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
