Alliant Consulting Aligning people, processes and metrics to meet your business goals.

COMMUNICATION REGARDING NETWORK OUTAGES (customer impact, fix efforts, repair status, etc.) was reactive, incomplete and/or unclear and often misdirected. This created confusion, frustration for leadership and Care staff, and in some cases interfered with repair efforts

Project Focus

Design and lead a review of the NOC and key fix agent functions to identify factors contributing to and detracting from effective and efficient performance; develop organizational and operational change recommendations and supporting rationale; and assist in implementing the new model.

Benefits Realized and Key Changes

  • In the first thirty days of the new NOC operating model:
    • Communication regarding 131 platform tickets was handled by 626 notifications sent directly to Customer Care monitors to inform CSRs within 15 minutes of event declaration to minimize unnecessary truck rolls
    • Eliminated sending >500,000 emails written in technical jargon, many for individuals with no need for the event-related alerts
    • Compliance to real-time updating on maintenance work moved from 10% to 98% to reduce self-inflicted outages
    • Achieving > 95 % of calls answered within 30 seconds in both carrier operations (serving dedicated access customers) and surveillance (serving internal customers from Care and fix agent departments)
  • Established service and quality standards for surveillance, triage, and carrier operations that are tracked daily/weekly and are achieving them at a rate of ~95%
  • Developed clear “bridge command” and “technical lead” roles, with dedicated bridge command and communication for each event
  • Reviewed and redefined severity definition matrices, communication escalation matrices, impact scope definitions and problem, cause and resolution codes (laying groundwork for problem management) from a customer perspective rather than an engineering perspective
  • Developed optimal staffing and scheduling model based on actual workload requirements and volume patterns along with minimum coverage for event management, communications and surveillance
  • Increased management coverage and coordination; daily shift transition meetings and key indicator reporting support consistent follow through on compliance and performance issues for constant performance improvement
  • Established a quality assurance program that combines management review with third party review to identify training, coaching and process improvement needs
  • Developed a skills program that includes inventory, train the trainer, module development; launched training with goal of 3 deep back up for each position
  • Implemented 28 ticketing system upgrades; developed and distributed a quick reference guide for all NOC staff and stakeholders
  • Established VIP level service model for top Dedicated Access customers, providing proactive communication pre-planned maintenances and during and post- unplanned outages;
  • Established augmentation plan for coverage of Dedicated Access customers during events to keep service levels on track