TABLE OF CONTENTS

S. NO. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. Title Page Acknowledgment Abstract Introduction to the Topic Detail of the Topic Project Management Software, Features & Classification Approaches to Project Management Software Collaborative Software: Philosophical Underpinnings Design & Implementation Issues Collaborative Software & Collaboration Collaborative Project Management Tools Features Net Results Tracker Web-based Collaboration Software Difference Between Collaborative Management Tools And Collaborative Project Management Tools Practical Study of the Organization - Warid Telecom Chairmans Address Mission & Vision Statement Management Team Services Whats New Affinity Partners Policies Role of Warid in Collaborative Software Challenges being Faced by Management Financial Statements Balance Sheet Profit & Loss Account Cash Flow Statement SWOT Analysis Conclusion Recommendations References CONTENTS PAGE NO. i ii iii 02 03 04 06 07 09 10 12 14 17 18 19 20 20 21 22 23 24 25 28 29 30 31 31 34 35 36

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INTRODUCTION TO THE ISSUE

Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives. It is sometimes conflated with program management, however technically that is actually a higher level construction: a group of related and somehow interdependent engineering projects.

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Project Management Software, Features & Classification

Project management software is the art and science of planning and leading software projects. It is a sub-discipline of project management in which software projects are planned, monitored and controlled. Project management software is a term covering many types of software, including scheduling, cost control and budget management, resource allocation, collaboration software, communication, quality management and documentation or administration systems, which are used to deal with the complexity of large projects. Scheduling: One of the most common purposes is to schedule a series of events or tasks and the complexity of the schedule can vary considerably depending on how the tool is used Some common challenges include:

Events which depend on one another in different ways or dependencies Scheduling people to work on, and resources required by, the various tasks, commonly termed resource scheduling Dealing with uncertainties in the estimates of the duration of each task

Providing Information: Project planning software can be expected to provide information to various people or stakeholders, and can be used to measure and justify the level of effort required to complete the project(s). Typical requirements might include:

Tasks lists for people, and allocation schedules for resources Overview information on how long tasks will take to complete Early warning of any risks to the project Information on workload, for planning holidays Evidence Historical information on how projects have progressed, and in particular, how actual and planned performance are related Optimum utilization of available resource
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Approaches to Project Management Software: Desktop: Project management software can be implemented as a program that runs on the desktop of each user. This typically gives the most responsive and graphicallyintense style of interface. Desktop applications typically store their data in a file, although some have the ability to collaborate with other users (see below), or to store their data in a central database. Even a file-based project plan can be shared between users if it's on a networked drive and only one user accesses it at a time. Web-based: Project management software can be implemented as a Web application, accessed through an intranet, or an extranet using a web browser. This has all the usual advantages and disadvantages of web applications:

Can be accessed from any type of computer without installing software on user's computer Ease of access-control Naturally multi-user Only one software version and installation to maintain Centralized data repository Typically slower to respond than desktop applications Project information not available when the user (or server) is offline

Personal: A personal project management application is one used at home, typically to manage lifestyle or home projects. There is considerable overlap with single user systems, although personal project management software typically involves simpler interfaces. See also non-specialized tools below. Single User: A single-user system is programmed with the assumption that only one person will ever need to edit the project plan at once. This may be used in small companies or
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ones where only a few people are involved in top-down project planning. Desktop applications generally fall into this category. Collaborative: A collaborative system is designed to support multiple users modifying different sections of the plan at once; for example, updating the areas they personally are responsible for such that those estimates get integrated into the overall plan. Webbased tools, including extranets, generally fall into this category, but have the limitation that they can only be used when the user has live Internet access. To address this limitation, some software tools using clientserver architecture provide a rich client that runs on users' desktop computer and replicate project and task information to other project team members through a central server when users connect periodically to the network. Some tools allow team members to check out their schedules (and others' as read only) to work on them while not on the network. When reconnecting to the database, all changes are synchronized with the other schedules. Integrated: An integrated system combines project management or project planning, with many other aspects of company life. For example, projects can have bug tracking issues assigned to each project, the list of project customers becomes a customer relationship management module, and each person on the project plan has their own task lists, calendars, and messaging functionality associated with their projects. Similarly, specialized tools like Source Forge integrate project management software with source control (CVS) software and bug-tracking software, so that each piece of information can be integrated into the same system. Non-Specialized Tools: While specialised software may be common, and heavily promoted by each vendor, there are a vast range of other software (and non-software) tools used to plan and schedule projects.

Calendaring software can often handle scheduling as easily as dedicated software Spreadsheets are very versatile, and can be used to calculate things not anticipated by the designers.
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Collaborative Software: Collaborative software (also referred to as groupware, workgroup support systems or simply group support systems) is computer software designed to help people involved in a common task achieve their goals. It is usually associated with individuals not physically co-located, but instead working together across an internet connection. It can also include remote access storage systems for archiving common use data files that can be accessed, modified and retrieved by the distributed workgroup members.

Overview: Collaborative software is a broad concept that greatly overlaps with Computersupported cooperative work (CSCW). Some authors argue they are equivalent. According to Carstensen and Schmidt (1999) groupware is part of CSCW. The authors claim that CSCW, and thereby groupware addresses "how collaborative activities and their coordination can be supported by means of computer systems". Software systems such as email, calendaring, text chat, wiki, and bookmaking belong to this category. It has been suggested that Metcalfe's law the more people who use something, the more valuable it becomes applies to these types of software. Whereas the more general term social software applies to systems used outside the workplace, for example, online dating services and social networks like Friend stir, Twitter and Face book, the use of collaborative software in the workspace creates a collaborative working environment (CWE). A collaborative working environment supports people in both their individual and cooperative work thus giving birth to a new class of professionals, e-professionals, who can work together irrespective of their geographical location. Finally collaborative software relates to the notion of collaborative work systems which are conceived as any form of human organization that emerges any time that collaboration takes place, whether it is formal or informal, intentional or unintentional. Whereas the groupware or collaborative software pertains to the technological elements of computer supported cooperative work, collaborative work systems
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become a useful analytical tool to understand the behavioral and organizational variables that are associated to the broader concept of CSCW. Philosophical Underpinnings: Technology has long been used to bring together. However, as distance increases, rules and protocols need to be implemented. One seminal book on the process of working together from a distance is 'Virtual Teams' by Jessica Lipnack and Jeffrey Stamps. Origins: Online collaborative software began with online gaming between early computer users. In 1975 by Will Crowther created Colossal Cave Adventure on a DEC PDP-10 computer. As internet connections grew, so did the numbers of users and multi-user games. In 1978 Roy Trubshaw, a student at Essex University in the UK created the game MUD (Multi-User Dungeon). A number of other MUDs were created, but remained a computer science novelty until the late 1980s, when personal computers with dial-up modems began to be more common in homes, largeley through the use of multi-line Bulletin Board Systems and online service providers. The US Government began using truly collaborative applications in the early 1990s. One of the first robust applications was the Navy's Common Operational Modeling, Planning and Simulation Strategy (COMPASS) The COMPASS system allowed up to 6 users created point-to-point connections with one another; the collaborative session only remained while at least one user stayed active, and would have to be recreated if all six logged out. MITRE improved on that model by hosting the collaborative session on a server that each user logged into. Called the Collaborative Virtual Workstation (CVW), this allowed the session to be set up in a virtual file cabinet and virtual rooms, and left as a persistent session that could be joined later. In 1996, Pavel Curtis, who had built Muds at PARC, created Place Ware, a server that simulated a one-to-many auditorium, with side chat between "seat-mates", and the ability to invite a limited number of audience members to speak. In 1997, engineers at GTE used the Place Ware engine in a commercial version of MITRE's CVW, calling it Info Workspace (IWS). In 1998, IWS was chosen as the military standard for the standardized Air Operations Center. The IWS product was sold to General Dynamics and then later to Ezenia.
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Groupware: The term groupware can be traced as far back as the late 1980s, when Richman and Slovak (1987) wrote: "Like an electronic sinew that binds teams together, the new groupware aims to place the computer squarely in the middle of communications among managers, technicians, and anyone else who interacts in groups, revolutionizing the way they work." In the early 1990s the first groupware commercial products began delivering up to their promises, and big companies such as Boeing or IBM started using electronic meeting systems to leverage key internal projects. Lotus Notes appeared as a major example of that product category, allowing remote group collaboration when the Internet was still in its infancy. Kirkpatrick and Lose (1992) wrote then: "If GROUPWARE really makes a difference in productivity long term, the very definition of an office may change. You will be able to work efficiently as a member of a group wherever you have your computer. As computers become smaller and more powerful, that will mean anywhere." As collaborative software evolves and migrates into the Internet itself, it contributes to the development of the so called Web 2.0 bringing a host of collaborative features that were originally conceived for within the corporate network. These include functionalities such as document sharing (including group editing), group calendar and instant messaging, web conferencing, among others. The study of computersupported collaboration includes the study of collaborative software and social phenomena associated with it.

Design & Implementation Issues:

Persistence is needed in some sessions. Chat and voice communications are routinely non-persistent and evaporate at the end of the session. Virtual room and online file cabinets can persist for years. The designer of the collaborative space needs to consider the information duration needs and implement accordingly.
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Authentication has always been a problem with groupware. When connections are made point-to-point, of when log-in registration is enforced, it's clear who is engaged in the session. However, audio and UN moderated sessions carry the risk of unannounced 'lurkers' who observe but do not announce themselves or contribute.

Until recently, bandwidth issues at fixed location limited full use of the tools. These are exacerbated with mobile devices.

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Collaborative Software & Collaboration: The design intent of collaborative software (groupware) is to transform the way documents and rich media are shared in order to enable more effective team collaboration. Collaboration, with respect to information technology, seems to have several definitions. Some are defensible but others are so broad they lose any meaningful application. Understanding the differences in human interactions is necessary to ensure the appropriate technologies are employed to meet interaction needs. Three Primary Ways: There are three primary ways in which humans interact: conversations, transactions, and collaborations. Conversational interaction is an exchange of information between two or more participants where the primary purpose of the interaction is discovery or relationship building. There is no central entity around which the interaction revolves but is a free exchange of information with no defined constraints. Communication technology such as telephones, instant messaging, and e-mail are generally sufficient for conversational interactions. Transactional interaction involves the exchange of transaction entities where a major function of the transaction entity is to alter the relationship between participants. The transaction entity is in a relatively stable form and constrains or defines the new relationship. One participant exchanges money for goods and becomes a customer. Transactional interactions are most effectively handled by transactional systems that manage state and commit records for persistent storage. In collaborative interactions the main function of the participants' relationship is to alter a collaboration entity (i.e., the converse of transactional). The collaboration entity is in a relatively unstable form. Examples include the development of an idea, the creation of a design, the achievement of a shared goal. Therefore, real collaboration technologies deliver the functionality for many participants to augment a common deliverable. Record or document management, threaded discussions, audit history, and other mechanisms designed to capture the efforts of many into a managed content environment are typical of collaboration technologies. Collaboration cannot take place in a vacuum; it requires individuals working together in a coordinated fashion, towards a common goal. Accomplishing the goal is the
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primary purpose for bringing the team together. Collaborative software helps facilitate the action-oriented team working together over geographic distances by providing tools that help communication, collaboration and the process of problem solving by providing the team with a common means for communicating ideas and brainstorming. Additionally, collaborative software should support project management functions, such as task assignments, time-management with deadlines and shared calendars. Collaborative software should support the individuals that make up the team and the interactions between them during the group decision making process. Today's teams are composed of members from around the globe with many using their second or third language in communicating with the group. This provides cultural as well as linguistic challenges for any software that supports the collaborative effort. The software should also support team membership, roles and responsibilities. Additionally, collaborative support systems may offer the ability to support ancillary systems, such as budgets and physical resources. By method used we can divide them into:

Web-based collaborative tools Software collaborative tools Knowledge management tools Knowledge creation tools Information sharing tools Collaborative project management tools

By area served we can divide collaborative software into:

Collaborative Project Management Tools Features: Collaborative project management tools (CPMT) are very similar to collaborative management tools (CMT) except that CMT may only facilitate and manage a certain group activities for a part of a bigger project or task, while CPMT covers all detailed aspects of collaboration activities and management of the overall project and its related knowledge areas.

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Another major difference is that CMT may include social software while CPMT mostly considers business or corporate related goals with some kind of social boundaries most commonly used for project management.

The Three levels of Collaboration: Groupware can be divided into three categories depending on the level of collaboration: (1) communication tools, (2) conferencing tools and (3) collaborative management (Co-ordination) tools:1. Communication can be thought of as unstructured interchange of information. A phone call or an IM Chat discussion are examples of this. 2. Conferencing (or collaboration level, as it is called in the academic papers that discuss these levels) refers to interactive work toward a shared goal. Brainstorming or voting are examples of this. 3. Co-ordination refers to complex interdependent work toward a shared goal. A good metaphor for understanding this is to think about a sports team; everyone has to contribute the right play at the right time as well as adjust their play to the unfolding situation - but everyone is doing something different - in order for the team to win. That is complex interdependent work toward a shared goal: collaborative management. Electronic Communication Tools: Electronic communication tools send messages, files, data, or documents between people and hence facilitate the sharing of information. Examples include:

synchronous conferencing asynchronous conferencing e-mail faxing voice mail Wikis Web publishing
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revision control

Electronic Conferencing Tools: Electronic conferencing tools facilitate the sharing of information, but in a more interactive way. Examples include:

Internet forums (also known as message boards or discussion boards) a virtual discussion platform to facilitate and manage online text messages Online chat a virtual discussion platform to facilitate and manage real-time text messages Instant Messaging Telephony telephones allow users to interact Videoconferencing networked PCs share video and audio signals Data conferencing networked PCs share a common whiteboard that each user can modify Application sharing users can access a shared document or application from their respective computers simultaneously in real time Electronic meeting systems (EMS) originally these were described as "electronic meeting systems," and they were built into meeting rooms. These special purpose rooms usually contained video projectors interlinked with numerous PCs; however, electronic meeting systems have evolved into webbased, any time, any place systems that will accommodate "distributed" meeting participants who may be dispersed in several locations.

Collaborative Management (Coordination) Tools: Collaborative management tools facilitate and manage group activities. Examples include:

electronic calendars (also called time management software) schedule events and automatically notify and remind group members project management systems schedule, track, and chart the steps in a project as it is being completed workflow systems collaborative management of tasks and documents within a knowledge-based business process knowledge management systems collect, organize, manage, and share various forms of information
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enterprise book marking collaborative book marking engine to tag, organize, share, and search enterprise data prediction markets let a group of people predict together the outcome of future events extranet systems (sometimes also known as 'project extranets') collect, organize, manage and share information associated with the delivery of a project (e.g.: the construction of a building)

social software systems organize social relations of groups online spreadsheets collaborate and share structured data and information

Net Results Tracker Web-based Collaboration Software: For bug tracking, issue tracking, change management, knowledge base, support, & help desk. NetResults Tracker is a powerful, easy-to-use web-based collaboration tool to help companies track business issues and automatically manage them through to resolution. It has been licensed by more than 1000 companies from over 35 countries around the world for use by more than 50,000 employees, partners, and customers. NetResults Tracker supports a wide range of applications including:

Bug tracking, defect tracking, issue tracking, and quality assurance (QA) Life cycle management in software, hardware, and product development Change management and enhancement request management Process management and workflow management Knowledge Base management Self-service customer support Help Desk Sarbanes-Oxley (SOX) compliance management

Tracker is very cost-effective. Most installations recover their investment within a few short months through increased productivity, improved products, improved customer satisfaction, and sometimes simply by ensuring each fix of an important bug makes it into the next release. Tracking Issues Manually
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Automated Issue Tracking with

NetResults Tracker

Tracker is a fully web-based system providing:

Tracking Tracking reported bugs, defects, business issues, enhancement requests, etc. Workflow Automatic routing and notification to get issues resolved. Process enforcement Managing and enforcing your company's process of resolving issues. Status Up-to-the-minute project information and status to team members everywhere to foster collaboration. Communication Capturing discussions and sharing knowledge. Accountability History and audit trail. Our customers are from a broad base of industries, including broadcasting, consulting, entertainment, financial, government, hardware, health care, manufacturing, pharmaceutical, retail, software, system integration, telecommunication, transportation, and utility.

Product Name Change: Prior to the version 6.0 release, NetResults Tracker was named ProblemTracker. The product name was changed to reflect the broad range of applications that Tracker has been serving.

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DIFFERENCE BETWEEN COLLABORATIVE MANAGEMENT TOOLS AND COLLABORATIVE PROJECT MANAGEMENT TOOLS

Collaborative Collaborative Project Management Tools Management Tools In addition to most CMT examples, CPMT CMT facilitate and manage social or group also includes:

activities. Examples include:

HR and equipment management Time and cost management Online chat Instant messaging Telephony Videoconferencing Web conferencing Data conferencing Application sharing Electronic meeting systems (EMS) Synchronous conferencing E-mail Faxing voice mail Wikis Web publishing Revision control Charting Document versioning Document retention Document sharing Document repository Evaluation and survey

Electronic calendars Project management systems Workflow systems Knowledge management Prediction markets Extranet systems Social software Online spreadsheets Online artwork proofing, feedback, review and approval tool

PRACTICAL STUDY OF THE ORGANIZATION

Warid Telecom
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Introduction Warid Telecom is a joint venture between Abu Dhabi Group & SingTel Group. Abu Dhabi Group entered into a strategic alliance with Singapore Telecom. Subsequent to this transaction in July 2007, telecom giant SingTel acquired 30% percent equity stake in Warid Telecom, Pakistan, for US$758 million. This partnership is part of a strategy to support Warid Telecoms continued growth and to enhance its market position. Abu Dhabi Group, one of the largest business groups in the Middle East and the single largest foreign investor in Pakistan. It has diversified business interests, offering strong financial resources and extensive management expertise that result in commercial success for several institutions. SingTels investment in mobile operations include, Advanced Info Service (AIS) Thailand, (21.4%), Bharti Telecom Group India (30.5%), Optus Telecom Australia (100%), Globe Telecom Philippines (44.5%), Pacific Bangladesh Telecom (PBTL) Bangladesh (45%), Telkomsel Indonesia (35%) and Warid Telecom Pakistan (30%).

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Sheikh Nahayan Mabarak Al Nahayan Chairman

By the grace of Allah we have completed four successful years of Warid Telecom Pakistan and are beginning an exciting fifth one. In these three years since Warid Telecom has launched in Pakistan, our organization has gone from its conceptual infancy stage to a challenger, and finally are moving forward to become a force. We have expanded in every way possible. In our fifth year, we will continue to expand and take our network and subscribers to the most dominant levels of Pakistan. We wish to make this year a new era for ourselves and the country, a time when Warid Telecom will become the primary service provider for all communication needs. We will spare no effort, cost or determination to ensure that Warid Telecom becomes a company to serve the people of Pakistan most effectively.

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MISSION
Warid Telecom's stated mission is to be the leader in innovation and services

VISION
"To become the leader in national communications arena with a strong international presence To be the national communication provider with a strong International presence

MANAGEMENT TEAM
Mr. Muneer Farooqui Chief Executive Officer Mr. Muneer Farooqui has served as CEO of Warid Telecom International Limited, Bangladesh for over four years. In view of his dynamic work experience in telecom sector and proven leadership in various capacities where his last assignment was CEO of Warid Telecom, Bangladesh, he has been assigned to undertake his responsibilities as CEO of Warid Telecom (Pvt.) Limited, Pakistan, to optimize and lift the business performance of the Company from its current level and ensure a potential niche for the Company in the local Telecom Industry. Mr. Tariq Gulzar Chief Financial Officer Mr. Tariq Gulzar brings with him a combined professional and industry background gained from over 15 years of experience in assurance internal audit accounting risk management and general consulting in telecom and media industries. Mr. Gulzar is a Fellow Chartered Accountant (Pakistan) a Certified Public Accountant (Colorado USA) and a Certified Internal Auditor (New York USA).

Mr. Shahzad Rauf Chief Strategy & Operations Officer Mr. Shahzad Rauf joined Warid Telecom in March 2005. Prior to joining the company Mr. Rauf was a founder and CEO of WebLight Productions Inc. providing B2B ecommerce supply chain management solutions for the food industry. He also has over 10 years of work experience of finance and information technology departments of public sectors in USA.

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SERVICES

Buy Warid Prepaid Connection Order Warid prepaid connection and we will deliver it to you.

Prepaid tariff Change Enjoy a Prepaid Convenience ! Get your existing Prepaid Tariff information and swap to the tariff of your own choice.

Online Port-In Port-in onto the Best Quality Network and we will deliver the SIM at your door step...

Warid Alerts Activation Activate Warid Alert Service and get latest updates on your phone through SMS.

Online Bill Details Warid provides to you an easy approach to your account. You can have following services here against your postpaid number. Bill Summary Bill Details Transaction History Unbilled Summary Unbilled Details Call Details

Customer Entertainment Enter Warid's Entertainment Zone and get complete access to the latest and some of the classiest content across the globe. Friends and Family Order Warid prepaid connection and we will deliver it to you. Enjoy Subsidized call rates on Numbers of your Friends and Family. Get Automatic handset settings

Web-to-SMS Enjoy Free SMS to your Friends, Family & Loved Ones.

Configure your handset for MMS,WAP and Web services and enjoy Warid GPRS.

Address Book Manage Online Address Book and send SMS instantly to multiple people. It is very Easy and convenient . Warid Mobile Email Call center Email Warid provides to you online assistance . Contact us for your queries and Issues. Now keep in touch with your business matters on your Warid phone where ever you are!

My Profile View your Account Details instantly.

Group talky Now Communicate Simply, quickly and conveniently. Send Voice SMS to group of 10 People.

Change password Change your Password of the Warid Self Services.

Caller Tunes Activate Attractive caller tunes on your number ,Click here for colorful library of songs of Hollywood, Bollywood, Classic, Pakistani, Islamic etc .

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WHATS NEW
Warid SMS Blocker Business Solutions Caller Tunes - Song Search VOW (Videos on Warid) Hourly Package Warid SIM JAGAOO Warid Minute Package Corporate RBT 786 Islamic Services Warid Call Block 9211 Warid SMS Email Surf @ Twilight Warid International MMS Online Port-In Port-In to Warid Blackberry from Warid Bill Payment via ATM Warid Comedy Corner Smart Bundle SMS to PTCL V-Fone IM Over SMS! International Top-up Missed Call Alerts Prepaid GPRS Bucket Youth Blog Zone Facebook Mobile Texts Warid Postpaid 500 Warid Music Club Upload Photos @ Facebook Zem Gup Lagao Balance Share
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Affinity Partners
We already have undermentioned companies as our proud affinity partners.
BANK ALFALAH CREDIT CARD 8-A- Ali Block New Garden Town, Lahore, Pakistan 111-225-111 www.bankalfalah.com BANK ALFALAH BRANCHES Shahdin Manzil Faisal Chowk The Mall, Lahore, Pakistan 111-777-786 www.bankalfalah.com MCB Credit Cards MCB BANK LTD Clifton Branch (Schon Circle) Kh-E-Iqbal Block 5 Clifton, Karachi Pakistan 111-000-622 www.mcb.com.pk 4B TELECOM 77/D-1 1st Floor Lahore Centre Main Boulevard Gulberg III, Lahore, Pakistan 042-111-005-555 www.4bgroup.com VIVA TELECOM Building 4, Opposite EFU House Jail Road Gulberg 5, Lahore, Pakistan 111-888-000 www.viva.com.pk MOBILE ZONE 53E\1 Gulberg III, Lahore, Pakistan 111-000-900 www.mobilezone.com.pk CHIMERA PVT LTD 85 - Y Block, Defence Housing Authority Lahore, Pakistan 111-777-900 www.chimera.com.pk

NOBEL COMMUNICATION 21 Commercial Area Cavalry Ground Lahore, Pakistan 042-36610411

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POLICIES
Warid Telecom believes in working with strategic partners and employees for long term relationships. As a consequence of the above Warid Telecom is looking for the following to deliver its vision. Strategic venders and partners to assist in rolling out these services in a timely and efficient manner with a focus on turnkey solutions and premium proposition. Strong partners to assist in launching these services and creating effective sales & marketing / business development opportunities for all to operationally and financially gain. Consultants and experts to help deliver this vision. Well rounded employees who wish to become part of this adventure.

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Project Management Software, Features & Classifications

at Warid Telecom
Role of Warid in Collaborative Software:Warid, a leading mobile phone service provider in Pakistan, wanted to offer greater mailbox capacity to employees and improved security and compliance, while also reducing costs. It upgraded its messaging system to Collaborative Microsoft Exchange Server 2010, and is deploying Windows 7 and Microsoft Office 2010 to provide a more reliable environment. Users now have mailboxes of 10 gigabytes compared to 2 gigabytes beforeand there is much less risk of downtime. Business Needs: With five major players, Pakistan telecommunications is an aggressive market that has witnessed exponential growth reaching a mobile density of 59.8 per cent in May 2010. With more than 19 million subscribers, Warid is among the leading mobile services providers. A wholly owned subsidiary of Pakistan Telecommunications Company, it is now part owned by Emirates Telecommunications. Due to intense competition, the company has a reputation for introducing innovative products and services, while minimizing operating costs. Until recently, the desktop infrastructure ran previous versions of Windows and Microsoft Exchange Collaborative Server software. It needed an overall refresh to retain high levels of customer satisfaction. Faisal Khaliq, Chief Information Officer, Warid, says: Maintaining a secure environment is a major challenge in Pakistan we need to ensure the confidentiality, integrity, and availability of data. Warid was keen to improve its security and compliance infrastructure to avoid any risk of sensitive information reaching unauthorized people, and create proper data audit trails. Ali Ahmad Sarwar, Senior Manager ITEnterprise and Infrastructure, Warid, says: Making critical business decisions and reducing time to market for new services require real-time reporting and analysis of data. Its only possible with a

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robust, highly available, state-of-the-art infrastructure. Users were also demanding increased mailbox sizes and new business applications. Ali Salman Naqvi, Assistant ManagerEnterprise IT Infrastructure Planning, Warid, says: The previous default limit was 2 gigabytes per mailbox, and increasing it would have required major investment in the expansion of the storage area network. In most cases, users lacked the capacity to access more than a year of their back files of e-mail messages due to the 2 gigabytes limit. Another priority for Warid was to streamline the desktop deployment process by using standard operating system images and ensure automated deployment of software updates, boosting productivity and cutting the risk of downtime. Solution Warid signed a Microsoft Enterprise Agreement with Enterprise Client Access License (ECAL) through Inbox Business Technologies, a direct large account reseller and systems integrator in Pakistan. With ECAL, the agreement covers key Microsoft products so upgrading was a cost-effective choice with no increased licensing implications. Warid engaged Microsoft Services for envisioning, planning, and designing. Inbox became the implementation partner. Working with the Microsoft account team, Warid adopted the Microsoft Infrastructure Optimization model to build a comprehensive roadmap of new technologies. This included redesigning the Active Directory service on Windows Server 2008 R2, and upgrading to Exchange Server 2010 and Active Directory Rights Management Services. Further deployments involved Microsoft System Center Configuration Manager 2007 R2, System Center Operations Manager 2007 R2, and migrating desktops to Windows 7 Enterprise. The company improved security and compliance with BitLocker drive encryption. It replaced McAfee antivirus software with Microsoft Forefront Client Security to protect against malware and virus attacks. Warid also deployed Forefront Online Protection for Exchange to ensure enhanced security of its mail server. Shahzad Akbani, General ManagerServices, Inbox Business Technologies, says: Were shadowing Microsoft Services in the planning phase and have started the next stage to implement Microsoft Exchange Server 2010 communications and collaboration server. The work is due for completion in the third quarter of 2010. Warid also enrolled in the Early Adopter Programmer for Microsoft Office 2010, so

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the company can introduce it at an early stage when Exchange Server 2010 has been deployed. Other projects that Warid is planning as part of its optimization roadmap include the rollout of Microsoft Share Point Server 2010 business collaboration solution, Microsoft Forefront Threat Management Gateway 2010, and Microsoft Forefront Identity Manager 2010. Together, they will help Warid streamline its identity and access management infrastructure. Benefits: With the upgrade to Collaborative Exchange Server 2010, Warid users will benefit from mailboxes five times bigger than before. IT administrators at Warid will automate tasks to manage the mission-critical messaging service, which will free staff for higher value work on new initiatives. Security has significantly improved with the latest Microsoft antivirus and malware protection technologies. Naqvi says: Previously, customers needed to archive all their e-mail messages. The scenario has completely changed for both our users and IT staff because we can support mailbox storage of up to 10 gigabytes with very little administrative effort. High database availability reduces risk of downtime. Warid users will experience a much more reliable message service and less risk of losing data because of the database availability group (DAG) feature in Exchange Server 2010. It is also much easier to implement and manage than before. Microsoft Development Toolkit cuts deployment time to just 30 minutes. During the deployment to 250 computers, Inbox used the Microsoft Development Toolkit 2010 for Windows 7. Sarwar says: Image deployment to a computer takes 30 minutes with the Microsoft toolkitcompared to three to four hours using a manual process. Security upgrade mitigates data loss risk. Data compromise can cause damage to reputation and revenue in a competitive market such as Pakistan. Naqvi adds: Active Directory Rights Management Services and BitLocker have helped significantly reduce the risk of confidential data becoming lost. Enterprise Agreement eases cost of upgrade. The Microsoft Enterprise Agreement, with ECAL, gives Warid low-cost licensing, and instant availability of the latest software, technical training, e-learning, and access to the home use program for employees. Naqvi adds: Microsoft technology is easy to
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adopt, and, in Pakistan, there is good support and availability of training programs for staff. Challenges being Faced by Management: Warid face many challenges with the ever growing needs of telecommunication. It must remain profitable with the decreasing economical situation if Pakistan. It must grow as well in these dark times if it has to remain IN the market. Warid face very strong competition from its competitors. It must offer lowest rates with better quality service. New features and services should be introduced to make its customers loyal, happy and satisfied.

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SWOT ANALYSIS
The SWOT Analysis of Warid Telecom is given below . Strengths of Warid: Superior product quality for customers. Better customer relationship than competitors. Extra features and services. Committed and efficient staff. Strong financial base. Products innovations ongoing. Good reputation among customers. Good packages according to the target market. Management is rational and understanding the situation. Low price as compared to quality provided. Weaknesses: Less time in market as compared to major competitors. Less coverage as compared to major competitors. Less experienced employees than competitors. Seth organization. Not able to capitalize on start Opportunities for Warid. A developing market. Mergers, joint ventures or strategic alliances. Could develop new products. Extension to overseas. Decline of major competitors. Technologically better environment. New launches. More customers after relaunch. Warid has apprenticed advantage in the rural areas. Opportunities:
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With anchored bandage casework bald in rural areas, adjustable operators, including Warid, acquire opportunities to grab sub base there. Growth in adjustable exchange set to acquire and may bad-tempered over 100mn by the end of 2008. Growth of Mobilink and Warid are aerodynamics WiMAX networks, while Telenor, Warid Telecom and CMPak are analytic at ablution adjustable TV services. 3G licenses accustomed to be issued end 2008. Threats: Emerging companies in market Unstable political conditions New companies in market High public expectations Low prices of competing brands

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CONCLUSION

The Warid Telecom being a multi-national company is performing its roll quite satisfactorily. From the financial side of the company, the company is a profitable company having its activities spread all over Pakistan. The company is well aware to the growth of market and the impact of products prices on which the country has to incur the valuable people health. The companys contribution to the national exchequer is very large and for saving the foreign exchange by indigenous production of milk, water & drinks. The Company is now taking steps for offshore drilling activities. A distribution channel moves products and services to consumers. It overcomes the major time place and possession gaps that separate products and services from those who would use them. Company use some intermediaries because intermediaries reduce the amount of work done that must be done by both producers and consumers. Thus intermediaries play an important role in production. Keeping in view all possible aspects, it is concluded that Project management software at Warid Telecom covering many types of software, including estimation and planning, scheduling, cost control and budget management, resource allocation, collaboration software, communication, quality management and documentation or administration systems, which are used to deal with the complexity of large projects.

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RECOMMENDATIONS
Warid should offer more cheap rates for prepaid and postpaid customers as compared to its competitors. Extra ordinary costs (hidden charges) should be reduced. Proper budget should be allocated to each department. Employees Motivational techniques should be revised according to the latest changes in the environment. Connectivity should be more reliable. Network should be enhanced to more cities. There should be consistency in Brand ambassadors, colours, and graphics in their print and electronic ads to create strong brand recognition. More regional departmentalization should be there, so as to create strong presence in and market analysis at regional level. More staff should be hired in marketing department to meet the market research requirement. Compensation and benefit plans should be revised, as it can be used as a very important tool for employee motivation.

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REFERENCES

Web Sources: Companys website www.waridtel.com Magazine Business Economy Google.com Scribe.com Economic Survey of Pakistan Security and Exchange Commision of Pakistan Yahoofinance.com Reports: PTA Reports Warid Annual Financial Statements. Warid Annual Reports Books: Project Management, 10th Edition by Harold Kerzner. Articles: Dawn Newspaper Daily Times Newspaper Flare Magazine

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