telecommunications project management service development final thoughts
Post on 20-Dec-2015
214 views
TRANSCRIPT
Service Development
Opportunity analysisProduct definition and project setupDesign and procurementDevelopment, implementation, and
system testingService turn-upCommissioning and life-cycle
management
Opportunity Analysis and Concept Definition
1. Congruence of the proposed service with the strategic objectives of the company and its image in the marketplace.
2. Service objectives and position with respect to other offers.
3. Financial objectives in terms of revenues and profitability.4. Internal capabilities including the skills and motivation
available workforce.5. Regulatory environment.6. The various risks that the project could face, include
changing regulations, technology difficulty, market shifts, etc.
Product Definition and Project Setup
Clarification of the sponsor’s objectives and the project scope
Definition of the project charter, project plan and resources
Specification of the service in terms of the technology and the market sector to be served. Sustaining innovation – marketing analysis can rely on customary
tools Disruptive innovation – definition tentative and must include
agreed criteria to track the environment and determine when corrective actions warranted
Estimation and justification of the investment required through a business case
Product Definition and Project Setup
Need to explore management’s commitment to stated objectives
1. Establish market presence
2. Increase market penetration
3. Recover the investment and generate profits
Product Definition and Project Setup
Project charterWhat goals and parameters guide the projectStakeholders roles and responsibilitiesMetrics of success for customer acceptanceTriple constraints performance
Charter is the guide as scope established and team assembled
Next step is to establish project plan
Project Plan
Various aspects of the projectScope, resources, communication, quality
management, etc.Progress indicators, measurements to assess the
client/customer satisfaction indicators, criteria to track the ongoing project viability
More precise definition of opportunities and threatsUpdated view of competition, regulatory environment,
technology trends, and market shifts
Design and Procurement
1. Definition of an architecture to meet project objective
2. Supplier management
3. Technical definition of service
4. Operations support systems (OSS)
5. Disaster recovery
6. Communications plans
Architecture Design
Geographic span of the servicePerformance characteristicsService availability
Impacts design of the topologyRedundancy requirements
Partitioning or duplication
Supplier Management
Select suppliersDefine the evaluation and acceptance
criteria in the purchase contractCollaborate with suppliers and exchange
informationProcedures and systems to maintain
records
Technical Definition of the Service
Documents the planned mix of servicesPerformance and availability expectations
Anticipated traffic volumesGeographic and temporal distributionBilling elements per serviceQoS - reliability, availability, lead times
Site Selection
Site to host network equipment – PoPsSite that hosts equipment that can be owned
or rentedSpecifications cover floor space, power,
connector types, security, etc.
Work centerPhysical site where people provide various
roles such as customer care or network care
Service Operations Technical Plan (SOTP)
Describes various processes and systems for sales, ordering, provisioning, maintenance and capacity management
Covers processes ranging from business management to network element management including the OSS
Support Processes
1. Pre-sales and sales
2. Service ordering
3. Provisioning of the network configuration according to the terms of contract and the engineering rules of the network
4. Operation, administration, and maintenance (OAM)
5. Accounting and billing
Acquisition and Sales
All activities that precede salesBegins with initial customer contact or
inquiry and ends with signed contract or hand-off
Operations, Administration, and Maintenance (OA&M)
Day-to-day service to meet service level agreements (SLAs)
Capability to diagnose problems and localize faults
Physical and logical access controlAble to handle internal and external
needs
OSS
Meet needs of internal and external customersInternal
Evaluate current usageBillingTraffic records
ExternalDetailed and transparent billing
Maintenance Processes
Reduce outage risk and maintain performance
1. Type of data collected (e.g. failure/intrusion)
2. Method for collecting data (intrusive/non-intrusive testing
3. Procedure used to analyze the data4. Network maintenance organization,
procedures and tools
Scheduled (Routine/Preventive) Maintenance
Scheduled outages to fix software/hardware issues
Perform upgradesTypically done during off-peak hoursData networks notify customers 4-8
weeks in advance
Unscheduled (Corrective) Maintenance
Problems such as trunk congestion, blockage or misrouting of traffic, transmission cuts
Administrative Reorganization of workflow for
maintenance and response to failures Record the details of trouble reports Customer interface for repairs, outages, etc
Unscheduled (Corrective) Maintenance
Maintenance1.Fault identification
2.Network event evaluation
3.Creation of a trouble report
4.Trouble isolation and diagnosis
5.Service restoration and network repair
6.Test and turn-up
Trouble Reports (Tickets) / Escalation Procedures
Trouble tickets Date/time of problem, type of problem,
assigned associate, status, symptoms
Escalation procedures Problem resolution/repair takes longer
than specified in SLA or beyond local control
Disaster Recovery
1. Relief activities at the site of the disaster event to reduce the impact of the disaster on the employees, their families and communities
2. Recovery activities to provide a temporary, “survival” level of service by reestablishing the most critical business processes and functions in one or more sites other than affected site
3. Restoration activities to fully restore the business functions or processes to their normal capabilities through rerouting of traffic, rebuilding of a failed site, movement to a new site, absorption of the business function into existing facilities, etc.
4. Internal and external communication plan
Disaster Recovery
Planning Identify critical elements that may cause outage Utilize extensive analysis
Various combinations of factors that cause disruptionsHow disruptions happen and how to control
Plan and prepare recovery including management escalation process
Document the recovery and restoration plans Approve and distribute the plan Execute the plan through review, walk-through, or simulation Establish change control procedures Continuous improvement
Disaster Recovery
Content of the planRecovery teamEvents that trigger execution of the planOrder and flow of activities at recovery site(s)Decision chain of command in case of unanticipated
events or problems during recovery processSequence of tasks and related procedures for
recovery
Development
Equipment handoff1. Release notes specifying defects that have
been fixed since previous release, known issues, exception conditions
2. Software installation and back-out procedures
3. Upgrade/downgrade procedures
Development
System and Integration TestingFunctional tests for product featuresSystem verification test plan and resultsIntegration test plans and resultsRegression test results (new versions of same
software)Performance characterization test plans/results
7 day “soak test” – 80% capacity without downtime48 hour “stress test” – Verify equipment can sustain data
rate at full capacity without problems
Network Operations Center (NOC)
Single point of contact for operations, management, and administration of network infrastructureHuman resources
Attract, retain, reward, and develop qualified associates
Training to ensure transfer of knowledgeCover local and remote staff
NOC
Return Maintenance Authorization (RMA)Up to date list of hardwareRMA treatment per categoryOn-site workforce should have accurate
readout of statusVerify spares are correct revision and in
working orderMeasure manufacturer’s performance
Customer Care
Call-center is typically the main point of contact
Two key constraints:Volume of inquiriesQuality of responses
Quality measuresService queue, wait time, unanswered requests,
average time for resolution, etcOptimized with automation – scripts
Service Turn-up
Installation of EquipmentIn-Field TestsPilot TrialsControlled IntroductionGeneral Availability
Service Turn-up
Installing the equipmentMounting the equipment, cabling,
connections, power, test & turn-upIn-Field Tests
Switch Validation Testing (SVT) – turning up the switch and running diagnostics
Network Validation Test (NVT) – Ensures network element can communicate with the network
Service Turn-up
In-Field Tests Operation Readiness Testing (ORT)
Ensures readiness of entire organization before introduction
1. Methods and procedures developed
2. Administrative processes defined
3. Work center personnel trained
4. All support systems functional
Service Turn-up
Pilot Trials Evaluate service delivery capabilities of the infrastructure1. Performance of the network with respect to design
requirements2. Effectiveness of service delivery3. Effectiveness of preventive and corrective maintenance4. Effectiveness of the customer care organization with relation
to answering inquiries/complaints5. Accuracy of billing6. Effectiveness of education and training7. Responsiveness of equipment supplier to field problems and
interfaces such as RMA
Service Turn-up
Final Marketing and Sales Plan for General AvailabilitySales and revenue forecasts for the product and for
each marketPricing and introductory promotions for each
marketSpecial conditions and rules for provisioning the
serviceTraining requirements for field and branch office
support
Commissioning and Life-cycle Management
Lessons learned and closeoutFeedback related to team experience with processes,
tools, techniques, and project organization throughout the project
Recommendations for future endeavorsSuccess depends on atmosphere of trust without
blame and finger-pointingShould be done after each sub-phase rather than at
the endOutcome is a list of root causes of problems or
successes and a plan how to deal with them
Commissioning and Life-cycle Management
Quality-of-Service MetricsQuality of user interfaceAvailability of meaningful service
instructions and ease of useIntegrity of service from subjective and objective
viewpointsNetwork-oriented parameters Operations management
Commissioning and Life-cycle Management
Customer Care PerformanceNetwork Performance
Specified in SLA
Business and Network Evolution
Enhance existing services spanIntroduce new servicesEvolve network technologiesFigure 11.8
Final Thoughts
Continuity and changeProject success and service successCompetition and government policiesStandardizationOutsourcing
Continuity and Change
Highly specialized knowledgePotential entrants can not readily replicate
expertiseNo matter the size or financial backingFace branding and customer attraction issuesDevelop formal processes for operating services,
managing suppliers, assisting customersHigher costs for same service quality than
established firms
Competition and Government Policies
Power of suppliers and customersThreat of new entrants and substitutes and
rivalry among existing customersGovernment addresses:
Basic obligations of service providersTypes of services that should be subsidizedSource of the subsidies and way they are distributedCompetition
Government Policies Continued
Content controlRules on encryptionCensorshipIntellectual property rightsPatent lawsCopyright laws – World Intellectual
Property Organization (WIPO)
Standardization
Motorola – Push-to-talk – 3G MigrationRequires identification and articulation
of most important issuesIncremental innovation – anticipate
expectations of the usersRadical innovation – Maintain
technological neutrality and avoid being tied to one specific implementation