Transcript Incident and Problem Management Scenario BPM Business

Incident and Problem Management Scenario
BPM Business Solution – Telco Industry
IBM Business Process Management
Customer Profile
 History
– Better Telecom originally started as land lines provider
– Expanded by acquiring mobile operators & broadband operators
 Business Mission
– Expand globally beyond North America
– Grow revenue base from existing customers
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IBM Business Process Management
Challenges
 KEY BUSINESS PAIN: Customer satisfaction / retention
– Major customer satisfaction issues relating to outage and promptness of response
– Accelerating trend of customer defections (despite attractive incentives to stay)
– Growing impact on revenue base
 FIRST PRIORITY: “Broken” Incident and Problem Management Process
– Separate Help Desk processes for landlines, mobile, broadband incidents
– Poorly integrated Help Desk solutions for online (web), telephone, branch channels
– NO unified view of customer incidents across products and channels
 SECOND PRIORITY: Inflexible Order Fulfillment & Provisioning System
– Marketing dept has identified emerging trends and developed new product packages
– Current system takes > 6 months to roll-out new services (miss opportunity window)
– Need to roll-out new product packages within 2 months to leverage consumer trends
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IBM Business Process Management
Incident and Problem Management Process Issues
 Operation teams usually work in reactive mode - triggered by customer
complaints
 Lack of objective insights on time spent at each step of the
incident/problem management process
– Enables to plan for optimum use of resources
 Not enough automations in place for upfront ticket enrichment and problem
isolation resulting in lot of manual work
 Operations teams have to swivel chair between siloed / fragmented
applications, tools and peer-colleagues.
 Inability to track and monitor customer order progress, react to errors and
unexpected delays
 Inability to see key KPI required for evaluation of the process overall
performance as required by various roles: process administrators, CSRs,
business leaders
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IBM Business Process Management
Expected Benefits from the Proposed Solution
 Mean time to fix (MTTF) reduction
– Increased customer satisfaction
– Customer loyalty
– Revenue protected due to customer churn
 IT Staff redeployment / increase avoidance
– Built in flexibility allows for business driven changes to be implemented with no or reduced IT
involvement
- New KPI and reports; new services; process reconfiguration
 Reduced network downtime
– Alerts when it takes too long to fix
– Connection to network problem detection systems such as Netcool
 Business User (CCR) and IT Staff productivity increase
– IT cost savings
– Faster time to value due to better IT productivity
– Operation cost savings due to better productivity of CCRs
 Lost revenue avoidance due to downtime
– Network downtime results in revenue loss
– Customer retention and loss of market share
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IBM Business Process Management
Solution Overview
 Brief Overview
– This business process uses automation and choreography to streamline key process steps in the
Incidence & Problem Management area in Telecom: Detect, Enrich, Diagnose, Fix, Verify, Close
 Actors/Roles
– Customer Service Representative (CSR) – interact with customers
– Field Technician – fixes Network Troubles
– NOC Technician – Network Operation Center (detects issues and verifies fixes related to network
troubles)
– Process Supervisors – Monitor day to day performance of the process to ensure there are no
bottlenecks of SLA
– Business Managers – oversees the process KPI for SLA compliance
 Actors
– Service Assurance Systems (Fault, Performance, Trouble Ticketing, Test & Diagnostics, etc.)
 Pre-conditions
– There is noticeable degradation in the service provided to a customer or in the network infrastructure
that is impacting customer service
 Post-conditions
– The problem is successfully isolated, diagnosed and resolved
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IBM Business Process Management
Proposed Project Scope
 This is a pilot project and is limited to a subset of all possible automation
scenarios in Incidence / Problem Management will not be covered
– e.g. Escalation of trouble ticket is not covered
 Based on the ROI from this pilot project further investment may be
considered
 ROI is measurements are built-in into the process:
– KPI and reports that are generated automatically and available to LOB
Manageress who sponsored this project
 Compliance test will not be performed
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IBM Business Process Management
Pilot Success Criteria
 Success
– Being able to complete all the necessary steps in the Incidence & Problem
Management use case through either human tasks or automated tasks
– KPI and Reports can be used to measure ROI
 Failure
– Any errors or exceptions encountered in the service interfaces or mock services
for the underlying service assurance systems or in the business space UI
– Exception
- Any communication / database / authentication / data validity exceptions
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IBM Business Process Management
Incident & Problem Management Use Case

Problem Management - Network-Issues
1. System – Detect the problem
2. System – Triggers creation of a problem
ticket
3. NOC Technician – Problem ticket gets
submitted and assigned [DETECT]
4. NOC Technician – Enrich the problem ticket
with further information on the problem along
with any diagnostic information [ENRICH]
5. NOC Technician – Root cause determination
[DIAGNOSE]
6. NOC Technician – Identify fix to repair the
problem [FIX]
7. NOC Technician – Issue change
management request to deploy the fix [FIX]
8. Field Technician – Performs actual work and
fix the problem [FIX]
9. NOC Technician – Verify that the problem
has been resolved & closes the problem
[VERIFY]
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
Incidence Management – Customer
Issues
1. Customer – Calls the Telecom to report a
service issue
2. CSR – Creates problem ticket [DETECT]
 Determines if problem came from
Maximo or non-Maximo Help Desk
3. CSR – Enrich problem ticket with further
information from the customer [ENRICH]
4. CSR – Attempts to link customer complaint to
any known service-impacting issues /
outages or resolve by self or triggers creation
of a network problem ticket [DIAGNOSE]
5. CSR – Waits for problem to be resolved [FIX]
6. CSR – Verifies that the service is working
and closes the incident [VERIFY]
IBM Business Process Management
Process Flows – Incident & Problem Management
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IBM Business Process Management
Customer Problem Process Map
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IBM Business Process Management
Variations
 Network Issue Process and Customer Issues Process are very similar
– Rather than having two different processes we want to deliver a single process
invoking “Business Services”
– The “Business Services” handle the points of variability
- This can be done using Fabric, LOG JRules, Mediation Flows, WSRR, etc..
 For Customer Issues, in the Detect Trouble service we have another
“Business Service”
– This point of variability determines handles the Maximo or non-Maximo helpdesk as a single Service
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IBM Business Process Management
Use of Standards
 NGOSS eTOM
 TAM
 NGOSS OSS/J
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IBM Business Process Management
Business Manager Dashboard – Key KPI
 MTTF (Mean Time to Fix)
 MTTD (diagnosis) Duration
– Average time duration taken to fix
– Average time spent on diagnosis
– MTTF Duration / total # of trouble tickets
– Uses Average function
 MTTF (fix) Duration

– Average time spent to fix
– Uses Average function
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IBM Business Process Management
Business Manager Dashboard – Reports
 Trouble tickets closed per NOC Technicians
– The pie chart displays the number of tickets closed by each NOC Technician.
 Number of tickets handled by Field Technician
– The pie chart shows Trouble Ticket Fixed by each Field Technician for the given
period
 Number of tickets by status
– Closed and open
 Number of tickets by CFS (CSR) vs NOC Technician
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IBM Business Process Management
Dashboards
 Service Status
– Customer Churn %
– Tickets by Severity: Sev. 1-4
– VPN Availability (red/yellow/green)
– Tickets by Service: IPTV, VPN IMS
– IMS Availability (red/yellow/green)
– Tickets by Vendor: CISCO, Juniper,
Nortel, Alcatel, Huawei, Nokia
– IPTV Availability (red/yellow/green)
 Ticket Status
– Number of Tickets 7+ Days Old
– Number of Tickets 15+ Days Old
– Number of Tickets 30+ Days Old
– Number of Tickets Open
– Number of Tickets Closed
– Number of Tickets Escalated
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 Ticket Distribution
 Today’s Top 10 Issues
 Historical Trends
IBM Business Process Management
Business Measures
 Mean time to repair
 Ticket Volume
– By service – Internet, VOIP, IPTV
– By Network – DSL, IP, Transport, Mobile
 Service / Network availability (%)
 No. / % of customers impacting outages
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IBM Business Process Management
Dashboards
 Historical Trends
IMS Root Cause Trends
40
100%
35
90%
30
80%
25
70%
# of Tickets
# of Tickets
VPN Root Cause Trends
20
15
10
60%
50%
40%
30%
5
20%
0
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
10%
Nov-08
0%
CPE Failure
CPE Performance
Edge Network Failure
Edge Network Performance
Core Network Failure
Core Network Performance
Control Plane Issues
Other
 Today’s Top 10 Issues
Ticeket #
18
Apr-08
Severity
Start Time
Status
May-08
Jun-08
Jul-08
Application Plane Issues
Aug-08
Sep-08
Transport Plane Issues
Oct-08
SIP Issues
Issue Summary
Owner
INC0008465
1
11/1/08 10:00am
Working with vendor.
Nortel router outage affecting VPN customers in Chicago area.
NG-NOC
INC0008470
2
11/1/08 9:30am
Removing patch.
Multicast sessions not being setup affecting broadcast TV for south region.
IPTV-NOC
INC0008485
1
11/1/08 6:15am
Working with vendor.
Routing issues - causing congestion for VPN.
IP-NOC
INC0008486
1
10/30/08 11:00pm
Troubleshooting RCA.
Can't route internet traffice to asia.
Transport-NOC
INC0008475
1
10/30/08 10:30pm
Escalated to IT.
DNS server crashing.
IT-Operations
Nov-08
Other
IBM Business Process Management
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