Incident and Problem Management Scenario BPM Business Solution – Telco Industry

1. Incident and Problem Management ScenarioBPM Business Solution – Telco Industry

2. Customer Profile • History • Better Telecom originally started as land lines provider • Expanded by acquiring mobile operators & broadband operators • Business Mission • Expand globally beyond North America • Grow revenue base from existing customers

3. Challenges • KEY BUSINESS PAIN: Customer satisfaction / retention • Major customer satisfaction issues relating to outage and promptness of response • Accelerating trend of customer defections (despite attractive incentives to stay) • Growing impact on revenue base • FIRST PRIORITY: “Broken” Incident and Problem Management Process • Separate Help Desk processes for landlines, mobile, broadband incidents • Poorly integrated Help Desk solutions for online (web), telephone, branch channels • NO unified view of customer incidents across products and channels • SECOND PRIORITY: Inflexible Order Fulfillment & Provisioning System • Marketing dept has identified emerging trends and developed new product packages • Current system takes > 6 months to roll-out new services (miss opportunity window) • Need to roll-out new product packages within 2 months to leverage consumer trends

4. Incident and Problem Management Process Issues • Operation teams usually work in reactive mode - triggered by customer complaints • Lack of objective insights on time spent at each step of the incident/problem management process • Enables to plan for optimum use of resources • Not enough automations in place for upfront ticket enrichment and problem isolation resulting in lot of manual work • Operations teams have to swivel chair between siloed / fragmented applications, tools and peer-colleagues. • Inability to track and monitor customer order progress, react to errors and unexpected delays • Inability to see key KPI required for evaluation of the process overall performance as required by various roles: process administrators, CSRs, business leaders

5. Expected Benefits from the Proposed Solution • Mean time to fix (MTTF) reduction • Increased customer satisfaction • Customer loyalty • Revenue protected due to customer churn • IT Staff redeployment / increase avoidance • Built in flexibility allows for business driven changes to be implemented with no or reduced IT involvement • New KPI and reports; new services; process reconfiguration • Reduced network downtime • Alerts when it takes too long to fix • Connection to network problem detection systems such as Netcool • Business User (CCR) and IT Staff productivity increase • IT cost savings • Faster time to value due to better IT productivity • Operation cost savings due to better productivity of CCRs • Lost revenue avoidance due to downtime • Network downtime results in revenue loss • Customer retention and loss of market share

6. Solution Overview • Brief Overview • This business process uses automation and choreography to streamline key process steps in the Incidence & Problem Management area in Telecom: Detect, Enrich, Diagnose, Fix, Verify, Close • Actors/Roles • Customer Service Representative (CSR) – interact with customers • Field Technician – fixes Network Troubles • NOC Technician – Network Operation Center (detects issues and verifies fixes related to network troubles) • Process Supervisors – Monitor day to day performance of the process to ensure there are no bottlenecks of SLA • Business Managers – oversees the process KPI for SLA compliance • Actors • Service Assurance Systems (Fault, Performance, Trouble Ticketing, Test & Diagnostics, etc.) • Pre-conditions • There is noticeable degradation in the service provided to a customer or in the network infrastructure that is impacting customer service • Post-conditions • The problem is successfully isolated, diagnosed and resolved

7. Proposed Project Scope • This is a pilot project and is limited to a subset of all possible automation scenarios in Incidence / Problem Management will not be covered • e.g. Escalation of trouble ticket is not covered • Based on the ROI from this pilot project further investment may be considered • ROI is measurements are built-in into the process: • KPI and reports that are generated automatically and available to LOB Manageress who sponsored this project • Compliance test will not be performed

8. Pilot Success Criteria • Success • Being able to complete all the necessary steps in the Incidence & Problem Management use case through either human tasks or automated tasks • KPI and Reports can be used to measure ROI • Failure • Any errors or exceptions encountered in the service interfaces or mock services for the underlying service assurance systems or in the business space UI • Exception • Any communication / database / authentication / data validity exceptions

9. Problem Management - Network-Issues System – Detect the problem System – Triggers creation of a problem ticket NOC Technician – Problem ticket gets submitted and assigned [DETECT] NOC Technician – Enrich the problem ticket with further information on the problem along with any diagnostic information [ENRICH] NOC Technician – Root cause determination [DIAGNOSE] NOC Technician – Identify fix to repair the problem [FIX] NOC Technician – Issue change management request to deploy the fix [FIX] Field Technician – Performs actual work and fix the problem [FIX] NOC Technician – Verify that the problem has been resolved & closes the problem [VERIFY] Incidence Management – Customer Issues Customer – Calls the Telecom to report a service issue CSR – Creates problem ticket [DETECT] Determines if problem came from Maximo or non-Maximo Help Desk CSR – Enrich problem ticket with further information from the customer [ENRICH] CSR – Attempts to link customer complaint to any known service-impacting issues / outages or resolve by self or triggers creation of a network problem ticket [DIAGNOSE] CSR – Waits for problem to be resolved [FIX] CSR – Verifies that the service is working and closes the incident [VERIFY] Incident & Problem Management Use Case

10. Process Flows – Incident & Problem Management

11. Customer Problem Process Map

12. Variations • Network Issue Process and Customer Issues Process are very similar • Rather than having two different processes we want to deliver a single process invoking “Business Services” • The “Business Services” handle the points of variability • This can be done using Fabric, LOG JRules, Mediation Flows, WSRR, etc.. • For Customer Issues, in the Detect Trouble service we have another “Business Service” • This point of variability determines handles the Maximo or non-Maximo help-desk as a single Service

13. Use of Standards • NGOSS eTOM • TAM • NGOSS OSS/J

14. MTTF (Mean Time to Fix) Average time duration taken to fix MTTF Duration / total # of trouble tickets MTTD (diagnosis) Duration Average time spent on diagnosis Uses Average function MTTF (fix) Duration Average time spent to fix Uses Average function Business Manager Dashboard – Key KPI

15. Business Manager Dashboard – Reports • Trouble tickets closed per NOC Technicians • The pie chart displays the number of tickets closed by each NOC Technician. • Number of tickets handled by Field Technician • The pie chart shows Trouble Ticket Fixed by each Field Technicianfor the given period • Number of tickets by status • Closed and open • Number of tickets by CFS (CSR) vs NOC Technician

16. Service Status Customer Churn % VPN Availability (red/yellow/green) IMS Availability (red/yellow/green) IPTV Availability (red/yellow/green) Ticket Status Number of Tickets 7+ Days Old Number of Tickets 15+ Days Old Number of Tickets 30+ Days Old Number of Tickets Open Number of Tickets Closed Number of Tickets Escalated Ticket Distribution Tickets by Severity: Sev. 1-4 Tickets by Service: IPTV, VPN IMS Tickets by Vendor: CISCO, Juniper, Nortel, Alcatel, Huawei, Nokia Today’s Top 10 Issues Historical Trends Dashboards

17. Business Measures • Mean time to repair • Ticket Volume • By service – Internet, VOIP, IPTV • By Network – DSL, IP, Transport, Mobile • Service / Network availability (%) • No. / % of customers impacting outages

18. Dashboards • Historical Trends • Today’s Top 10 Issues

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