bss forum moscow business transformation, what for?

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Security Level: HUAWEI TECHNOLOGIES CO., LTD. BSS Forum Moscow Business Transformation, what for? Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line, Huawei Germany +49 1622 106269 [email protected]

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BSS Forum Moscow Business Transformation, what for?. Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line, Huawei G ermany +49 1622 106269 [email protected]. Content. Business Transformation for MNP market. 1. 2. Business Transformation Key aspects. 3. Q & A. - PowerPoint PPT Presentation

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Page 1: BSS Forum Moscow Business Transformation,  what for?

Security Level:

HUAWEI TECHNOLOGIES CO., LTD.

BSS Forum Moscow

Business Transformation, what for?

Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line, Huawei Germany+49 1622 [email protected]

Page 2: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 2Huawei Confidential

Content

1 Business Transformation for MNP market

Business Transformation Key aspects2

Q & A3

Page 3: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 3Huawei Confidential

Are You interested in VIN number portability?

Owner of the CAR A is willing to buy CAR B unless his VIN number is ported?

Owner of CAR B is refuting to port VIN number from CAR A

Question nr.1: is this situation stopping the deal?

Question nr.2: Why is Telco different?

Car Buying Story

Page 4: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 4Huawei Confidential

Overall MNP trends & Impact on European Market

Prices declined after the introduction of MNP by 7.9%, on average, main impact on MNP is reduction of price and market concentration( Source: European Commission 2010, data analysed in 2008 after first year of EU MNP regulations in paper by Cho, Ferreira,

Telang in The Impact of Mobile Number Portability on Price, Competition and Consumer Welfare)

Percentage of Numbers Ported over Total Subscribers across Countries

Page 5: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 5Huawei Confidential

Bloomberg informs: Russia plans to end so-called “mobile slavery” by introducing mobile number portability from December, according to Telecommunications Minister Nikolay Nikiforov. The country will at least partially start number portability from Dec.1 as planned despite proposals to delay introduction until April 1, Nikiforov said, according to official government newspaper Rossiyskaya Gazeta. The ministry expects about three million Russians a year to change operator while keeping their mobile-phone number, Nikiforov told Rossiyskaya. Tele2 Russia and OAO MegaFon (MFON) have already successfully tested number portability, and OAO Mobile TeleSystems (MBT) and VimpelCom Ltd. (VIP) followed last week, the 31-year-old minister said. Russia has a mobile penetration rate of 164 percent, which means there are 1.64 active SIM-cards for each person in its population of 143 million, according to research agency Advanced Communications & Media. About half of Russians are potentially ready to switch mobile operators while retaining their mobile numbers, Nikiforov said.

Cost

Declining revenues

Regulatory & Market Pressure.

Fragmented MNP solution

Trust

Customer Experience

Challenges Expectations

Common Approach

Common Platform

Competitiveness

Common Rules

Regulatory

MNP Challenges & Expectations

Retention

Churn

Page 6: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 6Huawei Confidential

Successful MNP transformation MUST address challenges

ProcessesMNP Requests Channels

MNP Provisioning Channels

MNP Churn preventionMNP Retention portfolioMNP Fraud Management

People

MNP Transformation

Communication between Regulator & CSPsCommunication between CSPsCommunication between CSPs & VendorsCommunication between CSPs operational unit

PlatformsMNP Platform Cost

Centralised or distributedBSS & OSS technological

constraints

Page 7: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 7Huawei Confidential

MNP transformation aspects: People

MNP Transformation checklistMNP Transformation checklist Bi-directional communication between Regulator & CSPs

MNP Approach suitable for all parties in terms of Cost sharing, MNP execution and Market Communication

Internal CSP communication with affected business units like Marketing,

Loyalty, Retention, Sales, Fraud , Customer Care

Internal CSP communication with affected IT units like Ordering, Provisioning, Network, Partner Management, Billing

Vendor Communication seeking most suitable solution for given Regulatory & Market Conditions with appropriate cost and desired implementation approach

Bi-directional communication between Regulator & CSPs

MNP Approach suitable for all parties in terms of Cost sharing, MNP execution and Market Communication

Internal CSP communication with affected business units like Marketing,

Loyalty, Retention, Sales, Fraud , Customer Care

Internal CSP communication with affected IT units like Ordering, Provisioning, Network, Partner Management, Billing

Vendor Communication seeking most suitable solution for given Regulatory & Market Conditions with appropriate cost and desired implementation approach

People

Page 8: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 8Huawei Confidential

MNP transformation aspects: Process

MNP Transformation checklistMNP Transformation checklist Design of Common & Shared MNP Processes across transformed Market:

Request Rules, Retention Rules, Provisioning Rules, Fraud Rules, Compliance Rules

Design of CSPs processes with regards to Customer Base: MNP Request Channels, MNP fees, Retention offers, Churn prediction, Strengthening of Fraud Prevention, Resource Management

Design of B2B processes between Donors & Recipients in MNP process: Fault

Management, Customer Complaint Management, Regulatory Compliance

Design of processes related to Managed/Outsourced Service: Porting In SLA Management, Porting Out SLA Management, Integration to CSPs platforms, Exception & Fault Handling

Design of Common & Shared MNP Processes across transformed Market: Request Rules, Retention Rules, Provisioning Rules, Fraud Rules, Compliance Rules

Design of CSPs processes with regards to Customer Base: MNP Request Channels, MNP fees, Retention offers, Churn prediction, Strengthening of Fraud Prevention, Resource Management

Design of B2B processes between Donors & Recipients in MNP process: Fault

Management, Customer Complaint Management, Regulatory Compliance

Design of processes related to Managed/Outsourced Service: Porting In SLA Management, Porting Out SLA Management, Integration to CSPs platforms, Exception & Fault Handling

Process

Page 9: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 9Huawei Confidential

MNP transformation aspects: Platforms

MNP Transformation checklistMNP Transformation checklist Cost Bearing & Cost Sharing: dependent on centralised or distributed

approach

MNP Architecture compliant with Regulatory requirements Multi-directional or Bi-directional transaction flow

Atomic, Shared or Outsourced Fault Management

Disaster & Recovery

Reporting

Cost Bearing & Cost Sharing: dependent on centralised or distributed approach

MNP Architecture compliant with Regulatory requirements Multi-directional or Bi-directional transaction flow

Atomic, Shared or Outsourced Fault Management

Disaster & Recovery

Reporting

Platform

Page 10: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 10Huawei Confidential

Compliance to agreed Market Specific regulations & norms

Retention WindowAllowance for donor CSP to retain Customer.Porting Request

Porting Out or Porting In?Within Contract and blacklisted?

Provisioning of RequestDe/Provisioning of old serviceActivation of new service

Billing of Ported SIMsSynchronisation between old and new service provider

B2B reportingSettlements

Regulatory reportingCompliance

10 I

MNP Orchestration Sample

Page 11: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 11Huawei Confidential

UK MNP process example

Page 12: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 12Huawei Confidential

Every NO and SP is obliged to implement a MNP desk. The MNP desk is central contact

only for other NOs and SPs in case of occurring trouble with a porting request. The MNP

desk shall be reachable by German local fixed line phone, by e-mail and by German

local fixed line fax.

The following time table for availability is mandatory: working days 08:00 to 18:00. Saturdays (except German bank holidays) 08:00 to 12:00

In addition the following reaction times are valid:

working days: reception between 0:00 and 11:59 = answer on same day up to 18:00 reception between 12:00 and 0:00 = answer on following day up to 12:00

Saturdays (except German bank holidays): reception between 0:00 Uhr and 11:59 = answer up to 12:00 of next working day

German MNP process example

Page 13: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 13Huawei Confidential

Content

1 Business Transformation to MNP market

Business Transformation Key aspects2

Q & A3

Page 14: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 14Huawei Confidential

Business Transformation is affecting entire revenue chain!

Revenue Management model from Shareholder perspective

Budget

Customer

Contributing FactorsContributing Factors

Financial targets Time to Market Business Process Excellence Operational Excellence Risk Management Wholesale Management Customer Experience Project and Change Management Compliance

Financial targets Time to Market Business Process Excellence Operational Excellence Risk Management Wholesale Management Customer Experience Project and Change Management Compliance

ERP Collection

ProvisioningBilling

Acquisition Product Offer

Ordering

Product Strategy = Differentiation

Revenue Strategy = Differentiation (OPEX, CAPEX, Revenue, Profit)

Think about this domains from future perspective!

Page 15: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 15Huawei Confidential

An executive management initiative to align the company’s vision and strategy with its Processes, Systems, People, Organization and Marketing Mix. Business Transformation is about change and results. Key results are delivered by people.People run businesses.Businesses are run on platforms (i.e. B/OSS).Platform execute processes.Processes are managed by people.To transform business, we need to transform Process, Platform & People.

Business Transformation is Realising Future Now...

Page 16: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 16Huawei Confidential

Financial Challenges

IncreaseShareholder value

Open Tech.Best-of-Breed

Improved business data

ImprovedPartnerships

MaximizeRetention

Max. Business Performance

Quick TTM, TTR

Innovative Products

Reduce CostsTCO, OPEX

Maximize Automation

Execute Strategy

PersonalizedExperience

Grow NewRevenues

Know Better, Do BetterMaintain Business MomentumImprove Business ResultsInformation Leadership

PeopleOrganizational Vision,

Strategy, Culture, Structure

ProcessIndustry Best-Practice

Process (eTOM, ITIL etc.). Ensure E2E .

PlatformIT Strategy, Modernization, Consolidation, Pro-active Roadmap Planning, Cloud Strategy and

Planning, Infrastructure Management

3 P’s of Business Transformation

Executing strategies by Transformation can maximize the overall benefits, for both Operator & the end users.

Technology Challenges Operational Challenges Market Challenges

Executing Strategy via Business Transformation

Page 17: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 17Huawei Confidential

Consumer Service [B2C]

Business model disruption by digital economy

Infrastructure

Infrastructure Enablement [B2B]

Telco

Media

1500 + Telecom Operators

Consumer Service Enablement [B2B2C]

Content Commerce Entertainment

Open API Social Media Connector

Payment GW

M2M Cloud Enterprise Service

Voice Message Data

Smartphone hardly used for calls… UK research shows that making calls is at 5th place out of all activities like web browsing, social networks, gaming & applications. ( Telegraph UK, published June 29th, 2012)

Page 18: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 18Huawei Confidential

Transformation Trends

Business Process Manager Data Transformation Transportation Product Adaptors

EAI Bus

OSS MMS

Offline Mediation Online Mediation

Real-time rating

Credit Control

Balance Mgmt

Session Mgmt

OCS

Account Receivable

Bill Run

Debt collection

Bill formatting

Billing

Convergence Billing System

POS

Marketing

Service

Customer Care

Product Order

Campaign Channel

CRMIPContact Center

Inventory

Workforce Mgmt

Trouble Ticket

Provisioning

FMS

RA

HR

ERP

BI/DWH

E-Care

Business Process Manager Data Transformation Transportation Product Adaptors

EAI Bus

OSS MMS

Offline Mediation Online Mediation

Real-time rating

Credit Control

Balance Mgmt

Session Mgmt

OCS

Account Receivable

Bill Run

Debt collection

Bill formatting

Billing

Convergence Billing System

POS

Marketing

Service

Customer Care

Product Order

Campaign Channel

CRMIPContact Center

Inventory

Workforce Mgmt

Trouble Ticket

Provisioning

FMS

RA

HR

ERP

BI/DWH

E-Care

Supplier / Partner Billing

Clarify

BAT

ArborBP

TABO

Oracle LogisticsOnline

Extranet

NPMS

MijnTelfort

NI2

Tracker

ESP-GW

CCD

HI

ESP.Apl.Systeem

Online* CO

Online Selfcare

ACM

Avaya ACD

CACS

Fastsave

CSC-IVR

SimUnlock

SimcardInfo

ExpertDesk

Retournet

Belwijzer

Rightnow

CENDRIS

OCRT

XML-Gen/Val

TREX

Rek.Online

Galileo BRAT

SARA

Exact

E-Incent

PowerCentre

TOLEDO Opt-Out

ODS

Business Objects

Insado

PPM

IPM

IM

DataGen

TABO-beheer

E2ETrack

IS Ops Webt.

Incident Reg.

BankStation

BlackBox

ESP High usage

FAR/FOD

MACH

IXBS

CCM

TopUp IVR Postiljon

Online DTU

APRO

Cendris-tool

BOPS

OPTA

Schlumberger

CDV

Number Inclusion

ESP

AMTRIX

Interpay

Bank

Roaming Partner

InterconnectPartner

OLO

XML gw

Dealer

CART

EDR-online

EDN Erase

D&B

KvK-Online

UsageServProv

PPAS

Online shop

Reviva

ODS

ODS

ODS

ODS

ODS

ClarifyCDVTaboNPMS

TrackerNetwork syst.

Sherlock

GalileoFastsave

ArborOnl.DTU

COIN

BKR/VIS

Preventel

Experian

UPS

ODS

CCD CIOT

RadicalDashboard

Inventory Mgt

Retail Billing

Payments & Collection

Analytical CRM

Operational CRM

Sales

Sales & Channel

Mgt

CustomerInterface

Mgt

Telfort Mobile System Overview

NPMS

IM

e-Voucher

Wholesale Billing

TUF/EMMKPN Network

Usage

Settings

Enterprise Mgt

JusticeADC

TopUp IVR

VMDB

PPAS

PPM

ODS

Capgemini/Ericsson

KiQ Omega

CCD

KiQ Omega

Telfort VAS/HLR

Oracle Finance

AR

SimplificationStandardization

Siloed Cobweb Horizontal

Centralization

IT

Sales

Distribution

Branding

IT

OpCo1 OpCo2 OpCo1 OpCo2

One single IT• )••

•• …

Other members of the KPN group (other

countries)

Multi Parties

Network Network Virtual Networks

Digitalization

• On-demand digital services

• Multi-sided business model

• Open API

AS-IS TO-BE

• Components standardization

• System architecture and basic abilities standardization

• Globally Transform

•Regionally Transform

NetworkNetwork

Sales

Distribution

Branding

Sales

Distribution

Branding

Sales

Distribution

Branding

Leveraging all-rounds experience in Transformation projects

Page 19: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 19Huawei Confidential

Time to Market Factor – what it is really?

Surrounding Systems

TTM = Product(Product Catalogue)+ Order (CRM)+ Huawei (CBS) + Network(Provisioning)+Legacy(Change Management)+ Legacy ( Manage Service - Change Management)

• Internal ESB with predefined SOA/API communication• Legacy systems integration as an integral part of OOTB

Process design• 3rd party Vendor Management included via E2E Managed

Service competence

• One product Configuration deployed to One CRM and One Convergent Billing System

• One Data source for Settlements and Partner Management• Efficient and embedded Reconciliation & Data monitoring

It is more than Your BSS platform exchange

All Processes & Contributing Factors

• Roles and Responsibilties as a part of Target Operational Model Design

• Business Architecture & Business Readiness Support for succesful BSS deployment

Page 20: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 20Huawei Confidential

Huawei Business Transformation LibraryNon Huawei SystemsHuawei system

BillingCRMRating & Charging

Online Mediation

Offline Mediation

BI OSS

BillingCRMRating & Charging

Online Mediation

Offline Mediation

BI

BillingCRMRating & Charging

Online Mediation

Offline Mediation

BI OSS

BillingCRMRating & Charging

Online Mediation

Offline Mediation

BI OSS

Charging

&BillingCRM Rating

Online Mediation

Offline Mediation

BI OSS

BillingCRMRating & Charging

Online Mediation

Offline Mediation

BI OSS

End-2-End BSS & OSSEg.: China Mobile Hebei, KPNI Magnum, …

NGBSS SolutionEg.: KPN Netherland, e-Plus Germany

CBS with 3rd Party CRMEg.: Safaricom Kenya, NTS Malaysia , VIVA Bahrain ...

Online Charging SystemEg.: China Mobile Guangdong, Etisalat Nigeria, BrT Brazil, AIS Thailand, STC Kuwait…

Service ControllerEg.: China Mobile Beijing, Telkomsel Indonesia

Convergent Rating EngineEg.: Celcom Malaysia, VDF-ES

OSS

Page 21: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 21Huawei Confidential

End–to-end business process transformation based on OOT BPs and eTOM

Best of suite NGBSS platform

Complete business transformation including Target Operating Model & Business Change Management

Approx 3+ Mil pre & post customers

Business Process Driven Gap analysis based on the Huawei OOTB Business Processes. Gaps decomposed into detailed requirements.

E2E Customer Journeys used to validate the process scope.

Detail Design based on designed To-Be Business Processes and detailed requirements.

Change Management, Business Readiness & E2E testing led by Huawei

Huawei partnered with UK Operator to deliver an E2E Business Transformation & replace the heavily customised, end of life, legacy IT systems with Huawei “Best of Suite” NGBSS solution in order to meet their growing challenges and support future growth plans.

Heavily customised legacy systems were reaching end of life driving high maintenance cost

Disparate processes resulted in slow TTM and high operational costs

Different processes & systems for Fix and Mobile prevented product innovation and FMC capabilities

Accelerated and efficient To-Be process design

Reduced number of tarrifs & products X4

Automated and standardized multiple processes across multiple channels

Delivered best in class process capabilities to enhance customer experience and improve operational efficiencies

Approach

Challenge Scope

UK Operator Case Study

Page 22: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 22Huawei Confidential

End–to-end business process transformation based on OOT BPs and eTOM

Complete business transformation

Wire line and wireless telephony, internet and TV

Approx 40+ Mil Customers: Wholesale, Corporate, SME and Consumer

Established a strategic & trustworthy partnership between CSP & Huawei

Business Driven programme and supported by IT

Completely re-design and rationalize the commercial Propositions and re-engineer Business processes

Leveraged Best Practice & Lessons Learned from previous KPN projects

Mobilised & communicated comprehensively and widely with all relevant stakeholders

Huawei partnered with NL Operator to deliver an E2E Business Transformation & migrate legacy IT landscape to advanced Huawei “Best of Suite” NGBSS platform in order to reduce TCO, shorten TTM and improve customer experience

Over 80 BSS systems of which 75 % were out dated & unstable driving high maintenance costs

Complex processes, which lead to inefficient business operations and poor customer experience

Limited innovation capabilities and Long TTM was a recipe for churn

Accelerated and efficient To-Be process design .

Complete immediate view of the customer improving CX

Automated and standardized multiple processes across multiple channels

Successful partnership and

Approach

Challenge Scope

NL Operator Case Study

Page 23: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 23Huawei Confidential

Thank You, any questions?

Page 24: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 24Huawei Confidential

Back Up Slides

Page 25: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 25Huawei Confidential

General

Porting process – optimum case

zMRDB client- / server- operations

NO proprietary interface

NO proprietary interface

X.400

customer NO_rec NO_delother NOs

cancellation / disclaimer

porting request

adm

inis

trat

ive:

alig

nmen

t of m

odal

ities

porting requestporting request

porting confirmationporting confirmation

porting date

oper

atio

nal:

info

rmat

ion

of n

etw

ork

oper

ator

s switching order switching orderinitialisation initialisation

enquiry of switching information

enquiry of switching informationenquiry of switching information

switching and confirmation switching and confirmation

switching and confirmation

comm.interfaceSP_rec SP_del

SP_rec: receiving SPNO_rec: receiving NONO_del: delivering NOSP_del: delivering SP

Page 26: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 26Huawei Confidential

E-PlusEAI

Switching order for network operator

The E-Plus internal

architecture for

MNP for service

providers is as

follows.

The guiding system

for MNP is the

inventory server

(IVS). The IVS is

maintaining the

phone numbers and

is performing the

outside

communication

related to MNP.

E-Plus internal architecture

service providerEdifact X.400

T-Systems

X.400CUG

CASS inventoryserver

MNP GbR

zMRDBmediationdevice

STP HLR further network

T-M

obile

Voda

fone

O2

vist

ream

other service providers

Page 27: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 27Huawei Confidential

Implementation MNP process

zMRDB access (optional)

X.400-implementation

MNP-desk implementation

E-Plus

configuration of SP for MNP at E-Plus

new SP

send MNP-desk data and X.400 data to E-Plus

E-Plus / new SP

bilateral tests

E-Plus

announcement to mobile SPs

E-Plus

request for multilateral tests

at mobile SPs

new SP

multilateral tests with other SPs

production

new SP

staffing of MNP-desk

new SP

configuration of mail, phone, fax for MNP-desk

new SP

ordering of new X.400-mailbox

new SP

implementation of X.400-mailbox

new SP

implementation of MNP XML-telegrams

new SP

request read access zMRDB

new SP

set-up access zMRDB

The graphic below details the implementation process for MNP.

Page 28: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 28Huawei Confidential

= deactivation date

Porting orderTimelines

The window of opportunity for requesting MNP is limited to 123 calendar days before and 31 calendar days after end of contract.

Requests outside this time frame will be rejected.

With end of contract the customers (old) SIM will be deactivated.

There is no claim for an actual porting before end of contract the old SIM staying activated after end of contract.

123 cd 31 cd

end of contract

window of opportunity

t

Page 29: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 29Huawei Confidential

Porting order

Private customer MSISDN Old Service Provider Contract end date Surname Given name Date of birth

Business customer MSISDN Old Service Provider Contract end date Company name Customer number

All data has to be exact as an automatic check will be performed during porting negotiation! Typing mismatches will always result in a rejected request!

Necessary customer informationAt least the following information will be needed to allow a successful porting negotiation.

Page 30: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 30Huawei Confidential

Porting negotiation

Porting request - timeline

1st: SP_rec sends porting request to SP_del via X.400.

2nd: After max. 3 working days SP_del answers to SP_rec via X.400.

3rd and 4th: This is followed by 1 day buffer to allow SPs to inform their

NOs and to allow NOs to prepare the porting.

5th: 2 calendar day before actual switching day the latest switching orders

have to be set by NOs.

minimum time frame to be considered!

PORT 3 wd Buffer 1 wd guard time 2 cd t/d

-2

sendporting orderboth SP 3.

start porting processboth NO 4.

-6

send porting requestSP_rec 1.

-3

answer torequestSP_del 2.

0

porting processall NO 5.

Page 31: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 31Huawei Confidential

Porting negotiation

Porting request

There are 2 types of porting requests: Requests for private customers and requests for business customers.

We recommend to always request a

porting date “asap”. In this case a

smooth switch from one NO to the

other is ensured.

In case more than one MSISDN of a

business customer shall be ported it

is necessary to request the porting

for every single MSISDN.

Page 32: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 32Huawei Confidential

Porting negotiation

Answer to Porting requestIt is of major importance to

analyse the answer to the

porting request as it may be

rejected due to several issues.

The line “status” may contain

several values:

0000 confirm

0100 syntax error 0101 telegram type unknown

0102 wrong porting ID 0103 wrong version-ID

0200 unknown MSISDN 0300 wrong contract data

0400 contract not cancelled 0500 double request

0600 already blocked 0700 request to early

0800 request to late 0900 wanted date to early

1000 wanted date to late 1100 wanted date not possible

Page 33: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 33Huawei Confidential

Porting negotiation

Cancellation of Porting request - timeline

1st: SP_rec sends cancellation of porting request to SP_del via X.400 2 full

working days before start of porting guard time the latest.

2nd: After max. 1 working days SP_del answers to SP_rec via X.400.

3rd and 4th: Both SPs are ordering their NOs to cancel the porting.

Any request outside this time frame will be rejected.

minimum time frame to be considered!

SORT 2 wd guard time 2 cd t/d

-2

sendcancel orderboth SP 3.

start cancel processboth NO 4.

-4

cancelation requestSP_rec 1.

-3

answer torequestSP_del 2.

0

planned portingall NO 5.

Page 34: BSS Forum Moscow Business Transformation,  what for?

HUAWEI TECHNOLOGIES CO., LTD. Page 34Huawei Confidential

Porting negotiation

Cancellation requestAlso answers to cancellation requests

have to be checked for their result

values.

These may be:

0000 confirm

0100 not readable

0101 telegram type unknown

0102 wrong porting ID

0103 wrong version-ID

0200 unknown MSISDN

2000 No request available

2100 no request by SP_rec

2200 to late