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FairPoint Wholesale User Forum. John Berard, Director Wholesale Customer Relations. November 29, 2007. ‘Agenda and 2008 User Forum Schedule’. November 29, 2007 Portland, Maine. Portland, Maine. Agenda - Morning.

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Fairpoint wholesale user forum

FairPoint Wholesale User Forum

John Berard, Director Wholesale Customer Relations

November 29, 2007

‘Agenda and 2008 User Forum Schedule’

November 29, 2007

Portland, Maine

Portland, Maine


Agenda morning

Agenda - Morning

  • 8:00 AM Introductions (Presenters with Bio's) (Cover Agenda for the Day) Forum Schedule for 2008 -- John Berard

  • 9:00 AMCurrent Org Chart of Wholesale Organization (Who's Who) --- Michelle Hymson

  • 9:45 AMBreak

  • 10:00 AMFairPoints Wholesale Product Line Management--- Bill Meehan

  • 11:00 AMRepair and Maintenance Overview --- John Smee

  • 11:30 AMLunch


Agenda afternoon evening

Agenda – Afternoon & Evening

  • 1:00 PM WISOR Demo Rich Murtha

  • 2:15 PMBreak

  • 2:30PM - Wholesale OSS Test Plan and Certification Process

  • 3:15PM – FairPoint Wholesale Website & Training Schedule

  • 3:30 PMQuestion and Answer Period (Wholesale Team Panel - John Berard to MC/Filtering Questions)

  • 4:00 PMClosing (15 min)

  • 5PM to 7PM Hors d’oeuvres and cocktails


2008 wholesale user forum schedule

2008 Wholesale User Forum Schedule

  • FairPoint proposes that the User Forum take place once a Month in 2008. The meeting will alternate between Face to Face meetings and Webex meetings every other Month. FairPoint also proposes that the meetings take place on the 2nd Wednesday of every Month.

  • January 9, 2008 - Face to Face

  • February 13, 2008 – Webex

  • March 12, 2008 – Face to Face

  • April 9, 2008 – Webex

  • May 14, 2008 – Face to Face

  • June 11, 2008 – Webex

  • July 9, 2008 – Face to Face


Agenda and user forum 2008 schedule

Agenda and User Forum 2008 Schedule

  • Questions


Fairpoint wholesale user forum1

FairPoint Wholesale User Forum

Michelle Hymson, AVP Wholesale Sales

November 29, 2007

‘Overview of our Wholesale Organization’

November 29, 2007

Portland, Maine

Portland, Maine


Fairpoint wholesale user forum

FairPoint Executive Leadership


Fairpoint priorities

FairPoint Priorities

  • Create Raving Fans- We deliver an exceptional customer experience and are relentless and passionate in creating customer loyalty.

    • Communicate Communicate Communicate

  • Execution Excellence-We are disciplined and focused in our planning and execution – always with a bias towards action and an exceptional customer experience. We make timely, informed decisions and manage with facts.

    • Value and reward teamwork.

  • Responsibility to Stakeholders-We are highly accountable to all our stakeholders including: customers, communities, shareholders and each other. We listen and respond with a sense of urgency. We are responsible for creating a trusting work environment that allows each individual to thrive. We take initiative, live up to our commitments and deliver results.

    • Grandmother test.


Fairpoint wholesale user forum

FairPoint Northern New England


Fairpoint wholesale user forum

FairPoint Business and Wholesale Service


Changing the customer experience

Changing the Customer Experience

  • ILEC footprint with a CLEC attitude.

  • We will treat you like customers.

  • We want to grow your revenue.


Fairpoint wholesale user forum

FairPoint Customer Operations


Fairpoint wholesale user forum

Customer Operations Wholesale Services


Fairpoint wholesale user forum

Ordering, Implementation, Billing,

Collections, Colocation, and Escalation


Fairpoint wholesale user forum

FairPoint Business Operations


Fairpoint wholesale user forum

FairPoint Business Operations- Wholesale


Fairpoint wholesale user forum

FairPoint Sales Engineering


Fairpoint wholesale user forum

FairPoint Sales Engineering- Wholesale


Fairpoint wholesale user forum

FairPoint Wholesale Sales


Fairpoint wholesale services

FairPoint Wholesale Services

FairPoint Communication’s Wholesale Services Division is committed to providing first class carrier grade services to our wholesale customers. Our dedicated sales and service teams understand the unique requirements of their customers and are ready to develop creative solutions to meet them. Experience has shown that there are three critical metrics that define success in the wholesale market:

Quality of Service

Speed of Delivery

Competitive Price

Our goal is to earn our customers’ business by demonstrating leadership in all three.


Fairpoint wholesale user forum

FairPoint Wholesale Sales- Account Teams


Fairpoint wholesale user forum

FairPoint Wholesale Sales- Account Team


Fairpoint wholesale user forum

Your Team Working Together


Fairpoint wholesale organization

FairPoint Wholesale Organization

  • Questions


Break time trivia question

Break Time - TRIVIA QUESTION

  • Question: The North American Area Code Numbering Plan was created in the 1940’s. What was the logic behind it’s creation? For example why did NYC get area code 212 and Maryland 301?


Trivia question 1 answer

TRIVIA QUESTION #1 Answer

  • On the rotary-dial phones then in use, dialing a nine (0) took a lot longer than dialing a one(1), which tied up expensive switching equipment. So AT&T assigned "low dial pull" numbers to the markets with the most telephones and thus presumably the highest number of incoming long-distance calls.


Fairpoint wholesale user forum2

FairPoint Wholesale User Forum

……is on Morning Break Time

“Morning Break Time”

November 29, 2007

November 29, 2007

Portland, Maine

Portland, Maine


Fairpoint wholesale user forum3

FairPoint Wholesale User Forum

Bill Meehan, Senior Product Manager

November 29, 2007

‘FairPoints Wholesale Product Line Management’

November 29, 2007

Portland, Maine

Portland, Maine


Wholesale product development management

Wholesale Product Development & Management

  • First Year Goals:

  • Stand up existing Verizon products

    • At Close

    • At Cutover

  • Assurance for products contained in commercial agreements

  • ID Products coming over - Ensure product support in place

    • Work with Capgemini to Build Product Classification/ Hierarchy


Wholesale product development management1

Wholesale Product Development & Management

  • Product Classification Goals

    • Replicate current VZ service order creation, order provisioning and billing with new FairPoint systems

    • Create product tables, profiles, descriptions that can be replicated and used across new systems

    • Drive product descriptions that can be used for web based customer ordering and for internal documentation

    • Provide a product database along with a repeatable process on how to maintain/ update it


Wholesale product development management2

Wholesale Product Development & Management

  • Long-Term Goals

    • To establish favorable relationships with our new Northern New England wholesale customers with focus on product needs

    • We Will Do This By:

      • Listening to our customers

      • Designing products that meet customer needs

      • Utilizing FairPoint’s Product Development and Life-Cycle Management Process


Wholesale product development management3

Wholesale Product Development & Management

  • What are the Business Customers demanding?

    • MPLS IP VPNs

    • Service Guarantees

    • A Forrester Research report cites that by 2010:

      • 64% of Enterprise Customers will have completed the migration from legacy wide-area network (WAN) architectures like Frame Relay and ATM to MPLS IP VPNs for site-to-site connectivity.

      • The majority Respondents say they want more from their telecom operator than just transport — at the top of the list of what’s important are:

        • a) More IP-based communications technology services

        • b) Guarantees around service provisioning and maintenance


Wholesale product development management4

Wholesale Product Development & Management

  • How is FairPoint Planning to Address This Need?

    • Investing in MPLS Backbone

    • Utilizing Product Development / LCM Process

  • And also by …

    • Understanding Customer Needs

    • Communicating with our Customers


Ip mpls features and benefits

IP / MPLS – Features and Benefits

  • IP

    • Inherent Path Redundancy

  • MPLS

    • Virtual Private LAN Services

    • End-to-End Quality of Service

    • Traffic Engineering


Wholesale product development management5

Wholesale Product Development & Management

  • Product Development/ LCM

    • Define major steps for Product Creation, Monitoring and Decommissioning

    • Uses eTOM Approach (enhanced Telecom Operations Map)

    • Identify Roles and Responsibilities for each organization impacted and for each step identified in the process

    • Major Phases

      • Product Creation

      • Product Monitoring

      • Product Decommissioning


Product creation basic flow

eTom 1-5-5

Develop

detailed

product

specifications

(OSS)

Gather

Product Ideas

Analyze

Product Ideas

eTom 1-5-1

eTom 1-5-1

eTom 1-5-3

Develop

New Product

Business

Proposal

eTom 1-5-4

Develop

Product

commercialization

strategy (BSS)

IDEA

REPOSITORY

Product Creation Basic Flow

INPUTS

  • Sales Channels

  • Business Development Team

  • Business Partners

Manage Product

Development

Rollout Product

YES

YES

Launch Product

eTom 1-5-7

Does

idea

align

with strategy

?

Phase 2

approval

?

Phase 3

approval

?

Ready for

general

market

?

YES

YES

NO

NO

NO

NO

YES


Wholesale product development management6

Wholesale Product Development & Management

  • Product Management & Sales:

    • Rapidly re-introduce established products under the FairPoint brand while projecting IP-based communication solutions as the basis for change

    • Aggressively distribute products through wholesale channel


Wholesale product development management7

Wholesale Product Development & Management

  • Questions


Fairpoint wholesale user forum4

FairPoint Wholesale User Forum

John Smee, Director of Operations

November 29, 2007

‘Repair and Maintenance Overview’

November 29, 2007

Portland, Maine

Portland, Maine


John smee director of operations background

John Smee – Director of Operations: Background

  • 20 years at NYNEX, PacTel – VZ predecessors

  • Most recently as part of Division including ME,NH,VT

  • Last 8 years at CLEC

  • Experienced the ups and downs of working with ILECS

  • Commitment to keep what works well, and improve in areas where both you and we agree need work.

  • Built To Last: “Preserve the Core AND Stimulate Progress”


John smee director of operations areas of responsibility

John Smee – Director of Operations: Areas of Responsibility

  • Provisioning

  • Repair/Maintenance Centers

  • Dispatch

  • Central Office Field

  • Outside Plant Installation and Maintenance Field*

  • NOC/Surveillance/Tier 2 Tech Support

  • Central Office Equipment Installation

  • Outside Plant Construction*

  • License Administration Group*


Operations moving forward

Operations – Moving Forward

  • Ensure Parity between Wholesale and Retail

  • Adhere to effective and necessary processes

  • At close nothing changes in Operations – TSA

  • Smaller, Flatter, Less Complex, Fewer silos - broad functionality

  • Example: I&M tech force to broaden responsibilities

  • Broader responsibilities requires process and skill training and awareness.

  • Will look for other consolidations of work

  • Ongoing dialogue about how we operate, who to contact, how to, when to, and what changes you’d like to see.

  • Thoughts, suggestions, questions or concerns?


Repair and maintenance overview

Repair and Maintenance Overview

  • Questions


Lunch time trivia question

Lunch Time TRIVIA QUESTION

  • How long was New England Telephone and Telegraph Company in existence?


Lunch time trivia question 2 answer

Lunch Time TRIVIA QUESTION #2 Answer

  • One Year The New England Telephone and Telegraph Company was formed February 12, 1878, by investors in the states of Massachusetts and Rhode Island at the behest of an agent of Gardiner Greene Hubbard, the father-in-law of telephone inventor Alexander Graham Bell. The following year, it merged with the Bell Telephone Company. They became the National Bell Telephone Company. It was started on the basis of holding "potentially valuable patents".


Fairpoint wholesale user forum5

FairPoint Wholesale User Forum

……is on Lunch Break

“Lunch Break Time”

November 29, 2007

November 29, 2007

Portland, Maine

Portland, Maine


Fairpoint wholesale user forum6

FairPoint Wholesale User Forum

Rich Murtha, Director Wholesale Operations

November 29, 2007

‘WISOR DEMO’

November 29, 2007

Portland, Maine

Portland, Maine


What s different

What’s Different

  • At cutover, the new FairPoint back office platform will process your LSR's and ASR’s through a mechanized system that is known as Wisor.

    • This process will be transparent to the Wholesale customer. The only changes will be between the Wisor to OM interface.


What s different1

What’s Different

  • Some advantages you’ll like

    • You will not need to access CDG, XRM, VRepair, eWPTS anymore you will have a single interface.

    • Wholesale Partners can create Templates within system

    • Wisor System will provide edits to help create orders

    • Wisor will allow you to issue Trouble Tickets directly into Remedy

      • Updating of Remedy Tickets for status through Wisor


What s different2

What’s Different

  • The WPTS Hot Cut Web System contains:

    • A database of all hot cut orders

    • A display of orders that involve integrated facilities

    • A workflow system that coordinates work between the RCCC, Central Office Frame, and CLEC

    • A reporting system for displaying statistics about hot cut orders

    • A messaging system for direct communication between a CLEC and the RCCC

  • The FairPoint team has been able to break WPTS down into nine key notifications:

1. Accuracy4. Summary7. Failure

2. Confirmation5. No Dial Tone8. Completion

3. Facilities Check6. Concurrence9. Pending Facilities


What s different hot cut process

What’s Different “Hot Cut Process”

  • 1) Accuracy FRP Solution:Rules built into the WISOR gateway specifically for BB LSR that ensure the order is entered as correctly as possible. This will include an appropriate due date, frame due time, and cable/pair/port assignment.

  • 2) Confirmation FRP Solution:When the WISOR Gateway returns a Firm Order Commitment to the CLEC for BB LSR, the service order engine will have to validate the order as able to be provisioned, including AM or PM dispatch in FDT field.

  • 3) Facilities Check FRP Solution: When the WISOR Gateway returns a Firm Order Commitment to the CLEC for BB LSR, the service order engine will return the FEP field (Fiber Environment Provisioned) value of B for copper.

  • 4) Hot Cut Summary FRP Solution: When the WISOR Gateway returns a Firm Order Commitment to the CLEC for BB LSR, the service order engine return the CLLI and FDT fields.


What s different hot cut process continued

What’s Different Hot Cut Process Continued

  • 5) No Dial Tone FRP Solution: When the WISOR Gateway returns a jeopardy notification to the CLEC for BB LSR, the service order engine return the Response Code “3G” with comments to indicate that the dial tone test has failed. When the issue is resolved, we will accept a supplement and begin to re-process the request. 3G will be limited to BB LSR's only and is not currently utilized by Verizon East.

  • 6) Hot Cut Concurrence FRP Solution: When the service order engine knows the status is ready for a hot cut, it will send another Local Response notification back through the WISOR Gateway. We will also send an urgent email notification or SMS text to the contact designated in the LSR. To be able to receive this, the CLEC would need to put the appropriate email address in the “REMARKS” field of the LSR.


What s different hot cut process continued1

What’s Different Hot Cut Process Continued

7) Hot Cut Failure FRP HCC Solution:If the Hot Cut fails, the service order engine return’s the appropriate response code and details, depending on the error condition, through the WISOR Gateway. For BB LSR's only, we will also send an urgent email notification or SMS text to the contact designated in the LSR. To be able to receive this, the CLEC would need to put the appropriate email address in the “REMARKS” field of the LSR.

8) Hot Cut Completion Notice FRP Solution: When the Hot Cut is complete, the service order engine will send the Provisioning Completion Notice against the BB LSR through the WISOR Gateway.

9) Pending Facilities FRP Solution: When the WISOR Gateway returns a jeopardy notification to the CLEC for BB LSR, the service order engine return the Response Code “2B” with comments to indicate that we are pending facilities assignment. When the issue is resolved, we will resend a confirm or accept a supplement. 2B will be limited to BB LSR's only and is not currently utilized by Verizon East.


What s different3

What’s Different

  • Wisor Demonstration

    • Pre Order

    • Local

    • Access

    • Trouble Ticket


Billing process

Billing Process

  • FairPoint will be converting the Billing process from today's CABS interface to CDG.

  • Invoices will be in BDT/CSR format – CSR’s are optional.

  • Delivery methods are CD, Paper and FTP - FTP will replace the NDM option.

  • Current Bill Date will be maintained.

  • CDG will be holding 18 months of history prior to data being archived

  • Billing disputes and collections will be processed together within the ordering center to have a complete order process.


What s different4

What’s Different

  • Questions


Break time trivia question1

Break Time TRIVIA QUESTION

  • How did Sprint get its Name?


Break time trivia question answer

Break Time TRIVIA QUESTION Answer

  • From its parent company, Southern Pacific Railroad INTernal Communications. Back in the day, pipelines and railroad tracks were the cheapest place to lay communications lines, as the right-of-way was already leased or owned.


Fairpoint wholesale user forum7

FairPoint Wholesale User Forum

……is on Afternoon Break Time

“Afternoon Break Time”

November 29, 2007

November 29, 2007

Portland, Maine

Portland, Maine


Fairpoint wholesale user forum8

FairPoint Wholesale User Forum

John Berard, Director Wholesale Customer Relations

November 29, 2007

‘CLEC Testing Methodology’

November 29, 2007

Portland, Maine

Portland, Maine


Wholesale interconnection conceptual view

Wholesale Interconnection – Conceptual View

Partners

Management GUI

API

Exchange Path

FairPoint

Nor’Easter Back Office

eBond

CLEC A

ASR

Trouble

Web

VFO

CLEC B

LSR

Web

Business Rules

IXC A

eBond

Custom

rules

ASOG

IXC B

LSOG

ICO

Management GUI


Approach wholesale testing phases

Approach: Wholesale Testing Phases


Approach testing types per phase

Approach: Testing Types Per Phase


Phase iii clec testing certification

Phase III – CLEC Testing & Certification

  • CLECs/Wholesale Partners will coordinate and execute testing of upcoming new FairPoint systems release, specifically the application-to-application interface between CLEC’s application and Wisor application.

    • CLECs, currently in production with Verzion in ME, NH, VT, will need to re-validate certification as part of FairPoint release.

    • CLEC will work with assigned FairPoint testing coordinator to review and solidify CLEC’s test plan and associated testing need.

  • The CLEC testing and certification process will comprise of the following high-level stages:

    • STAGE 1: Defining and approving test plan and scheduling

    • STAGE 2: Connectivity setup and testing transactions in CLEC testing environment.

    • STAGE 3: Connectivity setup and executing “test” transactions in production environment.


  • Phase iii continued

    Phase III (continued)

    • Capgemini / FairPoint will define CLEC certification test cases/scenarios based on logical grouping.

      • There will be certification test cases/ scenarios to verify the application-to-application interface for the following functions:

        • Preorder

        • Order

        • Trouble Management

      • Below is a sampling of some high-level ordering scenarios classified based on Wholesaler Type:


    Fairpoint change management service timeline

    FairPoint Change Management Service Timeline

    Draft Rules Published Internally at FairPoint

    FairPoint publishes its updates to interface standard

    Internal test window

    CLEC testing window

    FairPoint moves new release into production

    E

    A

    B

    Wisor builds new rules and configuration files

    CLEC internal testing

    F

    C

    D

    CLEC Tests against the FairPoint

    CLEC modifies internal OSS

    ILEC internal testing

    FairPoint modifies internal OSS

    Wisorinternaltesting

    CLEC live on the new LSOG version

    -90 -73 -30 0


    Fairpoint wholesale website

    FairPoint Wholesale Website


    Questions

    Questions

    • Any questions?


    Fairpoint wholesale user forum

    Phase I: OSS & NE Testing Scope Detailed

    Current OSS Testing Projections for Builds 1,2,3 and 4:

    208 interfaces Identified


    Phase i testing progress

    Phase I: Testing Progress


    Phase ii wholesale internal e2e testing

    Phase II – Wholesale Internal E2E Testing

    • Setup and configure CLEC test environment to mimic production environment.

      • Environment will be used for both new/maintenance releases and new CLEC entrant testing.

      • Environment will contain the data associated with a wide range of accounts. CLECs participating will be solicited for the accounts they need to have in the environment.

  • Capgemini will execute comprehensive system/E2E testing, via Wisor web application, in designated environments (includes CLEC test environment)

  • Define & rollout of procedural methods for CLEC testing and certification, such as:

    • New/Maintenance Release Testing Process

    • New CLEC Entrant Testing Process

    • Change Control/Management Process

    • Test Planning/Scheduling Process

    • CLEC Certification Test Cases/Scenarios

    • Establishing CLEC Test Account & Test Data Requirements

    • Defect & Issue Management Process


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