This insight talks about constraints & bottlenecks in service provisioning.

1. WouldYou Like to ProvisionYour
B2B Customers Faster?

2. Confidential & Restricted
Confidential & Restricted
Confidential & Restricted
Confidential & Restricted
Order to activation (O2A)
2
The entire process of traditional order-to-activation has become complex
because of humongous increase in number of new services, applications
and devices storming the ecosystem.
Bundling of voice, data, video-on-demand, gaming, location-based services,
and enterprise integration with heterogeneous devices are opening fresh
revenue streams, but at the same time are threatening customer satisfaction
and customer retention.
Prodapt, as a thought leader in the global telecom market, has come up
with a capability for streamlining the O2A process for a customer
provisioning system by removing its bottlenecks and constraints by
reducing manual activity.
Prodapt is currently working with TIER1/TIER 2 customers based in North
America for optimizing their customers’ O2A process for improved order
management systems.
Order to activation is the end-to-end
process which starts with the
capturing of the order and ends at
billing of services offered. It goes
through the steps of service design,
service activation and verification.

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Why traditionalO2A approach is not optimized?
3
52%
48%
52%
Yes
No
KPIs Are Not Measured in RealTime
Business Objectives Affected by O2A Process
O2A process impacts
the CSPs’ bottom line
as well as customer
experience.
Improved
Customer Care
82%
Improve OPEX
of Manual
Handling
67%
Revenue
Leakage
Prevention
82%
No Single Point ofView
Not measured in
real time/near
real time
Service providers agree that the end-to-end view of the O2A
process is very important, but it remains very fragmented and
complex.
CSPs have both more than five direct and indirect channels each involved
in the O2A process as well as at least five internal departments.
82%
High Level of ManualTouch
40%
Automation within the O2A process
0-20% 80 – 100%
Indicated only 0-20%
of automation within
the O2A process
28% 13%
Indicated only
80-100% of
automation
Low levels of
automation
High number
of manual
touch points
High level
of error and
faults
Negative impact on
revenue and customer
satisfaction

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“Known & unknown” constraints
Fallout
Handling
Cross
Network
Orders
Revenue
Management/
Cost Control
Advance
Infrastructure
& Technology
Custom Code
to Adapt to
Change
Dependency
on Third-
Party Carrier
Need
Solution
Unknown constraints: Solution
needs to be identified
Known constraint: Solution
requires innovation
Fragile
Systems
Inaccurate
Product
Catalog
Dis-
connected
Swivel-chair
Systems
Lengthy
Installation
Known constraint: Solution requires
additional expertise & action
Order
Inaccuracy
Delayed
Due Dates
Data
Quality
Fragmented
Process
Multiple
Legacy
Applications

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The attempts being made by telecom operators
O2A affects the key business objectives of every service
provider today: revenue and customer satisfaction
Source : Ovum 2014
Eliminating
manual
components
to improve
efficiency and
reduce errors
Replacing their
legacy
technology
with hardware
and software
Process
optimization, in
order to
eliminate
redundant sub
processes
Every CSP has consciously attempted to improve its order-to-activate
process. But the outcomes have been short of expectation, even
disappointing.
Market Study
CSPs have been attempting to address the challenges in the
O2A process for a long time now with a short-term view.
Some of the ways that CSPs have tried to address the challenges by are as below
INEFFICIENT ORDER-TO-ACTIVATE CHAIN
As customers have become more demanding and services more complex, operators are discovering
that the traditional approach to fulfilling subscriber orders isn’t good enough anymore.
To enable product differentiation and gain the agility needed to succeed against competitors, the
service providers need to implement an optimal waiting time & minimized activation time to address
their lead-to-activate issues.
Customer
Order
Configuration
and Entry
Factory
Order(s)
Provision Activation
ValidateEnable
Customer
InvoiceCollect
Cash
Channel
Web
Speech
Mail
Email
Chat
Kiosk
Customer
Sell/ Contract/
Account
Setup
Sales
Process
This insight targets at CSPs who have inefficient O2A process which needs optimization in terms of
end-to-end processing time and help them achieve the fast time to market.

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Sub-systems involved in O2A
Lead
Management
System
Opportunities
in Funnel
Quote-
Purchase
Order/BQ
Order
Management
Sub-System
Provisioning
Sub-System
Activation
Sub-System
Revenue
Management
L2Q - Lead to Quote Pre-billing
O2A - Order to Activate
WHY PROVISIONING ALONE TAKES
MORE TIME IN
O2A PROCESS
20% 65% 15%Percentage of average time
spent in each system
TECHNO-FUNCTIONAL GLITCHES
NO STANDARD PROCESS
MORE REDUNDANT STEPS

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Provisioning “new” order: High-level process flow
Circuit ID
team works
on the circuit
naming
Sales team
submits
qualified
order
Connecting
facility
assignment
team works on
circuit design
Provisioning
team submits
service request
to other carriers
Provisioning
team
acknowledges
the FOC from
other carriers
Testing team
obtains “circuit
status” from
other carrier
via voice auth
Technician
works on cross
connects
installation
Incident/servi
ce request
placed for
“cross
connects”
Assign &
validate for IP
requirement
Provisioning
team
acknowledges
the DLR from
other carriers
Testing team
validates
CKT via loop
test
Schedule
for
activation
(hotcut)
Provisioning team
acknowledges the
provisioning
completion from
other carriers
Activation of
data & voice
products
Validate for
assigned
pricing
WT AT PT
4 days 1 days 40 min.
WT AT PT
10 days 3 days 40 min.
WT AT PT
5 days 1 days 20 min.
WT AT PT
4 days 2 days 5 min.
WT AT PT
1 days 6 days 15 min. 4 days 1 days
WT AT PT
1 days 4 days 10 min.
WT AT PT
3 days 1 days 15 min.
WT AT PT
3 days 4 days 5 min.
WT AT PT
41 days 3 days 30 min.
WT AT PT
25 days 3 days 180 min.
WT AT PT
29 days 15 days 60 min.
WT AT PT
2 days 6 days 15 min.
Process flows
doesn’t
involves other
carriers
Process flows
involves other
carriers
WT
AT
PT
Average
Waiting Time
Average
Assigned Time
Average
Processing Time
FOC- Firm Order
Confirmation; DLR-
Design Layout Record
Prodapt’s
Capability on
Optimization
WT AT PT
56 min.
WT AT PT
1 days 4 days 10 min.

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Most time consuming process: Deep-dive analysis
Max. average time spent in each
block in provisioning system
Critical reasons
Success factors which reduce
the delay
Block name
Testing team
validates
circuit via
loop test
Schedule for
activation
(hotcut)
Activation of
data & voice
products
WT
41 days
AT PT
3 days 30 min
WT
29 days
AT PT
15 days 60 min
WT
25 days
AT PT
4 days 180 min
Multiple circuits can't be tested at the
same time – restriction in testing
Manual intervention required in
loop testing
Dispatching technicians to
field
Third-party carrier dependency
Synchronization of
applications – system or
automation failure
Manual testing on Ethernet product
Delay in getting other carrier legs
Limited automation
Missing/incorrect info during
design leading to rework
Inventory data quality issue
leading to fallout and rework
Scheduling based on third-
party carrier availability
Technicians
appointment calendar
Robust application
platforms
Correct product/service at
first time
Effectively capturing the
order with clean data
Auto identification of cross
connect feasibility
Simplified product offering
Enrichment of missing parts
of the order information
from surrounding systems

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Key takeaways: Success factors which reduce the delay
Overall processing time of O2A can be optimized by
reducing the major time spent in three highlighted
blocks which add to the delay.
Major recommendations are below.
Physical
Scheduling
• Effectively
managing
technicians’
appointment
calendar
• Completion in 1st
truck roll
Third-Party Carrier
Availability
First-Touch Order
Resolution
• Optimized
scheduling based
on third-party
carrier availability
for testing and
followed by hotcut
• Uncompromising data
accuracy during order
capture process makes
order fulfilment to
complete on time as
expected
Manual follow-up of orders falling into jeopardy
Data quality issue leading to fallout
Number of manual touch points
Complaint calls related to order
Goodwill adjustment payment
Order cancellation rate
Order delay
Volume of orders handled in given timeframe
Net promoter score increases
Right at first time completion
Order flow through rate
Customer satisfaction
Activation lead time

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Conclusion
Today's telecom
industry is shifting
from market share
acquisition to
customer satisfaction.
Operators are
focused on how to
differentiate, target
their market
segment, and find
better ways to
understand their
customers.
Operators stand to
lose major revenue if
their order-to-activate
processes are not fast,
sophisticated, nimble
and able to get the job
done right the first
time.
The vision of every
operator should be highly
automated O2A process
more than 70% to
achieve the fast time to
market.

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Dallas
Tualatin
Amsterdam
London
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