Transcript (L2C) Operational Model

L2C Operating Model
Organisational design update
Pete Stewart & Mike Cook
March 2011
1
Agenda
•
A reminder of what’s happening and why
•
Indicative timelines
•
The next level of detail
•
Impact and selection process
•
Next steps
•
Over to you – Q&A
Current state vs. future state
Current Operating Model
Future Operating Model
Service Operations
Service Enablement
Service Optimisation
Production Planning
Service Configuration &
Migrations
Service Integration
Service Delivery
Service Enablement
BT Mobile Service Delivery
UK Data Service Delivery
UK Voice Service Delivery
International Service Delivery
Complex Customers & Migrations
Energy & Carbon
Energy & Carbon
The ‘future’ model will be more Customer-centric and create a scalable
organisation with clear accountability for delivery
Implementation update
• Production planning currently in interim ‘lift and shift’ structure whilst the
team determine the most effective structure to support the Flows
• Complex Customers & Migrations Flow structure still being finalised
• International Service Delivery structure defined, but we plan to
implement this in conjunction with the Complex Customers & Migrations
timeline
• Service Enablement & Energy & Carbon org structures not impacted
• We are now in a position to share the UK Data, UK Voice & BT Mobile
Service Delivery team structures, in preparation for implementation
Planned UK Voice, UK Data & Mobile Flow timelines
14-Feb
21-Feb
28-Feb
07-Mar
14-Mar
21-Mar
28-Mar
04-Apr
Union comms
07 Mar: SMT ‘heads up’ call (share Mob, Voice
& Data structures
08 Mar: L2C All Hands Call (share Mob, Voice &
Data structures
09-15 Mar: Individual mapping
conversations following structured plan
Selection activity as
required
Ongoing communications and engagement
CPAs in
place
BT Mobile Service Delivery - Mike Cook
BT Mobile Service Delivery: Accountable for End to
End delivery of service, Customer Experience and cost
efficiency of the Flow. Lowest level of accountability
for an E2E order journey is at sub-flow level, with subflows (consisting of Major BTW Customers) organised
around the Flow of work
Note: Access Delivery process step: Access
Delivery coordination will sit within UK Data Flow,
and be shared between UK Voice, UK Data & BT
Mobile teams
Director, BT Mobile
Service Delivery
Mike Cook
Vodafone
VF
Operations
Management
Vodafone
Delivery
Management
MBNL / EE
(TMob, H3G & Orange)
O2
02 Delivery
Management
02 Operations
Management
E2E order activities for each of the 3 Sub-Flows
• Customer Order validation
• Order Entry (MEAS)
• Order Mgt/Job Control (MEAS)
• Order Mgt (RBS/SiteConnect)
Products: MEAS, SiteConnect, RBS
BT Mobile will engage the Access Delivery team
to complete this step - however the BT Mobile
Sub-Flow still remains accountable for the E2E
order journey
MBNL/EE
Delivery
Management
MBNL/EE
Senior Ops
Management
Planning &
integration
Planning &
Network
integration
HE MEAS
Planning &
NPI
Forecasting &
Capacity
Delivery
Access Delivery
(legacy products)
Equipment
Forecasting &
Supplier Mgt
Planning activities:
• Planning, Network integration
• Config/Test & turn up
• MEAS HE planning
• Forecasting, Customer commercial (trade)
interaction with MFUs
• New product introduction, synthetic
evaluation, supplier management
UK Data Service Delivery – Pete Stewart
UK Data: Accountable for End to End
delivery of service, Customer Experience
and cost efficiency of the Flow. Lowest
level of accountability for an E2E order
journey is at sub-flow level, with sub-flows
(consisting of logical product groupings)
organised around the Flow of work
UK Data Service Delivery
fixed W S & OR CP’s
WS Fixed
PPC/RBS/
Int'connect
WS Fixed
Ethernet /
MSIL
OR
EBD/GEA
E2E order activities
• Order Entry
• Network & service
coordination
• 21c Network planning
EBD/GEA
• Order Mgt & Job Control
Offshore order entry: Offshore OE teams
would sit centrally under an Offshore lead,
and matrixed into the Sub-Flow teams to
undertake their activity.
Director, UK Data
Service Delivery
Pete Stewart
UK Data Service Delivery Rest
of BT
RoBT
MPLS/PCs
RoBT
WAN/CE
RoBT
Ethernet
E2E order activities
• Network Planning (21C Ethernet )
• Core routing/assignment
• CPE ordering
• Data Config & commissioning
• Order Management & Job Control
• Service coordination
Accountability for the E2E order journey
remains with the Sub-Flow lead
Escalations
mgt
Access
Delivery
UK Data
Offshore mgt
Offshore
resource
pool
Access
Planning
Core
Routing
Delivery Mgt
Key activities undertaken in
Access Delivery:
• Access planning (radio & site
survey)
• Core routing/assignment
• LLFN
• Delivery management –
Customer Networks
Products: SiteConnect, PPC,
NetStream/Prime, CommLocate
Interconnect, IFA, Broadband
Centrals (WMBC)
RBS & SiteConnect = OE
Service task only
Products: IPClear , Start MSP,
BTNet, IP Converge, Metro/EquIP,
Internet Access, IP Enabled, WAN,
Dial IP, Cellstream, Framestream,
Megastream, Learningstream,
Continuity Products + RedCare,
Kilostream, Kilostream N, Analogue,
SHDS/ MegaStream Ethernet, CCTV
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Note: Access Delivery
coordination will sit within UK
Data Flow, and be shared
between UK Voice, UK Data & BT
Mobile teams
UK Voice Service Delivery – Pete Stewart
UK Voice: Accountable for End to End
delivery of service, Customer Experience
and cost efficiency of the Flow. Lowest
level of accountability for an E2E order
journey is at sub-flow level, with sub-flows
(consisting of logical product groupings)
organised around the Flow of work
WLR/BB/PSTN/ISDN2/ ISDN30 &
switches Flow
PSTN/ISDN2 /WLR/BB/
Small & Med Switch
ISDN30 & large
switch
E2E order activities:
• WS Order Entry & Service
• Switch Manager Support & CPC
• OSS Config/Admin CSS/SM
• Service co-ordination OM/JC
• No Allocation/Data Build Fall out
tasks
• Numbering & Addressing Solutions
• Number/ Port Allocation
• Data Build/Config/ Testing
• Switch Config & Testing
Products: PSTN, ISDN2, WLR,
Broadband , Small, Medium & Large
switch, ISDN30, WLR ISDN30
Offshore order entry: Offshore OE teams
would sit centrally under an Offshore lead,
and matrixed into the Sub-Flow teams to
undertake their activity.
Accountability for the E2E order journey
remains with the Sub-Flow lead
Head of UK Voice
Featurenet, Featureline,
Embark & IP Voice Flow
UK Voice Offshore
mgt
Featurenet / Embark / IP
Voice
Offshore
resource pool
E2E order activities:
• Order Entry
• Featurenet Design & Delivery
• Featurenet Data Build/Config
• Service co-ordination OM/JC
• Featureline / Embark Data
Build
• VoIP Data Build & Config
• IP Exchange OE & Service
Products: Featurenet,
Featureline, Embark, HUCs, SIP
trunking, MMVOIP, IP Exchange
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Access Delivery
Note: Access Delivery
process step: Access
Delivery coordination will sit
within UK Data Flow, and be
shared between UK Voice, UK
Data & BT Mobile teams
BT Mobile will engage the
Access Delivery team to
complete this step - however
the UK Voice Sub-Flow still
remains accountable for the
E2E order journey
Impact and Selection process – Chetna Shah
Impact to individuals and approaches to selection will be as follows:
•
‘Lift and Shift’
– Individuals will be directly placed into roles where the new role in the function
remains predominantly the same and where the same number of roles are required
•
Job Cease
– Individuals will be displaced / made surplus where the role does not continue in the
new organisation and/or there is a reduction in the number of roles
– Where there are job ceases we will follow country guidelines and policies regarding
selection
– Dependent on country policy individuals whose job ceases will be offered the
opportunity to apply for roles at a similar level in the new organisation predominantly
through closed recruitment
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Impact and Selection process
•
For new roles in the organisation:
– We will advertise through closed recruitment and select through short list and
interview
– In some instances we will undertake a paper placement exercise into roles which
have changed but where we consider the skills and grading to be commensurate to
the previous roles
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Next steps
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Continue as usual – your customers need you to continue delivering
great service
•
Understand the changes being implemented
•
Understand the rationale
•
Keep focused on day to day responsibilities
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Over to you
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