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek. tuwien.at/bibliothek

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Appendix 5: Subscriber Profiles for different end user operational behaviours

Table 23: Example Handheld Subscriber Profiles 1 (Burke, 2017, pp. 70‐73)

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Table 24: Example Handheld Subscriber Profiles 2 (Burke, 2017, pp. 70‐73)

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Table 25: Example Mobile Subscriber Profiles 3 (Burke, 2017, pp. 70‐73)

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Appendix 6 Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 50: Indoor coverage plans imported to Google Earth (Burke, 2017, p. 169) tuwien.at/bibliothek

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Bibliography Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar. The approved original version of this thesis is available at the TU Wien Bibliothek.

Figure 51: Architectural models to display Indoor Planning Results (Burke, 2017, pp. 126,171)

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