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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

“You've done a fantastic job of leading the planning effort. Many of the departments have expressed their satisfaction with the process and the results. I'll keep Alliant in my list of important contacts for the next challenging opportunity.”

Project Manager - Global Communications Devices & Systems Manufacturer & Services Company