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    Tiger team readou Tiger team readou Presentation Transcript

    • Antenna Solutions GroupEnterprise ISE/Public Venue AlignmentTiger Team overview - Opportunities to refine the Business model Orlando Moreno omoreno@hotmail.com 407.808.0322© 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained hereinare trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein arethe property of their respective owners.
    • Agenda • Mission • Key Takeaways • Findings, Recommendations, Schedules • Front Door process • Engineering • Tactical deployment responsibilities • Customer/Venue Management • Tools • Summary RecommendationsPage 2 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Key Takeaways • Venue Owners are Customers • There is no significant difference between how we should treat our Venue Owners and our Enterprise Customers • There is no significant difference between how we should deploy/support systems in public and private spaces • Common business model will allow us to drive synergies in ASG and Network • Alignment in front door – Tech Sales and Contracts • Alignment in Engineering as well as C&E tactical deployment responsibilities • Alignment in communication/management of Public/Private Business relationships • Alignment in communication to the Markets • Alignment in multi-carrier approach to sites (Customer agreements and Carrier leases) • Tactical Deployment steps for Public and Private should be aligned under common C&E function • Initial site walk through commissioning/on air • Vendor Management, compliance, commissioning • On site management of build • PM role in both Public and Private should be aligned with a common definition and role • Overarching project ownership; overall start to finish responsibility for a venue/customer • Managing schedule and scope of work; reporting on financials and financial performance to plan • Business relationship owner within ASG; Customer Management and executive reporting • Market Level communications • Tools and processes • Short term plan for a common toolset and a common long term tools vision is needed • Common reporting is an expected output of aligned business process • Maintenance and Repair should be seamlessPage 3 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Front Door, Sales and Contracts Responsibilities • Findings • Many similarities although terms differ • Enterprise Master Project List (MPL) reflects Opportunities, Prospects, and Active Projects (total work pipeline) • Public POD, POR, POE functionally similarly reflects Public Venue work pipeline • Public vs Private definitions have been created/documented but have some ambiguity • sometimes an Enterprise customer is associated with a public venue (MD Anderson) • Care/feeding of ABS Sales and Enterprise customers needs to be consistent • Key front door responsibilities roll up to different ASG functions • Technical Sales/Consulting – Zack/Blaser for Public; Erickson/Loncke for Enterprise • Contracts responsibility - Morris/Knight for Public; ABS/Erickson/Loncke for Enterprise • Informal communication (Erickson/Morris) for multi-carrier and corporate building venues • Key Neutral Host concepts/strategies in Public agreements need to find their way to Enterprise • ABS Sales traditionally saw ISE solutions as opportunity for exclusivity • Front door Interface to ABS Sales – Armstrong/Loncke for Public; Erickson/Loncke for Enterprise • Authorization of projects is different • ABS Finance approval and contract signature (Enterprise) • Enterprise PM team authorizes work based on Finance approval and contract execution • Term sheet signed (Public) • Strategy for Tools/systems needs to be vetted – different systems to manage the data • Quickbase for Public; ACE for EnterprisePage 4 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Front Door, Sales and Contracts Processes Alignment Opportunities Public Venue Enterprise In-Building VPGM / RAN ABS Sales / Provide Venue information / (ABS Sales Team) (ICB Pricing) contacts if Initial Request Approve funding available. from ABS Sales Development ASG Market (Loncke) Armstrong Negotiate contract Erickson Validate Validate Set up call / initial Develop business with customer Stage 1 request opportunity, initiate opportunity, initiate Sales Complete presentation to case, request (contract language info from Sales activities to activities to Customer AT&T capital provided by ABS support support Contracts) Technical Sales ASG Sales & RF Engineering BTS BDA Stage 3 / Project Set up call / initial Venue Owner Setup 2: present presentation to agrees? Term proposal to Venue Venue sheet signed? Owner (Blaser) DAS Engineering Stage 2: enter into Stage 3 / Project Stage 3 / Project Stage 4 / Define preliminary Sign off / approve iPlan, submit LRF, Setup 1: Setup 2: create Technical Technical Solution final design (BTS approve for project Provide Project prelim RFDS Approval (BTS fed) fed) set-up Info & PTN for Ace Market Define preliminary Sign off / approve Technical Solution final design (BDA (BDA fed) fed) ASG Operations Support and Project Management (Knight) Morris Negotiate contract with venue BTS BDA Hawkes & Carswell Goree Assign PM Kickoff Meeting Assign PM Kickoff MeetingPage 5 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Front Door, Sales and Contracts Process Options Presented by Team (1) Leave as is currently structured and align systems used for front end activities (2) Align key functions under consistent ASG AVP teams • Option 2A - Align Vertical Marketing, In Building Solution Consultants, Tech Sales, and Contracts under common leader (creates model that resembles current Enterprise Front Door structure if functions are integrated*) • Option 2B - Align Enterprise In Building Solution Consultants with Public Tech Sales under single leader while aligning Enterprise and Public contracts function under single leader AVP (Blaser, Loncke, Knight) Direction on 3/4/2011: – Remove Option 2B from consideration – Continue Team’s work focused on integrating Front Door functions and Processes • Subteam to consist of Jim Erickson, Mike Armstrong, Chris Zack, Jon Morris, Alan Goree – Team Deliverables: • Further develop pros and cons of Options • Provide Recommendation including : – Detailed process flow and update to the RACI – Synergies to be gained from recommendation – Appropriate timing to implement – Recommendation to AVPs by 3/24 (draft) and 3/31 (final); to VP by 4/8 * Enterprise “contracts back office” function stays in ABSPage 6 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • DAS Engineering Responsibilities • Findings • Enterprise team relies on Market for design review/approval • Public ASG team relies on ASG Engineering team • Communication to align BTS Engineering support in ASG finalized for distribution • BTS fed Enterprise solutions will be supported by ASG Engineering • Repeater/BDA solutions (where required) continue to require Market engagement/support • Recommendations • Migrate responsibilities for Enterprise BTS fed solutions from Markets to ASG DAS Engineering team • BTS fed Enterprise solutions will be supported by ASG Engineering • Repeater/BDA solutions (where required) continue to require Market engagement/support • Communication drafted • In leadership’s hands to distribute • Schedule • 2/21/11 – Internal Communications complete • 3/08/11 - Complete Final review with Saska, Blaser, Davis • 3/11/11 – Distribute communication and schedule training • 4/15/11 – Complete transitionPage 7 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • DAS Engineering Responsibilities Task Migration Current Market Engineering Tasks moving to ASG DAS Engineering • For Enterprise Customer BTS Fed Solutions • Pre-Sales Support • Vendor Recommendation • Review and Approval of the Preliminary and Final Designs • Configuration and Commissioning Potential future Opportunities for Vendor Tasks moving to ASG DAS Engineering (in sourcing of Enterprise Engineering Design) • For Enterprise Customer BTS Fed Solutions • Design Site Walk • Develop Preliminary Design • Develop Final Design Schedule for future opportunities TBDPage 8 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Tactical Deployment Responsibilities • Findings • Detailed Enterprise PM tasks/responsibilities are C&E tasks/responsibilities in Public • Enterprise - PM manages all of the deployment piece with Vendor support • Public - C&E manages the vendor and internal systems • Toolset at front end is different (ACE vs Quickbase), but CASPR is consistent • Reporting responsibilities need further clarification • Reporting on deployment status; Reporting to Markets; Reporting to Customers/Venues • Tracking metrics • Enterprise uses separate purchasing and inventory warehouse • Recommendations • Engage C&E to support Enterprise builds; Align Public/Enterprise PM functions to common role • Communicate C&E functions/tasks that are transitioning • C&E Manages Enterprise builds and Public builds consistently • Communicate ASG PM model and responsibilities • PM manages venue/customer communications, overall project accountability, financial performance to plan • Align on common toolset (QB) to support the deployments • Schedule • 3/15/11 - Gain AVP/Davis buy-in • 3/15/11 – Assess resource impacts to/from ASG PM, and ASG C&E teams • 4/01/11 - Communicate/Implement change for all new projects; assess resource impacts • Communicate and train C&E functions/tasks transitioning • Communicate and train ASG PM model and responsibilities • 5/01/11 – complete transitionPage 9 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Tactical Deployment Task Migration: ASG C&E and ASG Project Management Current Enterprise PM Tasks moving to ASG C&E • Update of CASPR Data via Mobius • CFAS/ACE Processing • Order Equipment; Issue PO’s and Manage cost • Transport planning/ordering • Regulatory Processing; Compile and File all final Regulatory Information • E911 Setup and Verification • Data Fill Verification • Vendor Management • Onsite construction management • Site Integration and RF optimization • On-Air Site acceptance • Turnover Package Current ASG C&E Tasks moving to/remaining with integrated ASG Project Manager • Manage Customer Relationship, communication and issue resolution • Weekly Project Level Status Reporting • Project Level Issue/Action Item Management • Conduct Regular Status Calls • Maintain Master Project Schedule • Primary Market POC for Status • Executive/Management Reporting (when required) • Quickbase status updates • Final On Site notificationPage 10 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Customer Communication and Management • Findings • Need clarity on overall owner(s) of business relationship with venue and/or Enterprise customer. • In Enterprise model, IBSC Team manages front door work thru contract; PM team manages through on air. One handoff end to end, with PM being primary customer POC for majority of the project • Enterprise PM team updates Markets via MPL distribution only • In public model, customer is handed off as we move through the process; no end to end relationship or SPOC for customer/venue • Public PM team manages Market level communication/coordination; much more significant interaction/communication/status/presenting from PM to Market Leadership • Need to reduce the multiple handoffs our customers/venue owners see • Recommendations • Establish and communicate a single, Primary AT&T customer/venue interface from initial contact through the point of term sheet signing (for public venues) or ABS Finance Approval (for Enterprise) • Establish and communicate PM function as primary AT&T customer/venue interface from the point of term sheet signing (for public venues) or ABS Finance Approval (for Enterprise)Page 11 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Customer Communication and Management Proposed Future State • Defines Primary Contact to Customer Executive/Single Point of Contact • Provide project executive status upon request; coordinate with other functional touch points for comprehensive status • Pre-term sheet signing/ABS Finance Approval: Tech Sales (Public) /IBS Consultant (Enterprise) • Post-term sheet signing/ABS Finance Approval: ASG Proj Mgr • Continues Functional Contacts to Customer Functional Peer • Work with and provide status to functional peer to complete function (for example: ASG Contract MgrCust Lead Negotiator, ASG C&ECust Site Manager/Facilities Mgr) All Venues (Public and Enterprise) ASG Vert Mgr ASG Tech Sales ASG Contracts /IBS ASG DAS Eng/C&E ASG C&E Mgr Market ASG Towers /IBS Consult /IBS Consult Consult Tech Sales/IBS Consultant Term Sheet ASG Project Manager Signed/ Finance Approval ABS Sales Markets Carriers Venue / Customer12 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Project Management Responsibilities Common roles for ASG Project Manager Common Roles/Responsibilities for integrated ASG Project Manager • Lead of cross-functional Team • Manages Kickoff Calls – both Internal and External with Customer/Venue • Conducts Weekly Project Team meetings/Status Calls • Provides Weekly Project Status/Status Reports • Tracks Issues/Manages Action Items • Manages Risk Identification, Assessment • Produces and manages Master Project Timeline • Serves as Primary Customer Point of Contact for formal Status/Escalations • Serves as Primary Market Point of Contact for formal Status/Escalations • Produces Management Reporting Packages (as required) • Manages Project Level Financial reporting (in conjunction with BP&F) • Ensures Project level Quickbase Data is accuratePage 13 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Tools and Process Responsibilities • Findings • ACE (Enterprise) and Quickbase (Public) have different functions and data • PACE as replacement for CASPR will further refine future toolset • Common data repository; owner of the tools and the data necessary to integrate • POD/POR/POE - processes defined based on Venue type or Public/Enterprise model • Recommendations • Assign resources to manage/implement 2 phase plan to integrate tools • Phase 1 (2011) – Migrate ACE functionality/reporting into Quickbase • Phase 2 (2012) – Move relevant functions (as possible) from Quickbase into PACE • Dual entry/management during transitions to ensure reporting functionality is not lost • Continue to communicate overall development plan and mission for Mobius tool • Requirements definition, release schedules and data flow between QB, Mobius, CASPR/PACE • Consider aligning ASG tools development within single group • Schedule • 3/15/11 - Gain AVP/Davis buy-in • 3/15/11 – Identify PM/ICS/Shared Services resources to define requirements and implement • 3/15/11 – 4/15/11 – Define and document requirements – ACE, IBSC tool, reporting • 4/15/11 – 6/15/11 – Develop Quickbase functionality to support • 6/15/11 – 7/15/11 – System Test • 7/15/11 – 8/15/11 – Data upload and training • 9/01/11 – Go Live • 12/31/11 – Sunset ACEPage 14 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Summary Recommendations Function Recommendation Implementation Target Target Front Door, Sales, Contracts 4/8/2011 TBD DAS Engineering BTS-Fed Review and Approval 3/8/2011 4/15/2011 BTS-Fed Design TBD TBD Tactical Deployment (C&E and PjM) Complete, 5/1/2011 Pending VP Approval Project Management Complete, 5/1/2011 Pending VP Approval Customer Management Complete, 5/1/2011 Pending VP Approval Tools Complete, 9/1/2011 Pending VP ApprovalPage 15 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Page 16 © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
    • Orlando Moreno omoreno@hotmail.com 407.808.0322© 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained hereinare trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein arethe property of their respective owners.