The document outlines the challenges and requirements of service quality management (SQM) in the telecommunications sector, emphasizing the necessity of a customer-centric approach to enhance overall service quality. It highlights the importance of integrating operational requirements with customer experiences, utilizing proactive monitoring, and adapting to new market trends and technologies. Key components include service level agreements (SLAs), quality indicators, and the role of various stakeholders in maintaining effective service quality management frameworks.

1. Service Quality Management OSS Requirements in SQM ecosystem Krzysztof Jasek, OSS Product Manager TM Forum Webinar 9th October 2008

2. Comarch - 1 7 th years experience in Telco Since 1993, Comarch has been specializing in designing, implementing and integrating solutions and services for telecommunications operators Today, the capital group employs 3 5 00 people , has customers on 4 continents in more than 20 countries and over 3000 projects

3. Comarch for telecommunications T-Mobile Austria, Germany ; O2 Germany GmbH & Co. OHG, Germany Auchan Poland, France ; Vistream, Germany; BT InMo , Netherlands; PTC / Era (T-Mobile Group), Poland; Polkomtel SA , Poland; NASK , Poland; Orange , Poland; TPSA - Polish Telecom (FT Group), Poland; DIS - Department of Information Services of The State of Washington, USA Bite Latvia and Lithuania; Vivatel (BTC Group), Bulgaria; Customers Product Suites: OSS Service Assurance OSS Process-driven Inventory CRM for Telecoms, Self Care Convergent Billing, InterPartner settlements Managed value added services for telecommunication s

4. "End to End Service Quality" A re YOU still listening? Customer Experience? – not my problem! The link between the psychology of marketing and customer relationships The sum of total experiences a customer has with a provider Perceived as emotional, subjective, over hyped & impossible to manage Quality of Service? – not my problem! Area of telecommunications and traffic engineering Provide different priorities to different data flows Probes emulating end-user activity at a network edge Perceived as mostly technical, bandwidth related and closed issues Overloaded terms, marketing hype, focus on extreme or narrow interpretation. Lack of complete end to end approach to quality management.

5. End to End Quality – Customer - Centricity How do you translate customer experience into operating requirements? " I want it to work like in the brochure” ( " I didn’t read it, I saw the commercial”) Why didn’t you fix that?” ( " The problem I haven’t yet reported”) " Does it come in black?” ( " Looks better with my new TV”) Process automation, SDP and Service Delivery Framework for the value chain Pro-active monitoring, analytical i nventory, company-wide quality management program Provide new services, add value to existing ones, refine business model and create value chains ?

6. New T rends in Telco E nvironments Low deployment cost Greater flexibility Content-based services Stakeholders and users are changing Clash of industries: process frameworks, best practices and data models IT & Application New markets and new customers Easy composition of services Deregulation Innovation potential Inter- company process management Tracking SLA and potential problems Emerging service risk Service E cosystems: Value Chain Cut integration CAPEX and OPEX Maintain company-wide processes Optimize silo OSS architecture Utilize technology convergence Integration or exchange of stovepipe systems Complex service documentation and relation s to resources Network Convergence Strong competition in Telco market Quality as main competitive advantage Large stress on quality SLA driven by customer rules Customer-centric organization Technology Shift Drivers SQM C hallenges

7. Push mail Black B erry service (simplified Enterprise version) Enterprise IT Enterprise ISP BlackBerry Provider (RIM) Leased Line Provider Mobile Operator End User Mail Server BB Enterprise Server (BES) Internet (VPN) RIM NOC Core Transport & IP Radio Access Customer End Device

8. OSS Service Quality Management Process Benchmarking "End to End Service Quality Management" must mediate between customer experience and operational requirements Service Monitoring SLA Business Rules Service Quality Management

9. OSS requirements for End to End SQM Customer Necessities Communication Expectations Atmosphere Brand Ethics Emotions Linking Customer and Resources KQI definition Service composition & provisioning Active/Passive Probe Service Monitoring SLA Management Resource Technological focus Traffic engineering Planning & Readiness Quality of data and supporting tools IT & Application Management Resource Service Customer Customer-centric approach allows analysis of real requirements for SQM Service Quality Management can be as good as its least covered aspect Only what gets measured gets managed To achieve a real end to end result, all aspects must be considered and all parties involved

10. SQM – What’s In, What’s Out Service Quality Management Application monitoring, average response times, faults, log analysis IT Systems/Applications Contact information, tracking, time to repair, time to deliver, … CRM Value chain information, SDF quality interfaces Supplier/Partner B2B Metrics approximating end user experience, active tests Probes Alarms, states, performance indicators, root causes and correlations Network Monitoring Best and worst services, customer satisfaction Sales & Marketing Current services, potential problems and SLA status Customer High level process quality indicators, trends and risks Senior Management Risk management, legal SLA validation, refinement and pricing Financial & Legal Incident and problem enrichment & support, operational requirements Network O&M

11. OSS SQM C omponents SLA Network E2E OLA TT IT Service Inventory Documentation of service structure, inter-partner relationships and resource relations Service Quality Management SLA Objectives / Monitoring Documentation of SLAs defined by customer, based on all aspects of the service SKMS Service Knowledge Management System Knowledge related to service – supporting processes, service behavior, known errors, market data, history. CFS RFS RFS R R R RFS R R R RFS R R R R RFS R R R KQI Metrics Measurements SLA Objective SLA Monitoring / Impact Analysis Enrichment, propagation mechanisms and translation of customer-centric SLA

12. Customer, Service, Resource Inventory Every aspect of the service can potentially be stored in an SQM solution Inventory of service to resource mapping: Base for SLA to OLA definition Support for service-related processes Tracking the problem Service Activation Propagation of services throughout the value chain

13. Customer-Centric Top-Down SLA Individual SLA approach Customer wants to define SLA in his/her terms Customer-centric SLA needs another level of flexibility Semantic composition pattern Atomic objectives related to any aspect of service provided Translation of SLA Objectives to OLA and UC requirements SLA as Business Rule Objectives as policies Service aspects as business facts KQI Metrics SLA Objectives KPI Measurements OLA Objectives " I want to set rules! ” Customer / SLA Service Level Management Resource / OLA

14. Risk Management & SLA over value chain Service Financial Risk Service Level Agreement (SLA) What you sell What you have What you can expect SQMs goal in the era of value chain ecosystems and customer-centricity: Leverage service management to proactive and predictive operating management Customer-centricity Firefighting Technology-oriented interfacing Service Risk Management Over-provisioning & Hope Service quality awareness e2e SQM OLA UC SLA Operating Level Agreement (OLA) Underpinning Contract (UC)

15. Push mail Black B erry service (simplified Enterprise version) Enterprise IT Enterprise ISP BlackBerry Provider (RIM) Leased Line Provider Mobile Operator End User Mail Server BB Enterprise Server (BES) Internet (VPN) RIM NOC Core Transport & IP Radio Access Customer End Device

16. Push mail Black B erry – Quality assessment Examples Email Success delivery ratio Email latency SQM End user device Request reaction times DNS Latency BES Availability RIM Leased Line Availability GGSN Availability Enterprise Internet Access Radio Access Mean Time To Repair Customer-centric quality indicators Quality assessment indicators Quality surveys Email latency

17. Push Mail Blackberry – Service Model Mobile Operator perspective, high level Lesson 1: It is possible to define a high level general model for the service, but a detailed service tree needs to be designed according to the organization’s processes, business and technical environment in order for it to be practical. Lesson 2 : End device and contact with the customer have potentially the greatest influence on Customer Experience and are also the hardest to manage. Blackberry BB Retail BB Enterprise Internet Access Core Data Transport Service Config Enterprise IT BB Leased Line Radio Access ASTP SS7 RIM Relay Mail Server BES UMTS GSM DNS GSN Customer Facing Service Resource Facing Service Resource Group or Instance 3rd party supplied service

18. Thank you Krzysztof Jasek OSS Product Manager E-mail: krzysztof.jasek@comarch.com Version 1.0