2. Rochester Telephone Corp.
COST/BENEFIT ANALYSIS
Purpose:
To gather and compile the data required for the preparation of a cost analysis report to be used for determining the feasibility of
replacing the existing Legacy Systems known as RRS, 4-Tel, and UDS II. This analysis must clearly indicate whether RTC should
proceed with the acquisitions and what are the cost/benefits to be incurred by the corporation.
The methodology used for the preparation of the work sheet will be a comparison of the old against the new with the emphasis being on
effective utilization of human and material resources, expert control of the work flow, measurement of customer perception of service,
and assurance of system/processes longevity.
This document is to viewed only as the work sheets required for the gathering of pertinent data needed to fully understand the present
methods of processing trouble reports and service orders and the costs associated with these methods.This data will then be used to
perform the comparison of systems stated above.
Procedural Outline of Document:
Section:
A. Work Volume Data.
B. Work Time Pricing.
C. Utilization of Human Resources by Job Classification.
D. Utilization of Human Resources by Work Types.
E. Work Flow - Affecting Factors to be considered.
F. Problem Management - Incurred Costs.
G. Service Provisioning - Incurred Costs.
H. Network / System Optimization Worksheets.
Frontier Corporation Confidential 4
3. Section
A. Work Volume Data - Daily:
1. Average total number of trouble tickets and service orders processed daily.
a. Service Orders: 210 Source: CISR and Input from Force Mgmt. Coach.
b. Trouble Tickets: 854 Source: E-2700 and Input from Workforce Coach.
2. Average number of trouble tickets and service orders carried over from previous day/days.
a. Service Orders: 64 Source: CISR and Input from Force Mgmt. Coach.
b Trouble Tickets : 100 Source: FIT Report,E-2700, and Input from Force Mgmt Coach.
3. Average number of daily tickets and orders not requiring dispatch.( RCV type work)
a. Service Orders: 7 Source: CISR Report
b. Trouble Tickets: 49 Source: FIT Report.
4. Average number of Missed Appointments per day.
a. Service Orders: 39 Source : CISR Report
b. Trouble Tickets : 61 Source: E-2700 Report
5. Average number of Outages over 24 hours.
Trouble Tickets : 64 Source : E-2700 Report.
6. Average number of Repeated reports daily.
a. Service Orders: NA
b. Trouble Tickets 63 1-30 days 250 30 + days Source: E-2700 and FIT Reports.
c. Subsequent reports: 139 Source: FIT & E-2700 Reports
7. Average number of “No Trouble Found” closures per day.
Trouble Tickets : 153 Source: FIT Report & E-2700 Reports
Section A (cont.)
8. Average number of dispatched “Trouble Found in Customer Owned and Maintained Equipment”.
Frontier Corporation Confidential 5
4. Trouble Tickets : Not Affecting ( Required a dispatch to accurately isolate the trouble)
9. Average number of customer calls to “Check Status” of previous report or pending service commitment.
Number of Calls : 242 Source: Repair Answer Coaches.
10. Average number of tickets sent to 4-Tel that are statused as ROH. (sent back for retest).
Trouble Tickets : Not Affecting Source: UDS Programmer Consult.
11. Average number of tickets sent to 4-Tel that are statused to the test desk.
Trouble Tickets : 197 Source: FIT Report.
12. Average number of tickets sent to the test desk that requires dispatching to the work force.
Trouble Tickets: Not Affecting Source: UDS Programmer Consult.
13. Average number of tickets routed to the desk tech that are handed off to other bureaus.
Trouble Tickets : 49 Source: FIT Report.
14. Average number of dispatched tickets and orders that are coded as “Customer Action”.
a. Service Orders: 15 Source: CICR Report
b. Trouble Tickets : 118 Source: FIT and E-2700 Reports.
15. Average number of tickets and orders that contain wrong customer or facilities information.
a. Service Orders: 20 Source: Project Coordinator.
b. Trouble Tickets : 30 Source: Project Coordinator.
16. Average number of tickets and orders that requiring (2) or more techs to complete.
a. Service Orders: 0
b. Trouble Tickets : 0
Section A (cont.)
17. Average number of trouble tickets that have been Loaded to the workforce and Not completed.
Trouble Tickets : 22 Source: FIT Report
Frontier Corporation Confidential 6
5. 18. Average number of service orders that have been Loaded to the workforce and Not completed.
Service Orders : 10-15 Source: Force Mgmt. Coach
19. Average number of tickets that were initially dispatched as PDO and later re-dispatched as PDC.
Trouble Tickets : Not Affecting
20. Average number of service orders manually injected daily through the UDS system. (Not Pre-Loaded)
Service Orders : 6-7 Immediate - 15 Sooner than available Source: Force Mgmt. Coach
Notes: On the average, there are 108 work items that will be completed after normal business hours.
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
___________________________________________________________________________________________________________
_________
Section
B. Work Time Pricing. (In Minutes) (Unless otherwise stated, times requested are those incurred by human resources).
Estimated times for this section was obtained as a result of individual interviews with coaches and other knowledgable Human
Resources from a list provided by RTC’s Project Manager William Diehl.
Frontier Corporation Confidential 7
6. 1. Estimated time required for receipt of customer report and entering into RRS: 3 min
2. Estimated time required for processing a ticket Not requiring a dispatch. (Such as RCV trouble): 3-5 minutes
3. Estimated time required to dispatch a ticket or order to a tech. (SVEN or clerks reading the information): 5 min
4. Estimated time spent answering a customer request for a status: 20 min (Includes both clerk and dispatcher)
5. Estimated time spent by desk tech on a ticket previously sent to 4-Tel: 10 min
6. Estimated time spent each day laying out the workload from the order due report: 170 min (Coaches)
7. Estimated amount of time required each day for performing the “Autoload Process”: 120 min (Dispatch Supr.)
8. Average completion time required for a simplex service order: 60-90 min (Tech)
9. Average travel time associated with a simplex service order: 30 min (Tech )
10. Average time required to close or code a service order: 5 min (Tech + Installation Clerk )
11. Average clearing time required per trouble ticket: 45 min (Tech)
12. Average travel time associated with a trouble ticket: 30 min (Tech )
13. Average time required to close or code a trouble ticket: 3 min (Tech + Repair Clerk)
Section B (cont.)
14. Average time spent correcting a facility or customer info. error on a ticket/service order: 5 min (Tech + Clerk)
15. Average time spent making an individual entry on a time sheet: 1-2 min (Tech)
16. Average time spent loading service orders into UDS: NA System downloads.
Frontier Corporation Confidential 8
8. 3.Completion Clerks: = (A.1.b ) + (A.6.b) x ( B.13 ) = 42.70 hrs
60
4.Installation Clerks: = ( A.1.a) x ( B.3 + B.10 ) + ( A.15.a x B.14 ) = 36.67 hrs
60
5. Desk Technicians: = ( A.9 x B.4 ) + ( A.11 x B.5 ) + ( A.12 x B.5 ) = 140.0 hrs
60
6.Telecom Specs:
a. Service Orders = (A.1.a) x [ B.3 + B.8 + B.9 + B.10 + B.15 ] + [ A.15.a x B.14 ] = 355.1 hrs
60
b.Trouble Tickets= ( A.1.b) x [B.3+ B.11 + B.12 + B.13 + B.15 ]+ [A.15.b x B.14 ] = 1198.1 hrs
60
7.Time Reporting Clerks: = 34.9 hrs
Section
D. Utilization of Human Resources by Work Types
Service Orders:
1. Pre-loading Hours
Creation and laying out the Order Due Report workload ( B.6) + ( B.16 ) = 9.8 hrs Daily Start-up Hours
60
2. Bulk Loaded Does not apply, CARS downloads to UDS System.
Frontier Corporation Confidential 10
9. 3. UDS Dispatched
Normal Flow = This process consists of a voice access system and human resources.
4. Customer Calls to Check status on orders = ( A.9 ) x ( B.4 ) = 2.0 hrs Additional Hours Added to Total
60
5. Wrong Customer or Facilities assigned = ( A.15.a ) x ( B.3 + B.14 ) = 0.3 hrs Additional Hours Added to Total
60
Section D. (cont.)
Trouble Tickets:
6. Number of tickets per day NOT requiring dispatch to the workforce. = ( A.3.b) = 49 Total
7. Time spent processing Non-dispatchable tickets = (A.3.b ) x ( B.1 + B.2 + B.13 ) = 7.0 hrs
60
8. Time spent processing dispatchable tickets = (A.1.b - A.3.b ) x ( B.1 + B.3 + B.11 + B.12 + B.13 + B.15 ) = 1140 hrs
60
9. Customer “Check Status” calls = ( A.9 + B.4 ) = 6.05 hrs Additional hours added to totals
Frontier Corporation Confidential 11
10. 60
10. Wrong customer or facilities information = ( A.15.b) x ( B.14 ) = 0.17 hrs Additional hours added to totals
60
11. Retest of ticket by 4-Tel (ROH) status = ( A.10 ) x ( B.1 ) = NA hrs Additional hours added to totals
60
12. 4-Tel status’ ticket to desk tech = ( A.12 ) x ( B.5 ) = NA hrs Additional hours added to totals
60
Section
E. Work Flow - Affecting Factors to be Considered
1. ( A.2.a + A.2.b ) = 164 Average number of carried over service orders and trouble tickets.
2. ( A.4.a + A.4.b ) = 100 Average number of missed service orders and trouble tickets.
3. ( A.5 ) = 64 Average number of outages over 24 hrs. # that were related to common cause
4. ( A.6 .b) = 63 1-30 days 250 30 + days
5. ( A.7 ) = 81 Average number of dispatched “ No Trouble Founds ”
6. ( A.8 ) = 0 Average number of dispatched “Trouble in Customer owned and Maintained Eqpt ”.
7. (A.14.a + A.14.b)= 133 Average number of dispatched tickets that were coded as “Customer Actions”.
8. ( A.19 ) = 0 Average number of tickets that were dispatched as PDO and changed to PDC
9. ( A.17 ) = 22 Average number of tickets that were loaded to the workforce and NOT completed
Frontier Corporation Confidential 12
11. 10. (A.18 ) = NA Average number of orders that were loaded to the workforce and NOT completed
11.(A.16.a + A.16.b) 0 Average number of service orders and trouble tickets that required two or techs .
Section E. (Cont.)
Problem Management
Daily Human Resource Time Expended
E.12
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
C.1= 89.18 + = B.1 = 9.49 + C.5 132.08 + _ _ NA_ _ + C.2 83.29 + C6.b 1198.1 + C.3 42.70 + C.7 34.9
Repair Daily Work System Desk Technicians Repair Telecom. Completion Time
Answer Load Time Dispatch Specs. Clerks Clerks
HUMAN RESOURCES DAILY HOURS: = 1589.7 hrs
E. 13
Problem Management
Work Volume Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
A.1.b = 854
Frontier Corporation Confidential 13
12. A.2.b = 317 Carried Over A.4.6 = 60 Daily Misses A.14.b = 118 Customer Action Subsequent Reports = 139
A.6.b = 63 Repeated Reports ADDITIONAL WORK VOLUME ITEMS ADDED= 395
Section E. (cont.)
E.14
Problem Management
Test /Analysis Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
A.10 _ _ _ _ _ ROH (Retest)
A. 11 _197_ _ Statused to Test Desk ADDITIONAL TESTand ANALYSIS ITEMS ADDED = NA
E. 15
Problem Management
Decisional Process Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
Frontier Corporation Confidential 14
13. A.11 _197 _ Statused to Test Desk
A.12 _ 81 _ Test Desk Dispatched
A.13 = 17 Test Desk Referred ADDITIONAL DECISIONAL PROCESS ITEMS ADDED = 749
Section E. (Cont.)
E.16
Problem Management
Dispatch Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
A.8 = NA Trouble in Cust. Eqpt.
A.9 = 242 Cust. Status Calls
A.14.b = 118 Cust. Action
A.15.b = 2 Assgn Errors
A.17 = 22 Not Completes
A.19 = 0 PDO to PDC
ADDITIONAL DISPATCH ITEMS ADDED= 390
Frontier Corporation Confidential 15
15. Section E. (Cont.)
E.18
Problem Management
Closure Process Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
A.6 = 63 Repeated Reports
A.14.b = 118 Cust Actions
A.19 = 0 PDO to PDC
ADDITIONAL CLOSURE PROCESS ITEMS ADDED = 181
E. 19
Problem Management
Accounting Process Affecting Factors
Creation Work Volume Test/Analysis Decisional Process Scheduling Dispatch Repair Closure Accounting
Responsibility Assignment Loading
Notes /
Comments:_______________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________
________________________________________________________________________________________________________________________________
Section E. (Cont.)
E.20
Frontier Corporation Confidential 17
16. Service Provisioning
Daily Human Resource Time Expended
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
Order _ _210_ _ _ _ B.6 = 2.8 + D.1 = 9.8 + B.16 = 1.7 + C.4= 36.67 + C.6.a = 355.1 + C.4 = 36.67 + C.7 = 34.9
Writers Daily Work Load Coaches Dispatchers & Installation Installation Telecom. Installation Time
Installation Clerks Clerks Clerks Specs. Clerks Clerks
HUMAN RESOURCES DAILY HOURS = 477.7
E.21
Service Provisioning
Work Volume Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
A.1.a = 210 Assignment
A.2.a = 64 Carried Over A.4.a = 39 Misses A.14.a = 15 No Access A.18 = 10 Not Completed
A.20 = 21 Not Bulk Loaded ADDITIONAL WORK VOLUME ITEMS ADDED = 85
Section E. (Cont.)
E.22
Service Provisioning
Pre-load Routing Affecting Factors
Frontier Corporation Confidential 18
17. Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
*
* Increases to the Work Volume will automatically ADD items to this function. What is required here is the systems’ ability to auto load the orders to the
appropriate workforce.
E. 23
Service Provisioning
Decisional Process Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
A.20 = 21 Non Bulk Loaded
A.9 = 242 Check Status
A.16.b = 0 2 or more techs
ADDITIONAL DECISIONAL PROCESS ITEMS ADDED = 263
Section E. (Cont.)
E.24
Service Provisioning
Workload Scheduling Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
Frontier Corporation Confidential 19
18. *
* This function is another manual process that requires human resource effort due to the design limitations of the present system. Additional work items at this
point are directly proportional to those items added to the daily work volume.
E.25
Service Provisioning
Dispatch Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
A.9 = 242 Check Status
A.14.a = 15 No Access
A.15.a = 20 Wrong Information
ADDITIONAL DISPATCH ITEMS ADDED = 277
Section E. (Cont.)
E.26
Service Provisioning
Completion Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
A.14.a = 15 No Access
A.15.a = 20 Wrong Facilities
Frontier Corporation Confidential 20
19. A. 16.a = 0 (2) or more techs
ADDITIONAL COMPLETION ITEMS ADDED = 35
E.27
Service Provisioning
Closure Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
A.15.a = 20 Wrong Facilities
ADDITIONAL CLOSURE ITEMS ADDED = 20
Section E. (Cont.)
E.28
Service Provisioning
Accounting Affecting Factors
Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
Frontier Corporation Confidential 21
21. Each of these functional components contribute to the repair cost incurred by the corporation for every report processed through the
system.
The purpose of this section is to identify the costs associated with each of these functions using the present Legacy Systems and the
projected Cost/Benefit savings that would be derived by replacing the Legacy System with an ERMS system.
Frontier Corporation Confidential 23
22. Section F. (Cont.) Problem Management (Trouble Reports)- Human Resources
1. Cost Data Summary: ( Based on Daily Trouble Report Volumes Dated:_1992 - 1994)
Repair Answer Clerks C.1 89.18 hrs x Rate 36.00 = Cost 3210.48 Yearly = 847,440
Repair Dispatch C.2 83.29 hrs x Rate 36.00 = Cost 2998.44 Yearly = 791,472
Completion Clerks C.3 42.70 hrs x Rate 36.00 = Cost 1537.20 Yearly = 405,768
Desk Technicians C.5 132.08hrs x Rate 36.00 = Cost 4754.88 Yearly = 1,255,320
Telecom Specialists C.6.b 1198.1 hrs xRate 36.00 = Cost 43131.60 Yearly = 11,386,848
Time Reporting Clerks C.7 34.9 hrs x Rate 36.00 = Cost 1256.40 Yearly = 331,584
Human Resources (F.1.a) 1580.2 Total Hours (F.1.b) 56,889.00 Total Costs
2. Average Daily Hours Required to Process each Individual Trouble Ticket. (F.1.a) = 1.85 Hrs Per Report
(A.1.b)
3. Average Daily Costs incurred to process each Individual Trouble Ticket. (F.1.b) 66.61 Rate Cost per Report
( A.1.b)
Section F. (Cont. )
4. (A.2.b) x (F.2) = 185 hrs Additional hours added daily to workforce for carried over trouble reports.
Frontier Corporation Confidential 24
23. 5. (A.2.b) x (F.3) = 6661.00 rate Additional daily Rate cost to Corporation for carried over trouble reports.
6. (A.6) x (F.2) = 116.5 hrs Additional daily hours added to workforce for repeated trouble reports.
7. (A.6) x (F.3) = 4196.43 rate Additional daily Rate cost to Corporation for repeated reports.
8. (A.9) x (F.2) = 447.7 hrs Additional daily hours added to workforce for customer check status calls.
9. (A.9) x (F.3) = 16119.62 rate Additional daily Rate cost to Corporation for customer check status calls.
10.(A.15.b) x (F.2)= 55.5 hrs Additional daily hours added to workforce for wrong facilities situations.
11.(A.15.b) x (F.3)= 1998.30 rate Additional daily Rate cost to corporation for wrong facilities situations.
12.(A.10) x (F.2) = NA hrs Additional daily hours added to process time for retested trouble reports.
13.(A.10) x (F.3) = NA rate Additional daily Rate cost to corporation for retested trouble reports.
14.(A.12) x (F.2) = 149.8 hrs Additional daily hours added to process for reports needing human analysis (test desk).
15.(A.12) x (F.3) = 5395.41rate Additional daily Rate cost to corporation for reports needing human analysis (test desk).
16. (A.6.c) x (F.2)= 257.1 hrs Additional daily hours added to process time for Subsequent Reports.
17. (A.6.c) x (F.3)= 9258.79 rate Additional daily rate cost to corporation for Subsequent Reports.
Section
G. Service Provisioning- Incurred Costs
Frontier Corporation Confidential 25
24. Order Work Volume Pre-load Decisional Process Workload Dispatch Completion Closure Accounting
Creation Routing Responsibility Scheduling
Assignment
Shown are the functional components required for end to end processing of a customer service request from the initial request through
to the actual installation and accounting functions required to provide the service.
Each of these functional components contribute to the service provisioning cost incurred by the corporation for each customer request.
Service provisioning is presently being administered with the use of the resident Legacy Systems which has proven to be a highly labor
intensive method of doing business.
The purpose of this work sheet is to identify the costs associated with each of these functions using the present Legacy Systems and the
projected Cost/Benefit savings that would be derived by replacing the Legacy System with an ERMS system.
Section G. (Cont.) Service Provisioning (Orders) - Human Resources
1. Cost Data Summary: ( Based on Daily Service Order Volumes Dated:_______________95.)
Installation Clerks C.4 36.7 hrs x Rate 36.00 = Cost 1,321.20 Yearly 348,796
1. Telecomm Specs C.6.a 355.1 hrs xRate 36.00 = Cost 12,783.60 Yearly 3,374,023
Frontier Corporation Confidential 26
25. Pre-Loading (Coaches) D.1 9.8 hrs x Rate 36.00 = Cost 352.80
Human Resources (G.1.a) 401.6 Total Hours (G.1.b) 14,457.60 Total Costs
2. Average Daily Hours Required to Process each Individual Service Order. (G.1.a) = 1.91 Hrs Per Order
(A.1.a)
3. Average Daily Costs incurred to process each Individual Service Order . (G.1.b ) = 68.84 Rate Cost per Order
(A.1.a)
Section G. (Cont.)
4. (A.2.a) x (G.2) = 122.2 hrs Additional daily hours added to workforce for carried over service orders.
5. (A.2.a) x (G.3) = 4,405.76 rate Additional daily Rate cost to the corporation for carried over service orders.
6. (A.15.a) x (G.2) = 38.2 hrs Additional daily hours added to the workforce for wrong assignment situations.
7. (A.15.a) x (G.3) = 1,376.80 rate Additional daily Rate cost to the corporation for wrong assignment situations.
Frontier Corporation Confidential 27
27. Section H.
System Optimization
The following pages contain basic drawings of the various network configurations and the associated responsible organizations for each
of these configurations.
These drawings will be used to define the final detailed requirements for ERMS and should be viewed as work sheets only.
Frontier Corporation Confidential 29
28. CO CO
FCI FCI
CO CO
Fault Management
RTC SS/POTS RTC SS/POTS
Network Fault Correlation and Resultant Impact on Service Predictability. (ERMS requirement for “Common Cause” correlation).
This drawing depicts three individual agents each equipped with a fault management system. These agents are identified as Frontier
Communications International (FCI) , Rochester Telephone Corp. Special Services (RTC SS),and Rochester Telephone Corp. Plain
old Telephone Service (RTC POTS). Since each of these agents is dependent upon and totally integrated into the “Backbone” of the
network, it is completely feasible that a primary fault within one of these agents could be the cause of one or more secondary faults
within the connecting agents. These faults can impact the service provided by each of the agents in various degrees of severity ranging
from total service interruption to self correcting faults that have little or no impact on service.
ERMS acting a “Broker” to the individual agents, analyzes the generated faults, determines the “Primary” fault and responsible
agent, and utilizing “Expert” rules, focus the repair effort on the responsible agent while at the same time alerts the affected agents to
take whatever action is required to minimize or prevent service interruption. This action will depend upon the severity of the
“Secondary “ faults.
This correlation will shorten the response time to the problem by each of the affected agents and allow their individual systems and
personnel to protect the services they provide.
Functional Example:
Frontier Corporation Confidential 30
29. Severity Definitions:
Primary - Agent responsible for clearing fault.
Secondary - Connecting agent affected by the fault.
Critical - Service Interruption
Major - Service Impeded.
Minor - Impact to service not apparent.
Fault Correlation Matrix
Fault Severity Primary Primary Primary Secondary Secondary Secondary Correlation Analysis and
Critical Major Minor Critical Major Minor Network Impact.
Agent responsible for fault.
Agent 1 ALARM - - - - - Notify agents 1&2 of fault.
Agent 2 - - - Alarm - - Service Interrupted.
Agent 3 - - - - - alarm Possible service impedence.
Frontier Corporation Confidential 31
30. CO CO
CO CO
Centralized Testing Platform (CTP)
“Common Cause” correlation will also be performed within the (CTP) application during the testing processes launched by the user or
pre-scheduled ALIT. Utilizing its internal Test Server and Application Program Interface, the CTP can increment a thresholded counter
for common matches or failures pointing to a specific geographical area and notify the InfoDesk user. This would be in addition to the
normal test, analyize, and report functions performed by CTP applications.
Continued on next page.
Frontier Corporation Confidential 32
31. “Common Cause” correlation by (CTP) Cont.
RTC’s Centralized Testing Platform (CTP)
TEST SERVER
Network Entities Threshold Counter Major Moderate Minor
- Service Number - matched failures fault severity
- Cable and Pairs - -
- Exchanges - -
-Cabinets - -
-Etc. - -
APPLICATION PROGRAM INTERFACE
Centralized Testing Platform (CTP)
. InfoDesk user launches test request to CTP.
. CTP performs test and (1) Applies results to the trouble ticket. (2) Increments threshold counter within Test Server against the
network entity where fault was detected.
. If the threshold is exceeded, the Test Server also attaches to the trouble ticket, and indication of a probable common cause or
depending upon the algorithms established, a definite common cause situation.
. CTP also performs automatic routine testing and should apply the same process as trouble ticket testing with the exception
that any threshold violations would “ALERT” the InfoDesk user to the situation.
ERMS
. ERMS user upon receiving either indication of a common cause situation as stated above, should first search the active
workload for any other work item task containing the network entity identified, verify that the primary source of the common
cause has been loaded, dispatched, or referred and if necessary, be prepared to escalate the priority of the task.
. If the common cause network entity is beyond the realm of the POTS bureau’s responsibility for repair, the InfoDesk user will
initiate procedures for the interception of trouble reports until the problem has been corrected.
Frontier Corporation Confidential 33
32. CO CO
CO CO
Customer Reports - POTS
CO CO
Frontier Corporation Confidential 34
33. CO CO
Customer Reports - Special Services
Frontier Corporation Confidential 35
34. CO CO
CO CO
Customer Reports- Frontier Communications International (FCI)
Frontier Corporation Confidential 36
35. CO CO
CO CO
Workforce Dispatch Zones - POTS
Frontier Corporation Confidential 37
36. CO CO
CO CO
Informational (Records) Databases -MAC
Frontier Corporation Confidential 38
37. CO CO
CO CO
Informational (Records) Databases - CARS/OF and T-Guide
Frontier Corporation Confidential 39
38. CO CO
CO CO
Informational (Records) Databases - Enternet - Special Services
Frontier Corporation Confidential 40
39. CO CO
CO CO
Informational (Records) Databases - Frontier Communications International (FCI)
Frontier Corporation Confidential 41
40. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
6
5
CO CO
4
3
CO CO
2
1
0
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
ERMS has the capability of identifying and locating any element with the network.
Frontier Corporation Confidential 42
41. ERMS
ENTERNET CARS/OF MAC T-Guide
Rochester
RTC - POTS RTC -Special Services FCI Facilities RTC-POTS Line/Switch Thoroughfare
Facilities Info. Customer Info. Information Customer Info. Information Information
CO CO
FCI
CO CO
RTC
Frontier Corporation Confidential 43
