10 steps to_4_g_service_assurance
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10 Steps to 4G Service Assurance
Tom Lybarger
Assistant Vice President 28th July, 2010
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Aricent Today
Aricent is a global innovation,
technology and services
company focused exclusively on
communications
• Unique focus on telecom innovation through consulting, design, products and services
• Annual revenues of over $480M USD for fiscal year ending March 31, 2010
• Investors include KKR, Sequoia Capital, The Family Office, CPP and Delta Partners
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Aricent Addresses Operator's Two Top Priorities
• The industry’s only blended strategy, design and development engagement
model, helps conceive and commercialize highly differentiated subscriber
experiences
• Innovative services and business models drive increased top line
• Deep expertise in design and usability of connected devices, user
interfaces, applications and more
• Extensive networking design expertise simplifies 4G transition and
optimizes network quality
• Contemporary approach to business processes and systems integration
streamlines operations and reduces costs
• Comprehensive operation and maintenance services further reduce costs
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Agenda
• Understand the limitations of existing Service
Assurance Strategies
• The 10 Steps for 4G Service Assurance
• Customer Case Study
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• Real time services like video, online gaming and social networking is continuing to
drive demand for differentiated treatment of specific traffic streams
• Multi-access complexity – WiFi, Femto and more
• Growing need to prepare for cloud services
Surge in Data Traffic Straining the Network
Operator ‘3’, in the UK, says that data
now makes up 96% of its traffic
Ovum forecasts smartphone shipments to
grow by 32% between 2009 and 2010
Existing Assurance Systems and Processes predate iPhones and YouTube
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Current Mobility Service Assurance Operations
o Network Assurance – Fault and Performance data collected from OMCs and elements
o NMS (In-house or COTS) – silo FM and PM processing, distinct RAN/Core and IP solutions
o Service Management – managing devices, not end-to-end service delivery
o Limited or no information from end-user devices
o KPIs/KQIs defined in deployed systems
o QoS/QoE monitoring is evolving
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Mobile Service Assurance Scope
Fulfillment Assurance BillingOperations Support &
Readiness
Ser
vice
Man
agem
ent &
Ope
ratio
ns
Res
ourc
e
Man
agem
ent &
Ope
ratio
ns
Sup
plie
r/ P
artn
er
Rel
atio
nshi
p
Man
agem
ent
S/P RequisitionManagementS/PRM
Support &Readiness
RM&O Support & Readiness
ServiceConfiguration & Activation
ServiceProblem
Management
ServiceQuality
Management
Service &Specific Instance
Rating
ResourceTrouble
Management
ResourcePerformance Management
S/P Problem Reporting &
Management
S/P PerformanceManagement
S/P Settlements& Billing
Management
SM&O Support & Readiness
CRM Support &Readiness
ProblemHandling
CustomerQoS / SLA
Management
Billing & Collections
Management
OrderHandling
Resource Data Collection & Processing
Supplier/Partner Interface Management
Retention & Loyalty
Customer Interface Management
Selling
Cus
tom
er
Rel
atio
nshi
p
Man
agem
ent
Resource Provisioning
Workforce Management
MarketingFulfilmentResponse
Service Assurance
Focus for Mobile
Operators
Typical areas for
major Service
Assurance
improvement
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Ten Steps to 4G Service Assurance
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Functional Architecture Overview
NW & Svc
Inventory &
Topology
Fault 1 Fault 2 Fault 3
Event Correlation
Perf Mgmt
Service Quality Management (SQM)
Mobile R
esource (Work F
orce) Managem
ent
Trouble M
gmt
Test Mgmt
QoE – Customer Experience
Mgmt (CEM)CRM
CEM
Collectors
Customer Service Representatives
Perf Mgmt
KPIs & KQIs
KPIs & KQIs
KPIs & KQIs
Dashboards20
Voice 11
Cust A
73
IP 125
Cust B
00
Vendor 1
12
Vendor 2
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Step 1: Evaluate and Re-Evaluate
Know where you are going – Vision and Objectives
Examine existing Service Assurance systems and
processes
Leverage external resources to evaluate processes
against best-in-class benchmarks
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Step 2: Develop KPI/KQI Model
o Potentially thousands of KPIs/KQIs must be considered
o Understand available KPIs and required KQIs are key to creating an efficient and
effective Service Assurance capability
o Determine immediate and long-term value of KPI/KPQIs
Illustrative
KPI/KQI
Structure
KPI KPI KPI KPI KPIKPI
NOC
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Step 3: Integrated Inventory Management
o Create a reliable, accurate Inventory Management capability that reflects installed
networks and services
o Enable network correlation and root cause identification
o Prioritize problems through service impact and enable comprehensive service
management
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Step 4: Automate Trouble/Incident Management
o Enable zero-touch trouble management / incident management
o Accurate network and service inventory is key – identify the correct root-cause and
send technicians to the correct location
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Step 5: Implement Centralized KPI/KQI Repository
o Centralize all collected and generated KPIs and KQIs
o Provide central access for all users
o Reduce point-to-point integration between applications
Centralized Repository
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Step 6: Implement Service Quality Management
NW & Svc
Inventory &
Topology
Fault 1 Fault 2 Fault 3
Event Correlation
Perf Mgmt
Service Quality Management (SQM)
Mobile R
esource (Work F
orce) Managem
ent
Trouble M
gmt
Test Mgmt
QoE – Customer Experience
Mgmt (CEM)CRM
CEM
Collectors
Customer Service Representatives
Perf Mgmt
KPIs & KQIs
KPIs & KQIs
KPIs & KQIs
Dashboards20
Voice 11
Cust A
73
IP 125
Cust B
00
Vendor 1
12
Vendor 2
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Step 6: Implement Service Quality Management
o Rapid identification of service problems (manage QoS)
o Focus on highest revenue services or competitive indicators: retain subscribers
with higher overall ARPU
Planned Service
Quality
Performed Service
QualityPerceived Service
Quality
Expected Service
Quality
Customer PerspectiveMobile Service Provider
Perspective
Quality of
Experience
Quality of
Service
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Step 7: Implement CEM and QoE
NW & Svc
Inventory &
Topology
Fault 1 Fault 2 Fault 3
Event Correlation
Perf Mgmt
Service Quality Management (SQM)
Mobile R
esource (Work F
orce) Managem
ent
Trouble M
gmt
Test Mgmt
QoE – Customer Experience
Mgmt (CEM)CRM
CEM
Collectors
Customer Service Representatives
Perf Mgmt
KPIs & KQIs
KPIs & KQIs
KPIs & KQIs
Dashboards20
Voice 11
Cust A
73
IP 125
Cust B
00
Vendor 1
12
Vendor 2
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Step 7: Implement CEM and QoE
Determine what to measure
• Define the relevant Service Level Objectives (SLOs)
• Explicit and implicit SLAs
• End-user devices and other service access points
Define/Review Network Monitoring Requirements (Availability)
• FM and PM with KPI support
Define/Review Service Delivery Monitoring Requirements (SQM)
• Correlation and KQI
Define Usage and Experience Monitoring (CEM) Requirements
• Identify initial devices for monitoring – expand scope over time
• Central point for End-to-end experience monitoring
Handset Issues are the single most influential factor for churn, followed by cost, coverage and quality – Booz, Allen & Hamilton
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Step 8: Implement Service Level Agreement Management
o Enable an array of tiered approaches with strict SLA management, including VIP,
enterprise and consumer
o Combine with active Policy Management
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Step 9: Integrate 4G Elements
o Implement KPI/KQI changes for new 4G elements e.g. eNodeB and EPC
o Retire 2G and eliminate redundant systems
o Make a decision on Voice - Continue to use 3G voice, or deploy VoIP?
o Implement new services and usage patterns including new KQIs, root-cause and
service impacts
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Step 10: Implement Continuous Improvement
Helps you deliver on your Objectives:
o Lower expenses
o Increased subscriber satisfaction and resulting loyalty
o Enhanced ability to respond to change
o Agility to support new services
Adapt to changing requirements,
technology and market
conditions
Define as-is
processes and
architecture
Implement
processes and
system changes
Measure
effectiveness of the
processes and
systems
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Case Study: Service Assurance Simplification
Improved Quality and User Satisfaction
SLA based service delivery
Continuous Service Improvement
Improved User Satisfaction
Significant Cost Reduction
30% cost reduction within 6 months through
global delivery approach
Reduced Complexity, Quicker response to
dynamic and evolving contexts
Architectural Simplification
Improved Knowledge / Skill Base
Improved Efficiency and Effectiveness of Delivery
Knowledge retention across domains
Reduced Management Overhead
Simplified Governance, Flexible and Multi-Skilled
pool
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Summary
o Learn from your past - every Service Assurance environment is unique
o Bring in an experienced advisor to help design the Best Fit solution for your operations
o Follow the Steps - No shortcuts! Do not kid yourself, positive changes take effort and investment
o Focus on the individual Subscriber Experience; the network and perceived service delivery do not tell the whole story
Future success will ride on the satisfaction of your subscribers
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