Consult21 Systems & Process Experts Group Business Processes 6th March 2006

Purpose / Agenda Purpose To go to decompose each generic process box to the next level of detail. Agenda Progress to date Generic Process Model Decomposition of Pre-order & order management - done New decompositions Workforce management Register tickets Issues Next steps

Customer Account Pre-OrderOrder Management Ticket Management Register Tickets MonitoringWorkforce Management Financial Attribution Invoice to Pay Planned Outage 1 L2C 2 L2C 3 L2C4 L2C 5 L2C 6 L2C 4 L2C 11 F2F 6 L2C 9 F2F 15 F2F 18 Bill 21 Bill16 Bill 17 Bill 19 Bill 20 Bill 7 F2F 8 F2F 14 F2F9 F2F 11 F2F 12 F2F 13 F2F 10 F2F 2.3 Generic Process

Register Ticket CP Actions CP wants to Raise Fault Runs test Gets response Pass Fail CP raises fault CP checks status E2E test when reported cleared Agrees cleared or re-raises or escalates BT Actions BT raises ticket Checks contract/SLA Runs diagnostics Checks test database Fixes without engineer visit If engineer required Request appointment Dispatches engineer Reports Cleared E2E testing ? Agreed cleared with customer BT reports Status Raises/fixed/appointment/dispatched /cleared/in jeopardy/escalated

Work Force Management Can be evoked by: Order management Trouble Management Planned outage Manages appointment Process Includes third party suppliers Excludes CPE/Kit/inventory Skills assignment which comes later within BT process Assumes Appointment dates & times have been pre-selected at pre-order check or order management Includes following activities Confirm pre-order appointment slot Cancel appointment & raise new one Change appointment Customer & BT Appointment Failed Status Needs to report order status Issues/Outstanding: When does the clock start ? When does it stop ? When is it suspended ? What statuses to report

Issues 1.Escalation Is this part of every process Part of register ticket Or new process ? 2.Status Can we agree statuses that are reported For order & faults 3.Priority Can we agree priority & if so how by support contract paid for Impact/Severity Etc 4.When does clock start, stop or suspend ? 5.Where does major incident fit ?

Next Steps 1 – Business Process 1.Let everyone know meeting on 17 th cancelled in favour of completing work on 20 th March 2.Complete decomposition for rest of “green” boxes: Done – Pre-order, order management, workforce management & register tickets To do “Green for major impact anticipated” Ticket management / Monitoring / Account Management “yellow for areas outside of the immediate scope of influence”. Planned outage / Financial Attribution / Invoice to pay Decide whether to cover these of not 3.Complete “template” for each “new process” and replace old 21 activity templates with new ones in requirements framework issue 2. Cross check new processes with templates for completeness etc. 4.Run processes through scenarios to test for completeness, vision, etc 5.Progress other known business shortfalls (slide 10), eg Being progressed at expert groups: Vision, Process Model, Data Model / Dictionary, Test Scenarios & Governance 6.Within BT review output for alignment, gaps & overlaps with existing models, plans, etc

Next steps 2 - Technical 6.Review business output for impact on Framework document and update as necessary, eg with new templates supporting new generic process model 7.Review and update Annex 2 of Framework Document to ensure forms a coherent and prioritised list of high level functional and non-functional requirements 8.Review known shortfalls 9.From Previous Meeting Use Framework document to test TSR output, provide statement of compliance Check TSR output for non TSR/openreach products Provide indications to industry over what is interim and requiring a tactical solution and what is industrialised requiring a strategic solution

Next steps 3 – Framework Document 10.Document Issue current document with list of known shortfalls through Consult21 Steering Board process (see next slide) Issue next version April / May when actions complete 11.From Previous Meeting Push framework document through to NICC to look at practical ways forward

Known Shortfalls with requirements document Technical Experts Group known shortfalls: 1) Handling complex orders, e.g. VPN; 2) White label (reseller) orders 3) B2B, Portal and manual processes – we need to agree what is included/what is excluded 4) Need to add a security section to the technical architecture 5) Consider CP to CP as well as CP to BT scenarios 6) Specify known exclusions to scope – e.g. anything not relating to wholesale (inter telco) products within the UK 7) Need to review work coming out of US to see if there is anything we can apply here. 8)Being progressed at expert groups: Vision, Process Model, Data Model / Dictionary, Test Scenarios & Governance 9)Architecture & Non-functional requirements Business experts Group known shortfalls: 1) What starts/stop the clock 2) Commercial policies/requirements 3) SLAs for portals 4) Work instructions/mandating fields/forms to be always filled in 5)Being progressed at expert groups: Vision, Process Model, Data Model / Dictionary, Test Scenarios & Governance

Consult21 Systems & Process Expert Group Consult21 – Systems & Processes Expert meeting - Business 24 th Feb

Scenario Factors Size: Network provider v Service provider Product mix & types (simple – LLU BAU/Vox v complex – LU set up/VPNs/data) (rem i/x) Volume of transactions REM – want to work for CP to CP as well as CP to BT Look at data driving process driving system interfaces Size drives how interfaces are worked – from fully manual to fully automatic

CP types considered

Scenario options Pre-Order – options/prices/availability Fully automated Options back based on input parameters may iterate VISION std rq to many providers Additional options presented back – ie extra products/options Ability to reserve (auto time limited) Forms/template based pre-filled to add changes for repeats Presentation dependant on CP/cust size Eventual selection (ie hard order) facility

Order Management – firm order received Provision clock starts – re SLAs/contract starts Basic order only requires configure/activate More complex has physical connection/supply CPE Most complex has capacity provision and civils Big/complex = project management Complex order proactive updates Jeopardy management Change control/date management Testing & handover Delivery & agreement – provision clock stops Billing & settlement Billing clock/in life service management starts

Workforce Management Driven by orders/trouble tickets etc To be completed after next WG…