1、BT Industry Development Event Delivering the Undertakings 13 & 16 March 2006,Welcome Jo Upward,2,Agenda,BT Group Undertakings Programme Office,Peter McCarthy-Ward,4,The Undertakings,55 pages, 204 discrete deliverables details http:/www.ofcom.org.uk/telecoms/btundertakings/btundertakings.pdf Ofcom qu
2、arterly reports http:/www.ofcom.org.uk/telecoms/btundertakings/implementation/ BT bulletins http:/ KPI reports http:/ EAB information http:/ Openreach data http:/www.openreach.co.uk/,5,The Undertakings: Delivered,Appoint Openreach CEO by 22/10/05 Establish EAB by 22/3/06 Publish exchange space avail
3、ability by 1/11/05 Publish Code of Practice by 22/1/06 Publish product transparency by 22/12/05 Launch address matching service by 31/12/05 IP Stream RFS date 31/12/05 Wholesale product management organisation 22/1/06 Establish Openreach by 22/1/06 Consult on Leased Lines by 22/1/06 Separately secur
4、ed Openreach HQ by 22/3/06,6,The Undertakings: Pending,Exchange accommodation product due 21 March 2006 RFS for S/MPF due 30 June 2006 Access to engineering appointment books due 1 July 2006 Openreach accounts published - Q1 2006 due July 2006 RFS for WES/BES due 30 September 2006 IBMC IPStream, S/M
5、PF due 31December 2006 RFS Analogue WLR “due” 31 December 2006 RFS ISDN2 WLR 30 September 2007 RFS ISDN30 WLR 31 December 2007,Openreach Open for Business,Emma Gilthorpe,8,Openreach Open for Business,Launched 11 January 2006Huge amount of change was necessary: Around 30,000 people transferred into t
6、he business Identified the assets to be operated and controlled by Openreach around 8bn Transferred delivery of the key access and backhaul products WLR (analogue, ISDN2, ISDN30) LLU (SMPF, MPF) WES BESEquality of Access Board in place since November Very active in monitoring our transformation and
7、ensuring delivery,Although Openreach is a regulatory creation it will be judged by its success in meeting the needs of all its customers,9,The Openreach Organisation,Operations North Andrew Jones,Operations South John Dunn,Service John Small,Sales, Product & Marketing Anne Heal,CIO Colin Windsor,Chi
8、ef Engineer Bob Cowie,Steve Robertson CEO,Finance & Bus Planning Peter Cross,HR Jane Hobbs,Equivalence & Public Affairs Emma Gilthorpe,General Counsel Nigel Cheek,10,Some Early Achievements,People Openreach version of the Code of Practice and Key Messages for the Engineering Community published Open
9、reach training programme (CBT, telephone-based training for engineers) well established Financial remuneration schemes aligned with Openreachs Scorecard performance We are recruiting 1300 additional engineers We have training plans to increase skills and capabilities across our field force to improv
10、e network reliabilityReporting KPI product equivalence reportingProducts Address matching service launched,11,Need for Collaboration,Address matching Dimensioned for 25,000 hits but only operating at 1,500 Need to understand why Does service meet your needs? Are you changing your own internal proces
11、ses? Feedback to andy.l.marshallopenreach.co.ukTrialling and testing environments Trials will be essential for the effective implementation of the Undertakings Must trial at volume to ensure successful product launch Need to work with our customers to ensure that you can participate fully Feedback t
12、o richard.j.warneropenreach.co.uk,12,Areas for Improvement,Customer business management Sent letters to customers on preferred relationship management arrangements Have been working hard to create a new Openreach customer relationship management team and sales culture: Organisational design External
13、 recruitment Transfers from BT Wholesale Taken longer than hoped but have committed to have 50% resources in place by end March and remainder as soon as possible after thatEffective communication of progress We must have “joinedup” communications from Openreach to ensure clear, coherent communicatio
14、n to our stakeholdersOpenreach branding Employee ID Cards Advertisements,13,Where We Go from Here,Deliverables in the next six months Systems platform for SMPF and MPF (30/6/06) Improved access to engineering appointment books (1/7/06) Measuring stakeholder satisfaction Compliance complaints handlin
15、g process Openreach communications and engagement programme Reviewing customer channels Customer Newsletter Webcast Changing the way we do business is key Equivalence becomes a core value for Openreach Self-governing approach over-delivers on the Undertakings We work with you - our customers - to an
16、ticipate and meet your requirements,14,Organisation & Operations BT Wholesale,Angus Flett,15,Guiding principles,Meet both the letter and the spirit of the Undertakings,Maintain operational efficiencies, where no conflict with Undertakings,Design implementation in an efficient manner,Drive changes in
17、 both behaviour and outcome,Transform into a high-quality and responsive wholesaler,16,What changes have we made?,Re-organisation of BT Wholesale Products & Strategy Changes to governance & processes to reflect Code of Practice requirements Changes to scorecards and incentive schemes Training, remin
18、ders and guidance Regular compliance checks Process in place for reporting any potential non-compliance A new more open approach to industry,17,BTW-CNS Core Network Services,Prod mgt,Prod devt,Pricing,BTW-VNS Value-added Network Services,Prod mgt,Prod devt,Pricing,Product Management Angus Flett,Pric
19、ing,Programme Management Paul Banjo,Commerc. mgt Cust exp -Other,Cameron Rejali,Portfolio Tarquin Bellinger,Product Management Organisation: Separation framework,Prod mgt,Pricing,Prod devt,BTW-UNS Unregulated & New Services,White boxes = common functions,18,Pricing governance,The team is split into
20、three discrete groups which each works on pricing for only one product group At team meetings: All participate when discussing how we do business not what we do. VNS/UNS people leave the room before CNS topics are discussed We have separate CNS, VNS and UNS distribution and attendance lists to ensur
21、e proper separation WPAG agendas and minutes are also split into separate sections Pricing papers cannot contain any cross portfolio analysis outside of the originating product group MD Products & Strategy and FD are the only two people allowed to take a wider cross portfolio view across BTW but mus
22、t still comply with the Undertakings and competition and regulatory law in general,19,Portfolio team,Role Development of portfolio strategy e.g. Opportunities for new products not subject to SMP designations or the Undertakings Migration from 20CN to 21CN portfolio Consultancy support to Product Man
23、agement Common capabilities development e.g. making Ethernet a common capability so we can deploy cheaper/faster Product marketing - communications and trainingApproach Strict enforcement of Chinese walls across BTW Product Management Team can help CNS or VNS (i.e. offer consultancy) Team can brief
24、MD Products on cross portfolio issues but cannot influence business cases Team can see both CNS and VNS information but must observe Chinese walls when using it Information is filtered where necessary for downstream BT LoBs.,20,Scorecard,*Unit objective: for Cameron and non product Directors the uni
25、t is Products & Strategy for Angus and Paul the unit is CNS,VNS and UNS productsfor product managers the unit is CNS or VNS,21,Example Scorecard,22,Training & behaviour,The real key is to ensure our people behave in accordance with both the letter and the spirit of the Undertakings Over 99% of BT Wh
26、olesale managers have read the Code of Practice and completed the CBT training We are running road shows which use role plays to focus on the rules on sharing Commercial Information & Customer Confidential information and influencing Commercial Policy 1648 managers have attended 23 events to date We
27、 plan to train 2300 managers in total and have added extra events because of the high level of demand We have issued guidance notes on Commercial Information/Customer Confidential Information/Commercial Policy to the Products team We are developing specific guidelines for each of the common function
28、 teams The BTW Undertakings programme team have responded to 32 queries from Products people over the last 2 monthsproof that people are thinking about what they can and cannot do,23,Being a Good Wholesaler,Open and transparentFit for purpose productsProactive,A Wholesaler of Choice,Q&As,25,Equivale
29、nce in Practice Introduction,Malcolm Austin,26,What does equivalence of inputs mean?,The same products and services for BT and others Same timescales, terms and conditions (including price) Same systems and processes Operating with the same reliability and performance Same commercial information Sub
30、ject only to:- Trivial differences Differences in credit vetting, payment, contract terms on termination, safe working, security Other differences agreed by Ofcom,27,What does this mean in practice?,The way that products are delivered to CPs will generally not change but BT Wholesale & Openreach wil
31、l make changes to ensure that products are delivered wholly equivalently to BTs downstream divisions The RFS or Ready for Service date is the date from which all new supply has to be equivalent The IBMC or Installed Base Migration Complete date is the date from which the existing BT installed base m
32、ust be migrated to the EOI product For IPStream, BT Retail achieved IBMC on the same date as RFS i.e. one year early Migrations involving an Equivalence of Inputs product must also be equivalent Publication of KPIs for provision and repair Wholly equivalent SOR process,28,IPStream: Provision & Repai
33、r,Malcolm Austin,29,IPstream Service Fulfilment for BT Retail and BT Global Services pre Dec 05,BTR/BTGS,BTW,BT Retail/ BT GS Order Handling systems,BTW Order Handling system (e.Co),BTW Broadband Provisioning OSS,CPs,BTR/BTGS could monitor order progress Directly on CSS,30,IPstream Service Fulfilmen
34、t for BT Retail and BT Global Services post Dec 05,BTR/BTGS,BTW,BT Retail/ BT GS Order Handling systems,BTW Order Handling system (e.Co),BTW Broadband Provisioning OSS,CPs,Openreach,BTR/BTGS can only monitor order progress via BTW systems & customer reports,Openreach formed and CSS moved into Openre
35、ach,BTW still has direct access to CSS Which will be removed by EOI for new orders June 06,31,eCo,BB SMC,BB Communications Provider,SMPF order created on CSS,Broadband Order placed on FlowStream,IPstream Service Fulfilment post June 06,B2B Gateway,KCIs,Openreach,BT Wholesale,All BTW IPstream orders
36、and reporting on progress is via singleton B2B Gateway interface.,The same principles apply to Assurance singleton interface and reporting,32,New Product Development BT Wholesale,Keith Edwards,33,Product development process,BT has always operated a single product development process designed to ensu
37、re SoRs from all customers are treated on equal terms.We have reviewed and amended the process to :deliver the Undertaking requirements around the separation of CNS and VNSensure 100% compliance with the process,34,Key Changes and Benefits,Single, transparent process consistent with equivalence of i
38、nput.Separate focus and management of SMP products (CNS) and products of commercial significance (VNS)Undertakings process discipline reinforced byCode of Practice and associated management trainingRevised terms of reference for Gating bodies (define attendance and information sharing)New Products R
39、equirements Forum establishedensures compliant and single point of entry to the product development process improves integration with product plansKey process documentation templates and guidelines revisedOfcom Regulatory SoR Process unchanged, now operates in Openreach and BT Wholesale.,35,Product
40、Development Investment Governance,Product plans,Process,Approvals,Developed separately by CNS/VNS/UNS, with no view of resource constraints,Director, Product Management,Costed work stack,Estimated budget requirement based on deliverables. Split CNS / VNS / UNS,Prioritised work stack,Director, Produc
41、t Development,MD, Products & Strategy,MD Products Investment prioritisation,Based on view of resource envelope. Avoid undue discrimination Transparent decision making,Approved annual funding envelope,Shared with EAB,Product Development Board,Allocates funds and resources. Conflicts resolved by MD, P
42、roducts & Strategy,MD, Products & Strategy and Wholesale Executive,36,Requirement Management Team (RMT),Product Development Board (PDB),Product Requirements Forum (PRF) Internal & External Requirements / Product Management,Corporate & International (GS),Consumer & Business (Retail),ISPs and SPs,BT W
43、holesale Product Development Process Flows,Service Lines (non wholesale),Account/Commercial Management,Wholesale Service Line,Openreach (customer),Business Unit,MARKETING,Non BTW requirements only,37,P4. Launch,P5. Closure,P3. Testing/ Trial,P2. Design & Implement,BTWholesale Portfolio Change Proces
44、s,Phases,Solution Design funding,Feasibilityfunding,Development funding,Pricing WPAG,Launch Go/NoGo,Product Development Board,Portfolio Investment Forum,Pricing agreed,Launch agreed,P0. Concept,P1. Specify & Plan (feasibility),D1,D2,D3,Entry,D4,D0,GATES,CIM,PostImplementationReview,PRF,All SoRs,Cust
45、omer Communication on Progress,38,Product Development Process Changes,39,Cross Portfolio Migrations,Guy Bradshaw,40,Communication Provider Migrations Today,IP-IP,IP-DS,DS - IP,IP - LLU,LLU - IP,Equivalence Demonstrated,Migrations,Standard lead times,Same order gateways,Same order processes,Same repo
46、rting mechanisms,Same pricing,Same systems,All CPs,41,Migrations Challenges,BB,LLU,WLR,CALLS,NO. PORT,PRODUCTS LINES,MULTIPLE MIGRATIONS,CONVERGENCE,MAJOR CHALLENGES:Alignment of processes, policies, systems, technologiesImplementing a single system across different work stacks and with Industry,42,
47、Migrations Future Strategy,Strategy To provide a seamless End to End standardised any-to-any migration process led by Consumers which neither favours the Gaining/Losing CP, yet allows free competition, ease of switching, takes account of multi provider/ multi product transfers and minimises End User
48、 involvement whilst satisfying the requirements of the Undertakings,Key Principles Any solution must meet the objectives of keeping the Customers well informed and well protected. Customer experience must facilitate ease of switching,The Solution:Symmetrical seamless migration processes Differentiat
49、ion between product sets Aligned lead times 21CN compatibility Fully strategic systems Faster time to market Aligned KPIs,The Benefit:Spirit of the Undertakings Improved customer experience and flexibility Stove pipe developments eliminated Potential savings/increases efficiencies across industry Any-any migrations,
