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
“…with the increased volumes, we would have been in a real world of hurt if our costs per unit hadn’t actually declined.”
CFO - Major Metro Cable Communications Company
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