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Prepared byOC3 Staff

Document ID : Issue 1 Dated: 23 February 2011Classification : None

Author : 23/02/11________ Ian Janse van Vuuren Date

Released by : _______________________ ________________ For Operations Date

Approved by : _______________________ ________________ For UDC Date

NEWOC.URS01.doc

THE NEW OPERATIONS COMMAND AND CONTROL CENTRE DESIGN AND FUNCTIONALITY

-USER REQUIREMENT SPECIFICATION (URS)

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Document Review History

Issue Reviewed By Date Signature

Issue 1

Document Amendments History

Issue Date Sections Affected

Issue 1

Magnetic Media Index

File Name File Date Type Issue

NEWOC.URS01.doc 23 February 2011 Whole document - MS

Word

Issue 1

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Table of Contents

1. INTRODUCTION 4

1.1 BACKGROUND 4

1.2 THE REQUIREMENT 7

2. PURPOSE OF THE DOCUMENT 7

3. CAPABILITY OBJECTIVES 8

3.1 THE OODA LOOP AND CAPABILITIES 8

3.2 NEWOC COMMITMENTS 9

3.3 NEWOC ROLE 12

3.4 NEWOC ARCHITECTURE 13

4. NEWOC PERSONNEL CONCEPTUAL TASKS 17

5. NEWOC SYSTEM ARCHITECTURAL SPECIFICATION 19

5.1 SYSTEM VISION 19

5.2 SYSTEM REQUIREMENTS 20

5.3 NEWOC LAYOUT 24

5.4 DISPLAYS 25

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1. INTRODUCTION

1.1 Background

1.1.1 The Operations Command and Control Centre (OC3), a section of the Operations

Department of UDC, is in a continuous process of evolutionary development.

Similarly, its parent department, Operations, has been instructed to transform itself

into a fully-fledged wholly-owned UDC subsidiary as a facilities management

company, known as UFMCO (UDC Facilities Management Company).

1.1.2 The physical space identified for the new location of the OC3, and indeed for the

management structure of UFMCO, is the second floor of Building 2A in Medina

Centrale. The directive is for the OC3 and the UFMCO to transition to this new

facility, and into its preferred business model, by middle 20111.

1.1.3 This document has as focus primarily the requirements for the new OC3, although

the ancillary needs of the UFMCO in the space and processes are indicated where

relevant. In general though, the OC3 is in need of a new design and purpose with

which to execute its mandate. The main objective for establishing this capability2 is

to have a world-class facility to manage the TPQ situational awareness3 picture for

the OC3, UFMCO, and all relevant customers4.

1 Based on initial guidelines from MD&P received in February 2011.2 Capabilities are the various knowledge constructs that, when added together, constitute the essence of an organisation’s, or system’s, ability to perform. It includes people, hardware, software, institutional knowledge and all resources. It differs from capacities in that the latter generally refers to numbers of people or other resources vis-à-vis the task/mission to be accomplished.3 Situational Awareness provides a dynamic picture of an overall situation. It is knowing what is going on around you now regarding facilities’ status, security, safety, emergencies, and customer satisfaction. This is supplemented by information about what is likely to happen (prediction or simulation), and by what has happened in the recent past. It determines the capacity to decide and act.4 Presently, for TPQ, customers include Master Community, Retail, Residential, UDC and individual Residents and Retailers.

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1.1.4 This requirement for a new capability was born from a greater realisation of the

following:

Various departments have disparate views on what is happening on the

ground at any given time regarding the state of security, safety, emergency

management, customer satisfaction, and facilities maintenance;

interoperability shortfalls and silos hamper joint planning, joint execution, and

effective command & control (C2);

exploitation of cross-departmental resources is inadequate – i.e. little

jointness5, and little economies of scale and effort exist;

the emergency management function is inadequate for the size of TPQ, both in

terms of available resources and embedded systems;

limited

situational awareness exists regarding the extent of the facilities maintenance,

security, safety, or customer relationship issues – specifically about common

problems that affect multiple customers. This situational awareness shortfall

exists across the total managerial spectrum;

the above symptoms are exacerbated by missing facility management,

decision support and intelligent management tools, and finally,

the MD&P declared during a visit to the OC3 on 26 June 2010, that the facility

is not “smart” enough, i.e. it is not fit for purpose for a signature location like

The Pearl Qatar.

5 Jointness is not simply cooperation. It encompasses a fusion of resources and minds around the pursuit of a common goal, or mission. It involves inter alia planning together, identifying objectives together, and employing and tasking mission-specific resources. It is an approach to achieve synergy in a resource-constrained environment.

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1.1.5 The important element to take away from this construct is that the OC3, and indeed

all of UFMCO (and in fact UDC-TPQ), does not yet have a joint, integrated concept

of operations to combine effects to achieve desired outcomes, based on a coherent, integrated picture. As a result there is as yet not a developed joint,

integrated, full-spectrum facilities management decision-making process for the full

scope of effects that we should bring to bear against the myriad of planned and

unplanned issues that face a facilities management company on a daily basis in the

21st-century UFMCO environment.

1.1.6 The New OC3, henceforth referred to as NEWOC, should assist in this. The

operational process underpinning NEWOC should be a focused, intense effort to

increase the joint facilities management environment’s understanding of complex

problems, facilitate the visualisation and assimilation of data, and understand

linkages among those data. It should be highly interactive and integrative, enabling

a collaborative team to break down complex problems and information into

comprehensible parts to promote structured dialogue and problem resolution.

1.1.7 It has to operate in a network-centric fashion, i.e. in a way in which fast electronic

cooperation can be achieved between all NEWOC, UFMCO, customer, and

deployed facilities management6 capabilities so as to orchestrate highly accurate

interventions.

6 In this case, facilities management includes all soft and hard services as provided according to specific scopes of work by UFMCO, or as subcontracted to other service providers, or as contracts managed on behalf of the customer base.

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1.2 The Requirement

1.2.1 There is a need to fuse the information of UFMCO, customers and other relevant

stakeholders into a single picture that can assist all role-players, but especially

NEWOC, with decision-making and planning to facilitate Effects-Based Operations7.

1.2.2 The core capabilities required for NEWOC in support of facilitating Effects-Based

Operations, is to be able to execute the so-called OODA loop:

O bserve – understand the “lie of the land”, by means of sensory inputs derived

from imagery, maps, drawings, GIS, calls, displays, emails, faxes and overlays.

O rientate – by means of a specific planning process that will allow for inter alia:

setting the scene, providing intelligent value-add, allow for the making of plans,

and for the issuing of instructions, work orders etc.

D ecide – by means of various enablers that could include inter-and intra-

communications, a communication management system, and situational

awareness displays.

A ct – so as to optimally employ the local capabilities, consisting of security,

safety, emergency, technical and other resources via voice and data dispatching

systems.

2. PURPOSE OF THIS DOCUMENT

2.1 This document defines the outline requirements for the NEWOC capability to

enhance quality decision-making in its specific facilities management space. This

specification contains those common requirements that will apply to all aspects of

the services to be provided through the capability.

3. CAPABILITY OBJECTIVES7 Effects-Based Operations is a process for obtaining a desired strategic outcome or “effect” on the facilities management system, through the synergistic, multiplicative, and cumulative application of the full range of UFMCO and partner capabilities at the operational and strategic levels. As the name indicates – it must have the desired effect, as predetermined.

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3.1 The OODA Loop and Capabilities

3.1.1 The primary capabilities required by NEWOC to ensure that the OODA loop is

executed, relate to those that can ensure that the necessary inputs are transformed

into the correct outputs that may in turn again inform planning and action for Effects-

Based activities. The NEWOC process at the highest level to ensure this is the

following:

Figure 1: NEWOC Process

3.1.2 Inputs enter the process on the left and are transformed into outputs on the right.

Controls entering at the top indicate the rules, strategies and regulations that govern

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the process. The list as indicated above is probably not exhaustive. Mechanisms, at

the bottom, are the “things” that convert the inputs into outputs. From a capabilities-

based planning approach it is therefore important to note that the total system

capabilities should be focused on the production of six primary outputs, or

outcomes:

Secure TPQ environment Satisfied customers Serviceable facilities Identified risks Situational awareness Controlled emergencies

3.2 NEWOC Commitments

3.2.1 To accomplish the tasks required of NEWOC, its staff has the following major

commitments:

Participate in all Decision-Making and Planning . Using the TPQ risk assessment

and facility management strategies as a basis, the NEWOC staff should

participate in all relevant TPQ decision-making and planning processes so as to

(a) provide input for better planning, (b) enhance their own Situational

Awareness, and (c) influence the direction and content of facilities management

interventions.

Synchronise NEWOC Activities with Strategies . The NEWOC staffs should

synchronise all activities and processes with the UDC, TPQ and facilities

management strategic plans and concepts of operations, as depicted in the

below schematic:

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Figure 2: Strategic Planning Model

Develop Detailed Plans . The NEWOC and customers’ operational requirements

and the results of inter alia simulations and other preparation activities should

serve as the basis for the various strategic and operational plans.

Use Lessons Learned when Planning . The NEWOC staff should take advantage

of the lessons learned during maintenance, security, emergency or safety

operations to benefit from these lessons learned. Implementing a

comprehensive inter-departmental debriefing and resultant lessons learned

process must be an important part of NEWOC’s work.

Ensure Unity of Effort . For each particular area of focus, there should be unity of

effort to ensure complete, accurate information to develop the best possible

understanding of each situation, and to reduce unnecessary redundancy and

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duplication. This means working together, but more importantly from a systems

point of view, sharing information.

Maintain Flexibility . The NEWOC structure, methodologies, data bases, products

and personnel must be flexible to meet changing situations, needs, priorities,

and opportunities, and they must serve all possible facilities maintenance

requirements.

Ensure Accessibility of Information . The NEWOC staff must ensure that

information is readily available to the customers and partners while still adhering

to standards of need-to-know and protection of information. Careful

consideration should be given to identifying those categories of information that

should be “pushed” to decision-makers and customers8, versus those that may

have to be “pulled” on-line.

3.3 NEWOC Role

3.3.1 The role that a command and control centre9 plays in full-dimensional facilities

management operations cannot be overstated. A command centre provides insights

concerning exploitable opportunities to intervene on the terrains of facilities,

security, emergencies, and helps planners and decision-makers clearly define the

desired end state, and to know when that end state has been achieved.

3.3.2 NEWOC’s most important role is assisting decision-makers and planners in

visualising the facilities management space, i.e. enhancing their situational

awareness. Visualisation includes knowledge of the physical characteristics of that

space, knowing the current dispositions and activities of own resources in that

space, and knowing the current and future capabilities of own resources to operate

in and across each operational dimension (facilities, security, safety, etc).

8 NEWOC serves both internal and external customers – in its simplest form internal customers are other UFMCO sections, and external customers are UDC departments, residents and retailers.9 Also sometimes called a Work Management Centre.

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Importantly, it involves understanding potential future risks and associated

requirements for service delivery to mitigate those risks.

3.3.3 The NEWOC Strategic Profile may be defined as follows:

Its Strategic Intent is to ensure that customers’ needs are resolved in the

shortest possible time, through collaboration with the rest of UFMCO, partners

and service providers, in line with world best practises in this capability area.

Its Strategy is to provide customers and other important stakeholders with rapid

response to their maintenance and security-related concerns. It will differentiate

itself by its unique decision-making capabilities and systems, and by its ability to

align its services to diverse and varied customer needs.

Its Focus will be customer driven. NEWOC will provide the following services:

Incident Management, Emergency Management, Security Management, and

Facilities Management – all of these in a seamless and transparent fashion

supported by a Call Centre. Staff members will succeed in this by being

especially proficient in the areas of service development, service delivery,

customer care and stakeholder influence.

3.4 NEWOC Architecture

3.4.1 Since NEWOC must be capable of co-ordinating the actions of people,

organisations and resources over what may sometimes be long distances, the

systems architecture must be a dynamic, flexible structure capable of providing

access to an information grid that consists of all information sources and physical

resources at all levels.

3.4.2 The NEWOC architecture must be integrated into every phase of the facilities

management life cycle. The architecture should support facilities functions over a

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distributed network employing communications systems, computers, facility

management system, building management system, incident management system,

security management system, emergency management system, and other support

systems, and their associated resources and techniques.

3.4.3 There are certain requirements that the NEWOC architecture need to fill for it to be

successful. First, it must be capable of being tailored to support a specific customer

or stakeholder’s information and operational requirements. The architecture must

ensure that no source of information being processed in the system is subject to a

single point of failure – i.e. redundancy is required.

3.4.4 Second , it is important that it achieves a seamless integration of the decision-

makers’ decision-making and execution cycle with all phases of the NEWOC’s work

cycle. It must include current technology and be capable of incorporating new and

emerging technologies as they become available. These future developments are to

be described in a NEWOC Systems Master Plan (SMP).

3.4.5 The standards for the NEWOC architecture are as follows:

Survivable . The architecture must be as survivable as the structure it supports.

Interoperable . The architecture must be designed to accommodate

interoperability and integration with existing and projected customer and partner

systems.

Secure . Information must be protected according to a developed architecture

security policy.

Compatibility . The architecture must use common data elements when re-

engineering existing systems or applications and developing new systems.

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3.4.6 Apart from the above, the NEWOC architecture should display the following features

as part of its future design imperatives:

Partial connectivity to be replaced by full interconnectivity.

Hard copy data to be replaced by digital electronic data.

Dependence on physical information centres to be replaced by the

establishment of electronically-connected, virtual information exchanges;

The capability to query one source at a time to be replaced by an ability to query

many at once.

Multiple standards and tools to be replaced by common standards and tools, or

at least the ability to integrate.

The existence of a number of sophisticated data bases on only a few topics to

be replaced by the creation of a wide range of data bases on many subjects –

integrated as required.

Limited access by users to sources of data to be replaced by broad flexible

access.

The emphasis on the collection and dissemination of data to be replaced by

providing a balance between that and making data readily accessible and

tailored to user and customer needs, i.e. the traditional trade-off between a

“push and pull” approach.

The limited ability to display data to be replaced by the ultimate application of

sophisticated multimedia capabilities that are embedded in remote devices and

large screen displays – see example below.

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Figure 3: Example of a Light Table that could be used for FM Planning

3.4.7 The NEWOC architecture should implement common procedures, standards, and

streamlined support, and continue to evolve. This broadly connected system should

provide total facilities management space information to the partners, and should

establish a TPQ-wide capability for the customers and partners to "plug in" anytime,

anywhere, for any information requirement (as pre-determined).

3.4.8 Furthermore, geospatial information and services (GIS) support is needed to

perform many functions such as forecasting, planning, intervention, and analysis of

the facilities management space on TPQ. Digital geospatial information forms the

foundation for facilities space visualisation and situational awareness. All aspects of

facilities management operations require geospatial information.

3.4.9 GIS is neither a product nor a system, but rather a concept for the collection,

production, archiving, dissemination, and exploitation of information about the earth

and infrastructural and infrastructure dispositions. The purpose of a geospatial data

warehouse will be to allow the customers and NEWOC personnel to have instant

access to the most current and accurate geospatial information available.

4. NEWOC PERSONNEL CONCEPTUAL TASKS

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4.1 It is foreseen that NEWOC personnel will fulfil at least the following tasks:

4.1.1 Activating emergency responses and emergency planning processes.

4.1.2 Analysing information to determine meaning and value, as part of decision-making

and sense-making.

4.1.3 Arranging access into apartments – coordination and scheduling.

4.1.4 Collecting information of all kinds via visual and electronic sensors and ensuring

that information is properly captured on system(s).

4.1.5 Constantly undertaking re-zoning/planning of security areas for resource

deployment.

4.1.6 Costing maintenance and other interventions.

4.1.7 Dispatching technical and security resources – first time, every time – and staying

in touch in real time as to progress.

4.1.8 Displaying all relevant information visually in real time.

4.1.9 Documenting lessons learned and updating the other stakeholders about these.

4.1.10 Ensuring information integrity and accuracy by means of clever analytical tools

and processes.

4.1.11 Ensuring proper information collation and evaluation.

4.1.12 Escalating calls as may be required – internal and external.

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4.1.13 Handling large volumes of calls from a diverse customer base within pre-

determined KPI values.

4.1.14 Instantaneously identifying, locating and plotting callers of all types on electronic

multilayered image displays.

4.1.15 Liaison with all members of the TPQ stakeholder environment – technicians,

contractors, security, safety, customers, retail asset management, residential

asset management, etc.

4.1.16 Managing traffic.

4.1.17 Obtaining early warning of all pending emergency threats, including natural

disasters.

4.1.18 Obtaining early warning of all pending maintenance threats.

4.1.19 Obtaining early warning of all pending security threats.

4.1.20 Obtaining immediate awareness of all infrastructure and maintenance problems.

4.1.21 Planning and activating work and work orders.

4.1.21 Pro-actively undertaking operational risk management and launching interventions

as required.

4.1.22 Providing auditable track records of all activities undertaken in real time to senior

management and other stakeholders.

4.1.23 Providing proper advice and recommendations to callers.

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4.1.24 Real time provision of MIS reports down to nth degree of detail to various levels

and categories of customers, depending on requirements.

4.1.25 Real-time decision-making and action.

4.1.26 Receiving security updates from the field on a variety of systems.

4.1.27 Receiving technical updates from the field on a variety of systems.

4.1.28 Tracking security officer patrols.

4.2 Other tasks may be assigned from time to time, depending on new user

requirements and system roll-out.

5. NEWOC SYSTEM ARCHITECTURAL SPECIFICATION

5.1 System Vision

5.1.1 To provide a system of interconnected and integrated sub-systems that will allow

NEWOC personnel to “See, Reach, Resolve, Close.”

See the issues that have to be addressed through a wide variety of sensory and

other inputs – preferably before they occur, but at least in real time, so that we

may -

Reach out to the relevant areas/systems/persons affected and intervene, once

again as close as possible to real time, and preferably before it occurs, so as to

be able to -

Resolve the event of whatever nature it might be – facilities, safety, or security,

and then -

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Close off the event on the system, ensuring that database(s) are updated,

relevant role-players informed, MIS distributed, lessons learned are captured,

and re-ordering and rescheduling protocols are activated as may be required.

5.1.2 This will result in the establishment of a joint “automated” capability to be able to

intervene in real time, or as close as possible to real time, for any facilities

management events that may occur on TPQ – first time, every time.

5.2 System Requirements

5.2.1 Based on the aforementioned conceptual tasks, the following are the system

requirements for the NEWOC (these are outcomes-focused and do not specify

whether it should be part of an FMS, IMS etc).

Focus Functionality

Building management BMS integration and monitoring (UDC)

BMS integration and monitoring (non-

UDC)

3D GIS

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Focus FunctionalityCall centre management Interactive Voice Response

Voice Recognition

Voice Recording

Document management system

Bulk SMS

Dashboard wallboard

Web portal

Duty roster planner

Cisco Call Manager

3D GIS

Contract management SLAs

KPIs

Outcome measures

Customer relationship management Screen pops; integration to Cisco;

Systems Scroll/Tabs; escalations

Surveys

Feedback

3D GIS

Emergency management Emergency command system

Simulation tools

Emergency Coordination Centre

3D GIS

Human resource management Employee qualifications

Training scheduling

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Focus FunctionalityInventory management Inventory and spares tracking

Re-order quantity levels initiation

Life cycle management

Full inventory module to do Store

keeping, Cycle Counts, Stock takes,

stock life cycle management, be

compatible with bar coding and

scanning, multi- location stock keeping,

dispatching and receiving, stock

location identifier

3D GIS

KPI management Internal and external KPI achievement

Maintenance management WR generation

WO generation

Resource planning and scheduling

WO closing

Costing

Lessons learned

3D GIS

PDAs

Videocam recording and feedback

system

Performance management Gap identification

Procurement management PR raising

PO raising

Procurement tracking

Project management

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Focus FunctionalityRisk management Continuous risk monitoring system –

fire

Continuous risk monitoring system –

other risks

3D GIS

Sales management Fully integrated and scalable pricing

modules

Quotation/ Invoicing - this should tie

back up to Sales Module

Security management CCTV systems

3D GIS

Automatic Number Plate Recognition

(ANPR)

Access control

Geographical pattern Analysis (GPA)

Traffic Control

Key management system

Intruder detection

Guard tour

Space management 3D GIS

MIS management Real time generation

Multiple views

3D GIS

Billing WO reconciliation

Quotation reconciliation

Invoice generation and/or support to

finance for doing same

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5.3 NEWOC Layout

5.3.1 This is as yet not finalized, but in broad outlines the NEWOC layout, with associated

UFMCO functionality, is as follows:

Figure 2: NEWOC and UFMCO Layout – Provisional (Ground Floor)

Figure 3: NEWOC and UFMCO Layout – Provisional (Mezzanine)

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5.3.2 As far as the NEWOC structure is concerned, the following divisions apply:

Security Section – 10 work stations

Call Centre and Technical Dispatch – 32 work stations10

5.3.3 Other work stations in the open plan section that are directly or indirectly related to

the NEWOC functioning are:

Risk management/OHS – 1

Emergency Coordinator – 1

Fleet, Transport and Travel management – 2

Customer Relationship Management – 1

Procurement/Supply Chain – 4

Managed Contracts – 4

IT – 2

5.4 Displays

5.4.1 Large screen displays/video walls will be located primarily within the Security

Section, Emergency Coordination Centre11, and the Call Centre. It is foreseen that

display information have to cover the following major categories:

Display 1 - Observing the Area of Interest . Specifically the following is foreseen

to be displayed on at least one or more large screen displays/or on split

screens/video wall - Access control, including relevant CCTV coverage of

access areas; display of access control system; automatic number plate

recognition system; marking management system; various GIS overlays; intruder

detection displays where relevant.

10 These work station numbers are projected to make provision for the NEWOC life cycle in Medina Centrale, i.e. 5 years. Not all will be immediately filled.11 Both sides of the Emergency Coordination Centre are planned to be walled with glass that may be turned opaque when required.

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Display 2 - Maintaining Situational Awareness . This will include – IMS displays;

tracking of dispatched personnel and vehicles; CCTV screens; running display of

latest incidents – also to run continuously on a central LCD display; overlay of

current hotspots; Guard Tour information.

Display 3 – CCTV and Traffic Monitoring . This display will include – CCTV

cameras, mainly island-wide; marina cameras where integrated; boat traffic

monitoring, beach traffic monitoring.

Display 4 – Emergency Situational Display . Visible here should be – ability to

slave any CCTV camera to this display; risk management system; operational

planning process template; templates for operational instructions;

videoconferencing capability; electronic whiteboard.

Display 5 – Dashboard Wallboard . Call centre calls; all call centre KPI

monitoring; calls in queue; any facility management MIS.

Display 6 – FMS Display . Multiple screens showing FMS dashboard; asset

utilization; resource utilization; distribution of technical resources on the island;

distribution of requests on background maps etc.

5.4.2 Accessories. One printing station with the Security Section, comprising one high

volume printer/scanner; one colour printer. Call Centre Section – printing station

with one high volume printer/scanner, plotter up to A2 volume capacity; second

printer station with on high volume printer and one colour printer. One light table at

Technical Dispatcher sub-section. Open Plan Section – one printing work station

with one high volume printer, scanner up to A2 volume capacity; one colour printer.

Other printers in managers’ offices.

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