Today operators are prioritizing operational efficiency and Huawei believes that the critical success factor to achieving this is to have a methodological approach by implementing the life-cycle management through the 6 steps shown in the diagram

　　　　　　　　

1. Process Optimization

Create a process framework based on industry standards and best practices such as TM Forum, ITIL and QMS. Unifying these methodologies ensure a common language between IT and network and so reduce complexity, duplication and will ensure easier integration across all organization.

2. Process KPI Definition

With Operational Level Agreements (OLAs) it becomes possible to develop Process KPIs which are specifically aligned to the objectives of the wider business strategy and the appropriate maturity level of the operations. In particular, they allow a certain amount of intelligent triage to be carried out when deciding what should be prioritized – cost savings, service quality or efficiency.

3. OSS Alignment

Here, the optimized processes are embedded into the OSS workflow in order to integrate the Process KPIs into the wider platform and define the management dashboards to be used for the monitoring of operations. By comparing process flows with the IT flows, it becomes possible to detect errors that are impacting performance and move more smoothly towards a fully automated, flow-through environment.

4. Monitoring

Measurement of the process KPIs is done via the near real time dashboard to identify problems proactively. An expert team can perform monitoring on a monthly basis for continuous improvement.

5. Benchmarking

Based on comparable maturity levels, scale, geographical location and other principles, benchmarking with other internal operations or with other companies through an organization like the TM Forum is a vital discipline that can help ensure that your performance equals or even exceeds your contemporaries.

6. Improvement

Through monitoring and benchmarking, solutions can be quickly implemented to overcome operational bottlenecks. Establish and ensure adherence to continuous improvement plan through the expert team and senior executive oversight.

These 6 steps were recently applied to the operations of a global operator. The OSS platform was enhanced and integrated with 7 major customized O&M processes across various functions such as network surveillance, fault management, performance management, change management etc. Continuous measurements of Process KPIs showed the following remarkable improvements in operational efficiency and effectiveness:

• FLE First Time resolution rate improved by 40%
• Back Office Escalation rate reduced by 80%.
• Average Fault MTTR reduced by more than 50%.
• MTTR for customer complaints resolution reduced by at least 60% with >60% complaints resolved on the same day.
• 100% Change Requests logged and approved through on-line CR Management system; unwanted network accidents during change implementation has reduced to zero level.

The improvements made confirm the significant achievements that are possible when standardized processes and the OSS are in alignment. To ensure that these major gains are maintained after completion of the project, a Continual Improvement Program (CIP) was initiated with the NOC team continually monitoring, analyzing and identifying improvement areas.

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