incident and problem management scenario bpm business solution – telco industry

Incident and Problem Management ScenarioBPM Business Solution – Telco Industry

IBM Business Process Management

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

Incident & Problem Management Use Case

Problem Management - Network-Issues

1. System – Detect the problem

2. System – Triggers creation of a problem ticket

3. NOC Technician – Problem ticket gets submitted and assigned [DETECT]

4. NOC Technician – Enrich the problem ticket with further information on the problem along with any diagnostic information [ENRICH]

5. NOC Technician – Root cause determination [DIAGNOSE]

6. NOC Technician – Identify fix to repair the problem [FIX]

7. NOC Technician – Issue change management request to deploy the fix [FIX]

8. Field Technician – Performs actual work and fix the problem [FIX]

9. NOC Technician – Verify that the problem has been resolved & closes the problem [VERIFY]

Incidence Management – Customer Issues

1. Customer – Calls the Telecom to report a service issue

2. CSR – Creates problem ticket [DETECT] Determines if problem came from

Maximo or non-Maximo Help Desk

3. CSR – Enrich problem ticket with further information from the customer [ENRICH]

4. 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]

5. CSR – Waits for problem to be resolved [FIX]

6. CSR – Verifies that the service is working and closes the incident [VERIFY]


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

Business Manager Dashboard – Key KPI

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


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 Technician for the given period

Number of tickets by status

– Closed and open

Number of tickets by CFS (CSR) vs NOC Technician


16

Dashboards

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 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


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 IssuesTiceket # Severity Start Time Status Issue Summary Owner

INC0008465 1 11/1/08 10:00am Working with vendor. Nortel router outage affecting VPN customers in Chicago area. NG-NOC

INC0008470 2 11/1/08 9:30am Removing patch. Multicast sessions not being setup affecting broadcast TV for south region. IPTV-NOC

INC0008485 1 11/1/08 6:15am Working with vendor. Routing issues - causing congestion for VPN. IP-NOC

INC0008486 1 10/30/08 11:00pm Troubleshooting RCA. Can't route internet traffice to asia. Transport-NOC

INC0008475 1 10/30/08 10:30pm Escalated to IT. DNS server crashing. IT-Operations

VPN Root Cause Trends

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Edge Network Performance Core Network Failure Core Network Performance

Other

IMS Root Cause Trends

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Control Plane Issues Application Plane Issues Transport Plane Issues SIP Issues Other


1919

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ObrigadoDanke

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incident and problem management scenario bpm business solution – telco industry

Documents

process administrators

key process steps

process overall performance

challengeskey business

business driven changes

problem isolation

revenue basefirst priority

revenue losscustomer