ITU-T E 861-2006 Defining operations competency metrics《定义操作能力数据 研究2组》.pdf

1、 International Telecommunication Union ITU-T E.861TELECOMMUNICATION STANDARDIZATION SECTOR OF ITU (02/2006) SERIES E: OVERALL NETWORK OPERATION, TELEPHONE SERVICE, SERVICE OPERATION AND HUMAN FACTORS Quality of telecommunication services: concepts, models, objectives and dependability planning Use o

2、f quality of service objectives for planning of telecommunication networks Defining operations competency metrics ITU-T Recommendation E.861 ITU-T E-SERIES RECOMMENDATIONS OVERALL NETWORK OPERATION, TELEPHONE SERVICE, SERVICE OPERATION AND HUMAN FACTORS INTERNATIONAL OPERATION Definitions E.100E.103

3、 General provisions concerning Administrations E.104E.119 General provisions concerning users E.120E.139 Operation of international telephone services E.140E.159 Numbering plan of the international telephone service E.160E.169 International routing plan E.170E.179 Tones in national signalling system

4、s E.180E.189 Numbering plan of the international telephone service E.190E.199 Maritime mobile service and public land mobile service E.200E.229 OPERATIONAL PROVISIONS RELATING TO CHARGING AND ACCOUNTING IN THE INTERNATIONAL TELEPHONE SERVICE Charging in the international telephone service E.230E.249

5、 Measuring and recording call durations for accounting purposes E.260E.269 UTILIZATION OF THE INTERNATIONAL TELEPHONE NETWORK FOR NON-TELEPHONY APPLICATIONS General E.300E.319 Phototelegraphy E.320E.329 ISDN PROVISIONS CONCERNING USERS E.330E.349 INTERNATIONAL ROUTING PLAN E.350E.399 NETWORK MANAGEM

6、ENT International service statistics E.400E.404 International network management E.405E.419 Checking the quality of the international telephone service E.420E.489 TRAFFIC ENGINEERING Measurement and recording of traffic E.490E.505 Forecasting of traffic E.506E.509 Determination of the number of circ

7、uits in manual operation E.510E.519 Determination of the number of circuits in automatic and semi-automatic operation E.520E.539 Grade of service E.540E.599 Definitions E.600E.649 Traffic engineering for IP-networks E.650E.699 ISDN traffic engineering E.700E.749 Mobile network traffic engineering E.

8、750E.799 QUALITY OF TELECOMMUNICATION SERVICES: CONCEPTS, MODELS, OBJECTIVES AND DEPENDABILITY PLANNING Terms and definitions related to the quality of telecommunication services E.800E.809 Models for telecommunication services E.810E.844 Objectives for quality of service and related concepts of tel

9、ecommunication services E.845E.859 Use of quality of service objectives for planning of telecommunication networks E.860E.879 Field data collection and evaluation on the performance of equipment, networks and services E.880E.899 OTHER E.900E.999 For further details, please refer to the list of ITU-T

10、 Recommendations. ITU-T Rec. E.861 (02/2006) i ITU-T Recommendation E.861 Defining operations competency metrics Summary Improving network and service operations quality and efficiency to significantly reduce cost has become a business imperative for telecommunications service providers worldwide. H

11、owever, one needs objective metrics by which to measure operations quality and efficiency and to facilitate comparison of them among service providers. This Recommendation describes a set of metrics called Total Operations Competency (TOC) metrics that are designed to cover a comprehensive view of n

12、etwork and services operations. Although each metric is useful on its own, metrics can also be combined to construct quantitative indicators for high-level business objectives. These indicators, in conjunction with cost functions for metrics improvements, can be used to formulate a rich set of optim

13、ization problems pertinent to operations. Source ITU-T Recommendation E.861 was approved on 13 February 2006 by ITU-T Study Group 2 (2005-2008) under the ITU-T Recommendation A.8 procedure. ii ITU-T Rec. E.861 (02/2006) FOREWORD The International Telecommunication Union (ITU) is the United Nations s

14、pecialized agency in the field of telecommunications. The ITU Telecommunication Standardization Sector (ITU-T) is a permanent organ of ITU. ITU-T is responsible for studying technical, operating and tariff questions and issuing Recommendations on them with a view to standardizing telecommunications

15、on a worldwide basis. The World Telecommunication Standardization Assembly (WTSA), which meets every four years, establishes the topics for study by the ITU-T study groups which, in turn, produce Recommendations on these topics. The approval of ITU-T Recommendations is covered by the procedure laid

16、down in WTSA Resolution 1. In some areas of information technology which fall within ITU-Ts purview, the necessary standards are prepared on a collaborative basis with ISO and IEC. NOTE In this Recommendation, the expression “Administration“ is used for conciseness to indicate both a telecommunicati

17、on administration and a recognized operating agency. Compliance with this Recommendation is voluntary. However, the Recommendation may contain certain mandatory provisions (to ensure e.g. interoperability or applicability) and compliance with the Recommendation is achieved when all of these mandator

18、y provisions are met. The words “shall“ or some other obligatory language such as “must“ and the negative equivalents are used to express requirements. The use of such words does not suggest that compliance with the Recommendation is required of any party. INTELLECTUAL PROPERTY RIGHTS ITU draws atte

19、ntion to the possibility that the practice or implementation of this Recommendation may involve the use of a claimed Intellectual Property Right. ITU takes no position concerning the evidence, validity or applicability of claimed Intellectual Property Rights, whether asserted by ITU members or other

20、s outside of the Recommendation development process. As of the date of approval of this Recommendation, ITU had not received notice of intellectual property, protected by patents, which may be required to implement this Recommendation. However, implementors are cautioned that this may not represent

21、the latest information and are therefore strongly urged to consult the TSB patent database. ITU 2006 All rights reserved. No part of this publication may be reproduced, by any means whatsoever, without the prior written permission of ITU. ITU-T Rec. E.861 (02/2006) iii CONTENTS Page 1 Scope 1 1.1 Ov

22、erview 1 1.2 Metrics framework and business value 1 2 Terms and definitions . 2 3 Abbreviations 3 4 TOC metric categories and structure 4 4.1 TOC metrics categories 4 4.2 TOC metrics structure 6 5 TOC metric structure and definitions . 7 5.1 Process metrics . 7 5.2 SLA/Service Quality metrics 31 5.3

23、 Resources and staffing metrics. 39 5.4 Productivity and unit cost metrics 46 5.5 IT/OS infrastructure metrics. 49 5.6 Regulatory compliance metrics 52 5.7 Organization metrics 54 5.8 Technology specific metrics. 55 ITU-T Rec. E.861 (02/2006) 1 ITU-T Recommendation E.861 Defining operations competen

24、cy metrics 1 Scope 1.1 Overview Ensuring and maintaining an optimal operations environment is critical to any service providers (SP) business. Current industry conditions and complex business needs, however, pose formidable challenges in their ability to do so. Rapid changes and deployments of new t

25、echnologies and services in recent years, along with budget and staff cutbacks, have strained the SPs permanent operations staff, resulting in: Poor operations planning for new technologies and services; OS infrastructures unable to keep up with new technologies and services; Less than optimal opera

26、tions processes, which are unable to respond to customers demands (e.g., long service-provisioning cycle time); Under-utilized network capacity or unnecessary capital expenses; and Escalating operations expenses. To start addressing these challenges, service providers are seeking capabilities and/or

27、 resources to analyse, optimize and/or outsource their operations as well as searching for critical benchmarks or standards to plan and measure their operational improvements. A plethora of metrics and benchmarks in multiple dimensions and categories already exists in the industry today. Service pro

28、viders (SPs) regularly report their “performance“ in different areas to different stakeholders using a variety of parameters and venues. For example, they share their business and financial performance data with the investment community, their compliance-related performance data with government/regu

29、latory bodies and their network and service-related performance (e.g., SLAs) data with customers/users. In addition, they have numerous internal metrics they use to monitor and manage their own internal operations. However, when it comes to measuring, analysing and understanding the “performance“ of

30、 any given “network operations“1work group or work centre, it is difficult to point to a standard set of metrics and benchmarks as representing the “best in class“ measures. A set of such “Best in Class“ metrics, along with target values and an understanding of the forces impacting the results, will

31、 enable a service provider to fine-tune their network operations and quickly quantify the impact of any changes in modes of operation, such as potential cost reductions or customer satisfaction. 1.2 Metrics framework and business value A variety of operations metrics exists in the industry. Service

32、providers routinely monitor, collect and analyse metrics associated with their internal operations functions, processes and work centres. These are generally custom-defined for specific internal use at corporate or group levels. Many of them are used to “roll up“ into higher-level measurements relat

33、ed to customer SLAs, organization objectives, costs, customer satisfaction, etc. Currently, there is no specific set or sets of “operations metrics“ that one can point to as an industry standard set. A review of the different standards organizations and industry forums activities reveals that althou

34、gh there is a need and desire to establish a standardized set of “operations metrics“, minimal _ 1In this Recommendation, the term “network operations“ is intended to cover both the network and the service operations functions. 2 ITU-T Rec. E.861 (02/2006) progress has been made. In key influential

35、industry forums, there is some definition activity in progress but not at the operations function/task level. A fundamental construct underlying the “operations metrics“ is that they can be viewed as building blocks that can be used individually or in combination to measure or assess a broader funct

36、ional area of an operations environment. For example, to determine the “efficiency“ of a Network Operations Centre (NOC), one can measure “efficiency“ of different processes and tasks performed in a NOC, assign different weights to them and calculate the “NOC efficiency“. The individual process/task

37、 metrics would be the building blocks. Here the complexity lies in determining the critical processes and tasks that should be included in the calculation, the weighting to be applied and the measurements to be collected. There will be different measurement values for different technologies, product

38、 types, locations, etc. depending on the service providers network type and types of services carried on them. As networks evolve with new technologies and services, the number and variety of metrics grow and as business priorities change with market conditions, different aspects of business operati

39、ons and operations metrics become critical. It is clear that to identify a “meaningful“ set of metrics they need to be associated with some meaningful set of “business drivers“ or “business needs“. Hence, we see some of the efforts in industry forums focused on identifying the “Key Business Objectiv

40、es (KBOs)“ followed by identifying supporting “Key Performance Objectives (KPOs)“ (see ITU-T Rec. E.419). Numerous private and public enterprises, worldwide, have adopted and continue to adopt a performance measurement framework called the “Balanced Score Card (BSC)“2system. This framework employs p

41、erformance metrics from financial, customer, and business processes and technology perspectives and helps managers understand the interrelationships and trade-offs between alternative performance dimensions and business values or objectives. The three key performance dimensions that represent “busin

42、ess value“ are: “results (financial and customer)“, “business operations“ (which include processes, innovation, learning, etc.) and “organization capacity“3. A key consideration in identifying and defining Total Operation Confidence/Competency (TOC) metrics is that of linkages to service provider “b

43、usiness values“. The TOC metrics are a subset of what would be covered by a BSC framework and by definition focus only on “operations“ and operations related to “results“ and “capacity“ dimensions of business values. The remaining aspects are covered by other related efforts. 2 Terms and definitions

44、 This Recommendation defines the following terms: 2.1 metric: A standard of measurement. 2.2 operations metrics: A set of metrics/gauges that measure characteristics such as quality, competency, efficiency, productivity, etc. of a service providers “network and service operations“ functions. These c

45、haracteristics are often referred to as “operations performance“ throughout this Recommendation. 2.3 TOC metrics: “Total Operations Confidence/Competency“ (TOC) metrics A set of operations metrics identified and defined through technical expertise and operations insights. TOC Metrics are not measure

46、ments of the health or performance (e.g., network reliability) of a network or performance services supported (e.g., packet loss) on the networks. _ 2Balanced Score Card is a performance measurement framework by Kaplan SLA/service quality metrics; Resources and staffing metrics; Productivity and uni

47、t cost metrics; IT/OS infrastructure metrics; Regulatory compliance metrics; Organization metrics; ITU-T Rec. E.861 (02/2006) 5 General support metrics; Technology specific metrics. In greater detail, these types are defined in the following way: Process The quality and efficiency of service provide

48、rs network and services operations are highly dependent on their underlying processes. With ever-escalating operations expenditures, service providers are looking to increase levels of automation in their processes to reduce or contain cost, to shorten cycle time and work time. This set of metrics m

49、easures the operational robustness of the activities the SP performs, including provisioning, fault management, security management, performance management, account management, supply chain processes, inventory lifecycle management, and data centre operations. SLA/service quality The metrics in this category measure the quality of the services performed by the service provider, and include such areas as MTTR statistics, call-out-intervals, trouble escalation statistics, trouble res