Norwegian Telecom and the XVII Winter Olympic Games - Telenor

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later on. The project system also told us
to move some projects around within the
time schedule to optimise the use of manpower.
If we did not finish in time, the
system would always tell us (in red).
5 Dismantling
Before we had finished the construction,
we also had to start planning the dismantling.
The construction plans included an
after-use part, and we also started discussions
with the owner of the venues to get
an agreement for Norwegian Telecom to
have some installations left after the
Games.
We made detailed plans in 1993 for the
dismantling and started dismantling
meetings in January 1994. The dismantling
period started in March 1994 and
was closed in August 1994. It was a very
short dismantling period and it was very
important not to damage any part of the
equipment because of the re-use of it.
And another challenge was to disconnect
all the customer lines nationally and
internationally, and to normalise all the
computer supporting systems.
6 Logistics (Material
administration)
It was very important to have good logistics
system. This system should cover the
installation period, the period for packing
and delivering of hired equipment to our
customer and also to handle all equipment
after the Olympics.
For this purpose we had two storehouses
– one in Hamar and one in Lillehammer,
and we also had small storerooms at
nearly all the venues.
All equipment had to be registered in the
storehouses before installation, making it
possible to follow up if some equipment
was missing.
Equipment for installation came from
different countries and companies, as
shown in section 2.2 and involved a lot
of meetings with the central administration
of Norwegian Telecom and with
sales companies. These meetings took
place in the period 1989 – 1993.
Equipment for our customers was hired
from LOOC and TBK. After registration
and packing it was brought out to our
customers. Nearly 1,000 such packages
were produced in the storehouse in Lillehammer.
To ensure that we had sufficient spare
equipment, TOP had established an
agreement with the most important companies.
In the storehouse in Lillehammer
and the storerooms at each venue, and
also in some cars, we kept spare equipment.
It was important that spare equipment
was readily available if failure
should occur during the Olympic period.
7 Other aspects
7.1 Earth connection
An experience from earlier Olympics had
been the problems with earth connection
for the equipment. As a result of this,
TOP established an agreement with
LOOC and NRK ORTO ’94 taking the
overall responsibility to measure and
report the quality of this issue.
We had meetings with companies which
were responsible at the venues for electrical
installations. The importance of
understanding this issue could not be
stressed enough. Our technical specialist
had to measure several times and give
instructions at the installation sites before
we could inform LOOC that the result
was approved by us.
7.2 Instruments
Because we had to install a lot of new
equipment in a short time, we had to collect
instruments from all parts of Norwegian
Telecom as well as initiate the purchase
of instruments. Nearly 80 instruments
were hired from the instrumental
bank at Lødingen and about 35 instruments
were hired from other parts of
Norwegian Telecom. During the
Olympics all the venues had their own
bank of instruments and IBC had an extra
supply of special instruments.
7.3 Static electricity
To avoid having the equipment damaged
by static electricity all technical rooms
were marked on the floor with a yellow
line, and crossing this line without personal
antistatic equipment was not
allowed. All personnel who worked in
technical rooms were equipped with special
antistatic shoes and we also bought
some test instruments for control.
Because of all the visits we had to buy
some antistatic equipment: a special heel
strap. All visitors who were allowed to
enter the technical rooms had to use these
heel straps.
7.4 Handbook for the construction
of technical rooms
The technical rooms at each venue were
delivered to us by LOOC ready for technical
installations. It was therefore
important that the rooms had a technical
standard similar to our normal standard
given in our own technical manuals.
Early in the process we produced a special
handbook to inform LOOC, the
Directorate of Public Construction and
Property (SBED), consulting engineers
and all other contractors, how to construct
the rooms to fit our standard.
7.5 Assembly handbook
We early decided to produce an assembly
handbook for standardisation of all the
technical rooms. We were of the opinion
that it was very important during the
operational period that the technicians
were familiar with the rooms if they had
to move from one venue to another in an
emergency.
As can be seen from Figure 3 we had one
standard for a large technical room and
one for a small technical room. That covered
all technical rooms, except small
rooms for cross connection and IBC. IBC
was so special and so huge that we had to
make a special plan for this.
7.6 Quality assurance
In the contract with LOOC it was stated
that we should reach a quality level corresponding
to the NS-ISO-9001 standard.
Since Norwegian Telecom is not certified
for this standard we spent a lot of time
proving that all our work was at least as
good as this standard.