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Customer Experience Management (OSS – focused) – MTS Russia implementation. Sergey Bougaev Project Supervisor at Mobile TeleSystems 21 st November 2013. Agenda. Goals and challenges:

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customer experience management oss focused mts russia implementation

Customer Experience Management (OSS – focused) –MTS Russia implementation

Sergey BougaevProject Supervisor at Mobile TeleSystems

21st November 2013

agenda
Agenda
  • Goals and challenges:
    • improve customer experience by transforming traditional resource-centric network management into service and customer service-centric management
    • establish pro-active service incident management
    • introduce business oriented, customer service centric view of network quality
  • Milestones:
    • OSS structured transformation – transition from the network layer through the service layer up to the Customer Layer
  • Current picture of  achieved transformation
    • How different departments take advantage of SQM/CEM solution – examples of SQM/CEM usage
  • Further plans
agenda1
Agenda
  • Goals and challenges:
    • improve customer experience by transforming traditional resource-centric network management into service and customer service-centric management
    • establish pro-active service incident management
    • introduce business oriented, customer service centric view of network quality
  • Milestones:
    • OSS structured transformation – transition from the network layer through the service layer up to the Customer Layer
  • Current picture of  achieved transformation
    • How different departments take advantage of SQM/CEM solution – examples of SQM/CEM usage
  • Further plans
mts group
MTS Group
  • Project names: NGSA (Next Generation Service Assurance) and extPM (extended Performance Management)
  • Main tools in GNOC (Global Network Operation Centre)
  • One of the leading telecommunication groups in Russia, Eastern Europe and Central Asia
  • More than 100 mln mobile subscribers
  • 8 Macro-regions in Russia
mts challenges and expected solutions
MTS Challenges and expected solutions
  • Limited visibility of technology resources in service chainSQM/CEM enablesvisibility of customer(mainly probing) and service layers
    • assuming no access to PM data from access layer, focusing on monitoring of the services based on core network elements
    • monitoring of gateways/ interfaces/ connections, thus controllingapplication layeras well
  • Keeping operational control over the services delivered to customermonitoring of servicesinstead of resources (both NGSA and combined SQM/CEM)
    • controlling if users are using the service, if it works, and how they use it
mts challenges and expected solutions1
MTS Challenges and expected solutions
  • Limited capabilities in terms of financials and HR
    • high level of automation(monitoring of selected customers, VIPs)
    • proactive approach(tackling the issue before it becomes visible to the user, e.g., prediction algorithms, statistical computation)
  • Management Layer/OSS flexibility and platform openness
    • open architecture, documented APIs
    • scalable and extendable
  • Service/Products Lifecycle shortening
    • instant configurationof services and monitoring options by the system users – no need for assistancefrom Comarch side
    • thanks to friendly and intuitive GUI hugereduction of timeneeded for service configuration and enabling of service monitoring
agenda2
Agenda
  • Goals and challenges:
    • improve customer experience by transforming traditional resource-centric network management into service and customer service-centric management
    • establish pro-active service incident management
    • introduce business oriented, customer service centric view of network quality
  • Milestones:
    • OSS structured transformation – transition from the Network layer through the Service layer up to the Customer Layer
  • Current picture of  achieved transformation
    • How different departments take advantage of SQM/CEM solution – examples of SQM/CEM usage
  • Further plans
oss structured transformation a chievements
OSS structured transformation - achievements

Customer Management

SQM/CEM introduction

Continuation towards the calculation of impact on customerlayer

Service Management

CorporateCustomers

Enterprise usecasesimplementation

Next steps

NGSA introduction

Unification of OSS landscape

GNOC Launch

Centralization of network monitoring

Resource Management

PM Introduction

Centralization of network quality monitoring

Product selection

ComarchNGSA

2014

2012

2013

2011

oss structured transformation main causes
OSS structured transformationMain causes…

Technical driven causes

  • Operators wasted their time for routine tasks
  • Lack of automation
  • Lot of time wasted for the management of alarms that are not important
  • Operators had to use additional systems to get information about resources, hardware, connection, alarms, actual state of the resource, other vendor specific data, etc.
  • Decentralized monitoring structure
  • Each MR had specific structure and division of responsibilities
  • OSS systems landscape differed between MR (lack of standarization, difficult to maintain)
  • No common approach to network monitoring
oss structured transformation and go a ls of the project
OSS structured transformation …and goals of the project

Main goals of the project

  • Unification of OSS landscape
  • Transformation from existing legacy, silos based OSS systems to the NGOSS environment
  • The implementation of unified umbrella solution in assurance area above different NEM/EMS systems distributed over the whole Russia
  • The introduction of Service layer and the definition of dependencies on the network layer
  • Standardize and minimize the amount of alarms
  • Ensure the correct performance of the network and delivery of sold services
oss structured transformation sco pe of ngsa project
OSS structured transformation Scope of NGSA project

Convergent solution based on the following modules:

  • Comarch Next Generation Service Assurance (NGSA)
  • Fault Management
  • Service Monitoring
  • OSS Process Management
  • Comarch Service Inventory (SI)
  • Comarch SLA Monitoring (SLAM)

Comarch’s responsibilities:

  • the analysis and implementation of above modules
  • consulting services in order to centralize network operation
  • participation in the process of defining the concept of centralized NOC as well as in the realization process
oss structured transformation ngsa project results
OSS structured transformationNGSA project results

The centralized network monitoring platform:

  • One umbrella system for all Alarms
  • Alarm enrichment with NE, Location and Customer Details
  • Alarm reduction by suppression & correlation
  • The additional prioritization of alarms according to the importance of specific devices
  • Impact analysis by use of service affecting alarms via service and customer models

The standardized operator’s work environment

  • One system – one GUI (Operators View)

Automation of routine and time consuming tasks

  • Semi and automatic triggering of TT creation, update and close
  • One click actions perform on NEs (scripts embedded and run directly from the NGSA GUI)
oss structured transformation scope of gnoc project and results
OSS structured transformation Scope of GNOC project and results
  • OSS organizational structure transformation:
    • Centralization of network monitoring
    • Establishment of new processes
    • Establishment of new positions
    • Reorganization of working groups
oss structured transformation use cases implementation
OSS structured transformation Use cases implementation
  • Movement profile of subscribers
  • Modification of Alarm Priority based on the weighted average of Number of observed subscribers in Cell area
  • Monitoring of static GPRS devices
  • Calculation of SLA related KPIs for Enterprise customers
oss structured transformation sqm cem introduction
OSS structured transformation SQM/CEM introduction
  • Building unified NGOSS Platform by:
    • Continuation towards the calculation of impact on customer and resource-facing services by giving insight into customer perception covered by implementation of:
      • Comarch SQM
      • ComarchCEM
      • ComarchPM
data collection
DATA collection
  • XDRsused as aninput by CEM system
    • Current: ISUP, CAP, MAP, BICC, INAP, IuPS, Gncontrol and userplane, Gp, Gb,
    • Future: Diameter, S1AP, S1U, SCTP, Diameter, SIP etc
  • KPIs based on various dimensions: IMSI, MSISDN, CellID, IMEI
  • KPIscalculated for differenttypes of customers : „human”, M2M, roamers.
maintenance and monitoring cases
Maintenance and monitoring cases
  • Voice service monitoring:
    • NER, ASR, CSSR, Call DurationStatistics, Call Failure Histogram (base on REL causecode) and etc.
  • SMS service monitoring:
    • SMS MO successrate, SMS MO/MT Count and Statistics, SMS MO Error Distribution of Causes and etc.
  • Registrationstatistics:
    • Location Update/Location Update GPRS – Count, Success Rate, Error Rate, Error Distribution of Causes
    • SAI - Count, Success Rate, Error Rate, Error Distribution of Causes
    • and etc.
  • DATA service:
    • Activate PDP – Count, Success Rate, Error Rate, Error Distribution of Causes
    • Data service userplanecalculation for HTTP, IMAP4, POP3, DNS and etc.
    • and etc.
agenda3
Agenda
  • Goals and challenges:
    • improve customer experience by transforming traditional resource-centric network management into service and customer service-centric management
    • establish pro-active service incident management
    • introduce business oriented, customer service centric view of network quality
  • Milestones:
    • OSS structured transformation – transition from the network layer through the service layer up to the Customer Layer
  • Current picture of  achieved transformation
    • How different departments take advantage of SQM/CEM solution – examples of SQM/CEM usage
  • Further plans
operations
Operations
  • Value for business:
  • Operationalcostsavings
    • Cost to monitor (€/incident)
    • Cost to fix (€/incident)
    • Cost to deploy (€/service/subscriber)
    • Cost to provision (€/service/subscriber)
  • Improve reduce number of service outages (€/service/subscriber)

SQM can provide to Operations:

  • Service KQI which prioritize faults and reduce effort required for Incident Management
  • Network problems presumptions
  • Depiction of fault (e.g. TCE) impacting services
  • Propagation of network events towards services
  • Root cause analysis
  • Prediction algorithms of service outages
customer care
Customer Care
  • Value forbusiness:
  • Prevention Rate (%)
  • Time back to service (min)
  • ProactiveNotification
  • Proactivity (%)
  • Assesment of customerexperience

SQM canprovide to call agent:

  • a view of current service degradations
  • a view of current/recent problems of a subscriber
  • a view of current problems on geographical vlew
marketing
Marketing
  • Value forbusiness:
  • Unique Selling Point (#/Volume €)
  • BetterSelling Point (#/Volume €)
  • RetainSelling Point (#/Volume €)
  • Fast reaction to competitiveoffers (€/t)

SQM provides to marketing:

  • historical analysis of subscriber problems
    • Based on list of subscribers which cancelled contract
  • Current/historical values of traffic KPIs
    • For a list of subscribers
    • For geographies
    • For devices
next generation service assurance
Next Generation Service Assurance

Customer – Service – Resource –Relations

Avoid revenue loss through outages

Add. financial benefits of NGOSS

Monitoring of dedicated customers

Avoid penalty pay outs

Enhanced Fault & Service management capabilities

Support Enterprise strategy

Automated service impact analysis

Attract enterprise customers with advanced OSS capabilities

Enable FTE savings in operations

Increased efficiency of service assurance teams

Quicker root cause analysis and problem resolution

Reduction of OSS Invest & Maintenance

Proactive customer notification in case of outages / changes

Support NOC consolidation

Business benefit of NGOSS solution

agenda4
Agenda
  • Goals and challenges:
    • improve customer experience by transforming traditional resource-centric network management into service and customer service-centric management
    • establish pro-active service incident management
    • introduce business oriented, customer service centric view of network quality
  • Milestones:
    • OSS structured transformation – transition from the network layer through the service layer up to the Customer Layer
  • Current picture of  achieved transformation
    • How different departments take advantage of SQM/CEM solution – examples of SQM/CEM usage
  • Further plans
further plans
Further plans
  • Transport NW fault & service monitoring
  • Fixed NW fault & service monitoring
  • Planned & maintenance works management considering service accessibility
  • Time to market cases
  • MNP cases – ported in customers monitoring
time to market cases
Time to market cases
  • Monitoring of new service offered for customers:
    • Testing of the service behaviour based on IMSI/customers, location Cell ID, IMEI
  • Additional testing and verification of User Equipment in real condition
  • LTE launch – network monitoring, error detection, user experience recognition, traffic modeling
mnp cases
MNP cases
  • Monitoring of ported MSISDN – Port In:
    • Number Portability administration process KPI (optional)
    • Monitoring of incoming traffic to ported number, Error Rate and Distribution of Causes - SLA improvement
    • Service Statistics and Customer Profile – Service&Tariffoffering
network planning and design
Network planning and design
  • Value for business:
  • Investment Timing Optimization(€/t)
  • Cost-effective Service Introduction (€/t)
  • Network coverage improvement (€ /%)
  • Network quality improvement (€ /%)
  • Quality degradation localization (t)
  • AuditableQualityMeasurements

SQM can provide to Planning and design department:

  • Quality and capacity service reports and trending which are used as input for planning:
    • Forecast of quality bottlenecks and optimization of service design and network investment
    • Scheduling of critical investment when and where it really improves service quality
    • Unified service model and quality framework streamline introduction of architecture changes and new services
    • Recognition of areas with frequent problems
thank you

Thank You

Sergey Bougaev