revenue assurance maturity model - by youssef skalli - during icompetences frr2013
DESCRIPTION
Fraud, Revenue Assurance, and Risk Management are becoming critical to telecom operators especially in a very challenging business environment where competitive pressure, uncertain economy, and revenue leakage are getting very intensified. The International Conference 'Telecom Fraud, Revenue Assurance & Risk Management' produced and organized by iCompetences is a unique opportunity for networking and sharing best practices around new trends and challenges faced by telecom operators in the prevention of fraud in their telecom networks and deployment Revenue Assurance and Risk Management processes.More information at: www.iCompetences.com and www.FRRConference.com This conference is being organized each year (June)TRANSCRIPT
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Revenue Assurance Maturity Model Update Catalyst
FRR, June 7th 2013
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Summary
§ Introduction to GB-941-B
§ Why update the current model?
§ How it is updated?
§ Results
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Defitions
§ TM Forum: A 25 years old global non profit industry (telecommunications) association: Operators, providers: services, solutions, network… (900 Companies in 195 countries)
§ TM Forum mission: provides information and support to help its members with creating and delivering profitable services. These include industry research and benchmarks, technology roadmaps, best-practice guidebooks, software standards and interfaces, as well as certified training, conferences and publications.
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Defitions
§ GB-941 : Guidebook for Revenue Assurance based on SID (Shared Information Data) and eTOM (enhanced Telecom Operations Map) models: q GB941-A : KPI Metrics Workbook Instruction Booklet
q GB941-B : Revenue Assurance Maturity Model
q GB941-C : Revenue Assurance RFx Guidelines
q GB941-D : Revenue Leakage Framework and Examples
q GB941-E : Revenue Assurance Controls and Coverage Model
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GB941-B
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RA Maturity Model (RAMM) § Widely used by the industry
§ A blueprint to improve RA operations
§ Internal and external benchmarking
Use of RA Best Practices Documents by TM Forum Members 20 Respondents, 180 Indications less 38 N/A = 142
13% 19% 19% 19% 25% 27% 33%44% 38% 44% 50% 38% 33%
47%63% 56% 44% 44% 38% 31% 38% 40%
20%
6%6%
38%31%
(16) (16) (16) (16) (16) (15)(15)(16)(16)
0%
100%
GB941-B (RAMM) GB941 Guidebook TR131 GB941-E [1] GB941-D GB941-A (RASK) GB941-E [3] GB941-E [2] GB941-C RFX
Not familiar with it and not using it Familiar with it but not using it Familiar with it and using it
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TM Forum’s RA Maturity Model
7
5. Continuous improvement via feedback. Decentralized ownership, central control
Optimizing
4. Leakage quantitatively understood and controlled Managed
3. Standardized approach developed. Designing-in control commences
Defined
2. Basic project/process management. Repeatable tasks
Repeatable
1. Ad-hoc, chaotic. Dependent on individual heroics
Initial
5
4
3
2
1
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Drivers
§ The Revenue Assurance Maturity Model (GB-941-B), created 6 years ago, is widely accepted and used by many CSPs
§ Things have changed in the past 6 years q CSPs introduced new Cloud and Digital Services
q RA discipline advances toward proactive and risk-management based approach
q New measuring and methodologies introduced in GB-941 A (KPIs), E (Risk), & F (Impact) - are not reflected in GB941B
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Goals
§ Updating the Revenue Assurance Guidebook (RA-GB941-B)
§ Aligning with the latest advancements in the RA discipline (i.e. risk management based approach)
§ Covering new business and operational models, such as Cloud and Digital Services
§ Updates are tested and validated by a large team
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Participants
§ Service Providers Champions: q MTN Group
q Telecom Italia
q Wana Corporate
§ Suppliers: q AssuringBusiness
q Atos
q cVidya
q Ericsson
q Huawei
q IBM
q rrmSolutions
q WeDo Technologies
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Working toward a solution
§ Sub-teams addressed and defined the key domains of the RA maturity model (about 40 questions): q Organization
q Process
q Technology
q Measurement
§ Metrics and parameters been set for each domain
§ The Suppliers are providing complementary commercial software and services to enable the new modeling process, and presenting its results
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RAMM vs. New RAMM
§ RAMM does not address latest RA best practices (Standard KPIs, Risk Coverage, etc.) as they were not established when it was created q New RAMM addresses that
§ RAMM lacked “measurement” and “governance” – today these are key topics in RA q New RAMM puts that in focus
§ RAMM dedicates a full dimension to Influence – reflecting a major pain point of the past q New RAMM considers Influence as an aspect within Organization
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Validation
§ The Service Providers Champions completed the updated RA Maturity Model Questionnaire, as well as the existing model
§ The results from the existing and updated model are presented and analyzed, using advanced commercial software provided by the Suppliers
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Maturity model sample worksheet
Weight Vendors W Champions W MTN TI Wana rrm cVidya AB HuaweiAtos WeDo Question 1. Initial 2. Repeatable 3. Defined 4. Managed 5. Optimizing9% 8% 9% 7% 10% 10% 8% 7% 6% 6% 9% 12% How are RA objectives and
incentives defined and communicated?
RA has no defined objectives
RA's objectives vary according to the priorities of its direct management, and are not communicated. There are no incentives defined
RA objectives are defined by its direct management and are only communicated within the RA unit, but no incentives are defined
RA objectives are defined by RA management and understood by c-‐level, but don't necessarily relate to the overall strategy of the organization. Some incentives are defined
The RA department has clear and defined objectives and incentives, by c-‐level board, relating to overall business objectives which are clearly communicated across the organization (not just RA department)
7% 6% 7% 6% 7% 9% 8% 7% 5% 5% 8% 7% How are the purpose and policies of the RA Team communicated and integrated in the organization processes and operations?
No communication of RA purpose and goals. RA is not part of any major process
No communication of RA purpose and goals. RA initiates its internal audits and projects that are later on presented in a dashboard
RA purpose and goals are communicated to the rest of the organization but not integrated in any major processes and not well understood
RA purpose and goals are communicated and is part of major processes and but not in daily operational activities and CRs
The purpose and policies of the RA Team are widely accepted and understood by the business, fully integrated into the daily routine of operational teams and included in the company’s induction program.
9% 8% 9% 11% 7% 10% 7% 7% 6% 6% 8% 11% How will the RA activity be organized within the company?
No RA unit. RA activity is performed as a sideline activity within a financial or IT department
No RA unit. RA activity is spread within multiple departments as a sideline activity with no central ownership
Dedicated RA unit. But subordinate within another business function
Dedicated RA unit but not reporting to C level, hence not prioritized within the organization and not fully cross functional
There will be a dedicated team responsible for Revenue Assurance reporting to C level with clearly defined and communicated goals with a sphere of operation across all the company's departments and activities
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Maturity Model Sample Tool
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Benefits
§ Keeping the Revenue Assurance Maturity Model (GB-941-B) updated and usable
§ Covering the latest advancements in RA and CSP’s Cloud and Digital Services
§ Aligning GB-941-B with new measuring and methodologies found in GB-941 A, E & F
§ Enabling CSPs using the model to measure, assess, and improve their RA operations, and overall business efficiency
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What the industry is saying..
The updated RA Maturity model will help us to better monitor and improve the level of effectiveness and efficiency in our revenue assurance operations.
Daniela Giacomantonio, Revenue Assurance Manager for Telecom Italia
“ “
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What the industry is saying..
“ “ Participating in the RA Maturity Catalyst project is a unique opportunity to improve our efficiency, share best practices, and be prepared for the new challenges the industry will be facing in the near future.
Youssef Skalli, Revenue Assurance Manager, inwi (Wana Corporate)
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Timeline
§ The initial updated RA maturity model DRAFT is presented in MW Nice 2013
§ Feedback and inputs are collected from the community for further revisions and enhancements
§ The completed model will be presented as a follow-up Catalyst in MW Americas, San Jose, California, October 28-31, 2013
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Phase 1 Results and Summary
§ Initial model successfully presented in MW Nice, and received very positive and valuable feedbacks from the TM Forum community and RA practitioners visiting the stand, seeing the demonstrations and the presentation
§ The Catalyst team is analyzing the feedbacks and updating the model accordingly
§ When ready, the suggested updated model will be shared with the RA community for comments and feedbacks
§ A near final model is planed to be presented and demonstrated as Phase 2, during MW Americas in San Jose California, October 29-31, 2013
§ The team for Phase 2 is growing and currently consists of 6 Champions and 8 Suppliers, and new members can still join the team until mid July.
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Thank You!
Visit our project webpage: http://www.tmforum.org/Management-
World-2013/RevenueAssuranceMaturity/14704/home.html