National Cable MSO Network Operations Center

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
• Fix agent functions to identify factors contributing to and detracting from effective and efficient performance
• Develop organizational and operational change recommendations and supporting rationale
• Assist in implementing the new model

Client Gains: Financial and Operating Benefits

• 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
• 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)
• 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

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