ThruPoint - Telecommunications

Abstract
This company is an innovative and fast-growing provider of integrated-digital-wireless communications, with services available throughout the U.S. With 14 million subscribers (growing 30% annually), over 17,000 employees, and annual revenues in excess of $14 billion, the client faced several challenges.

Problem—ThruPoint was engaged to help

improve operational excellence through our methodology;
create Next Generation Network concept of operations;
formulate integrated operational processes;
provide a roadmap for implementing changes;
perform trouble-ticket analysis, and;
implement KPIs and SLAs.

The Business Challenge
During a period where the client had a 15% increase in the number of subscribers, it also had a 54% increase in generated trouble-tickets and a 47% increase in the number of change requests. The client’s lack of integrated processes, measured by key performance indicators (KPIs) and managed by service level agreements (SLAs), was affecting their ability to scale operations and maintain growth. This limited the potential size of their customer base and market share. The client needed operational processes that would strengthen its competitive advantage in the wireless market and allow for scalability to handle a greater than 30% annual subscriber-base growth.

How We Helped
ThruPoint developed a three-year roadmap to implement operational changes on an incremental basis. A multi-phase engagement was created to segment and address each component using the eTOM business framework and ITIL best practices.

We defined and implemented KPI-aligned processes and controls for change management and trouble management (reactive and proactive).

For change management, ThruPoint

developed change management policies;
implemented a Change Management Review Board (CMRB);
identified KPI benchmarks, and;
defined a Service Level Management framework.

For trouble management, ThruPoint

developed trouble management policies;
performed a trouble-ticket analysis;
developed functional roles and alignment plans;
developed tool and functional requirements;
developed workflow and functional alignment;
detailed tool specifications, and;
mapped out a detailed a communications program.

Thrupoint defined a Service Assurance Framework for the network administrators, including all service delivery and service support domains. We defined and implemented a Service Desk organization to reduce MTTR (mean time to restore). We implemented a KPI monitoring and reporting program including objective metrics, management dashboards, and management reports.

Thrupoint defined a Concept of Operations (CONOPS) for the Next Generation Network, being planned for implementation in 2005. The CONOPS included operational requirements, processes, workflow specifications, service level commitment definitions, and functional role definitions.

For each of the process areas and projects, Thrupoint developed and performed training classes for the network operations organization.

Results
The KPI-aligned processes and controls for trouble- and change-management reduced MTTR by 17%and helped improve the measurement capabilities. The processes and controls helped to more effectively implement new services, which has improved the speed to market. The comprehensive Change Management process, Change Management Review Board, and Trouble Management process all had a direct impact on network operations, leading to enhanced customer service. Our Sarbanes-Oxley compliance analysis helped to reduce the company’s operational risk.