NGOSS8.0客户体验质量管理Managing Quality of Customer Experience

1、white paper - managing quality of customer experiencemanaging quality of customer experiencewhite paperfocus area catalyst mw orlando 2008release 1.0tr152version 0.8may, 2009noticeno recipient of this document shall in any way interpret this document as representing a position or agreement of the te

2、lemanagement forum (tm forum) or its members. this document is a draft working document of tm forum and is provided solely for comments and evaluation. it is not a forum approved document and is solely circulated for the purposes of assisting tm forum in the preparation of a final document in furthe

3、rance of the aims and mission of tm forum.although it is a copyrighted document of tm forum: members of tm forum are only granted the limited copyright waiver to distribute this document within their companies and may not make paper or electronic copies for distribution outside of their companies. n

4、on-members of the tm forum are not permitted to make copies (paper or electronic) of this draft document other than for their internal use for the sole purpose of making comments thereon directly to tm forum. if this document forms part of a supply of information in support of an industry group liai

5、son relationship, the document may only be used as part of the work identified in the liaison and may not be used or further distributed for any other purposesany use of this document by the recipient, other than as set forth specifically herein, is at its own risk, and under no circumstances will t

6、m forum be liable for direct or indirect damages or any costs or losses resulting from the use of this document by the recipient.this document is governed by all of the terms and conditions of the agreement on intellectual property rights between tm forum and its members, and may involve a claim of

7、patent rights by one or more tm forum members or by non-members of tm forum.direct inquiries to the tm forum office: 240 headquarters plaza,east tower 10th floor,morristown, nj 07960 usatel no. +1 973 944 5100fax no. +1 973 944 5110tm forum web page: table of contentsnotice2table of c

8、ontents3list of figures4executive summary61introduction72managing customer experience82.1customer experience82.2customer experience influences92.3key factor analysis and metrics103emerging trends in realizing end to end service quality and customer experience123.1formation of virtualized resource se

9、rvices123.1.1datasynapse example123.1.2huawei example173.1.3teamquest example223.1.4tti telecom example263.2forming the end to end view303.2.1amdocs example303.2.2comarch343.2.3telefnica example403.3benchmarkable metrics464other industry evidence474.1harmony 3 catalyst474.2service syndication cataly

10、st474.3published bt work on application driven qos475summary496references506.1references506.2ipr releases and patent disclosures507administrative appendix517.1document history517.1.1version history517.1.2release history517.2company contact details517.3acknowledgments52list of figuresfigure 1 custome

11、r experience needs8figure 2 customer experience influences9figure 3 key factor analysis approach10figure 4 traditional approach to application management13figure 5 introduction of a standard it applications management process14figure 6 process areas coverage for it application management15figure 7 u

12、se of policy and dynamic optimization15figure 8 harmony 3 catalyst resource management16figure 9 differentiated service trends17figure 10 value add proposition for resource management18figure 11 uniform transmission bearer model19figure 12 virtualization / abstraction of detailed network topology19f

13、igure 13 subscriber driven policy management20figure 14 subscriber portal to set service policy21figure 15 it management complements network management22figure 16 it service optimization22figure 17 capacity and service management23figure 18 modeling and forecasting24figure 19 forecasting bottlenecks

14、24figure 20 adding capacity to address the bottleneck25figure 21 it resource dashboard and metrics25figure 22 itilv3 and it service optimization26figure 23 factors addressed to close service quality gaps27figure 24 customer centricity vs network centric27figure 25 slas, kqis and kpis28figure 26 laye

15、rs of serivce quality metrics29figure 27 ce/sqm computation29figure 28 holistic customer experience management31figure 29 role of customer relationship management (crm)31figure 30 key cem challenges32figure 31 customer experience cockpit vision32figure 32 customer experience conclusions33figure 33 o

16、ss requirements for e2e sqm34figure 34 key ce sqm areas35figure 35 new service move to component based designs36figure 36 inventories and e2e sqm37figure 37 blackberry value chain model37figure 38 blackberry quality metrics38figure 39 blackberry hierarchical service model38figure 40 aggregating up m

17、easurement to form kqis39figure 41 modeling value chains as service hierarchies40figure 42 omegaq: telefonica r&d approach for cem41figure 43 omegaq architecture42figure 44 omegaq suite43figure 45 use case based on iptv44figure 46 sqm facilities45figure 47 challenge: how to measure the quality of ex

18、perience45executive summarythis white paper captures at an executive level the main results of the managing customer experience (ce) focus area catalyst (fac) presented at the management world orlando november 2008.the catalyst presented a view of the challenges associated with managing customer exp

19、erience and the current state of industry capabilities in addressing those challenges.the fac core presentation addressed what customer experience is, and how it might be measured, how a key factor analysis methodology can be used by members to manage intentional and repeatable customer experience,

20、and the notion of a ce sqm framework that supports this methodology with the following characteristics: a set of metrics (e.g. benchmarking, sla-m tip pm normalized and harmonized); set of five apis (device, network, it infrastructure, it applications, crm and value chain b2b) all related to the tmf

21、 tam application areas; active and passive probe strategy; apis and metrics all designed as a coherent set;in bringing together these industry presentations a few messages became apparent: the service providers focus on customer experience is not yet fully addressed by vendors. vendors are evolving

22、solutions towards a 360 lifecycle virtualized resource model that is common across networks it applications and it infrastructure and driven by client policy requirements. that there is a need for probes based strategy to address practical gaps that occur in putting together todays value networks by

23、 service providers. confirmation that the ce/sqm framework is a specialization and extension of the current tmf frameworks that ensues consistent design to support customer centric, customer experience driven solutions.1 introductionthis white paper captures the main results of the focus area cataly

24、st managing quality of customer experience.it is based on inputs form the supporting organizations which included:o telefnica sa;o amdocs;o comarch;o datasynapse;o huawei;o team quest;o tti telecom;o and the input from the wider membership of the tmf managing customer experience team.2 managing cust

25、omer experiencethis section outlines the plot for addressing customer experience that has been elaborated by the tm forum managing customer experience program. these are based on the slides presented in the catalyst introduction.there a few threads to the tmf customer experience program results that

26、 are briefly overviewed in the following sub sections.2.1 customer experience customer experience is about meeting customer needs. the program has identified four areas of customer needs:figure 1 customer experience needsin addressing customer experience, one needs to have a 360-degree view of the r

27、elationship and interactions between the customer and the provider. the most important thing to recognize is that these relationships are formed before any service is provided, and are maintained and reinforced by experiences during the provision and operation of the service. hence, there exist two

28、pillars for pre-service aspects and two for in-service aspects. the four pillars are: brand image, which addresses the customer need to relate to the providers behavioral and lifestyle /aspiration image. if a provider wants to cultivate its image in sports, entertainment, lifestyle, and social issue

29、s, it can promote a specific cause that harmonizes with what the target customer wants. for example, environmental consciousness that leads to campaigns to reduce carbon footprint; pre-service marketing that connects with customers before they are customers, and demonstrates how a providers product

30、offering can meet their service needs. that can drive service usability, acceptance and adoption by customers; in-service, customer-facing processes that support customer-centric service fulfillment, assurance and revenue management also known as the service wrap. its all about being easy to work wi

31、th; in-service product/service quality ensures the service is available and usable to both customers and users and meets their pre service expectations and needs. all four pillars satisfy some specific aspects of customer and user needs, and can be measured using techniques such as those developed i

32、n the tm forum benchmarking program and the sla management handbook. the model described above is developed in more detail in tr 148 managing quality of customer experience 1.2.2 customer experience influencesa characteristic of customer experience is that it is essentially subjective and influenced

33、 by social factors as well as the interaction between a supplier and the customer.figure 2 customer experience influencesthe figure shows that whilst the provider interactions are the primarily mechanisms for influencing customer experience that other factors are used in forming the customer experie

34、nce. the most important in forming the customer opinions are the relationships amongst the customer, user and others in social groups. in particular the distinction between the customer as the economic client, and the user which is the consumer of the services offered is most important, and frequent

35、ly measurements of user experience are equated to customer experience which is misleading as user experience measures only address a part of the lower right hand quadrant of fig 1.2.3 key factor analysis and metricswhilst the notion of customer experience may appear abstract and un-quantifiable it i

36、s possible to put together mechanisms that provide a systematic method for relating customer experience and needs to the traditional and non-traditional measures used by service providers to gauge the level of customer experience.figure 3 key factor analysis approach the essential idea of this appro

37、ach to start with customer needs and a knowledge of those aspects that lead to a positive customer experience, and to track through the customer provider interface those features of the service offered ( the whats) that contribute both positively and negatively to the customer experience needs. thes

38、e features are underpinned by factors that are used to realize the features. some aspects of the factor contribute positively and some negatively to specific features.when the services are comprised of features provided by one provider it is relatively straight forward to carry out this analysis. a

39、complexity is that for services made of features from multiple providers it is necessary to define metrics at the needs, feature and factors levels that can be compared, and to a benchmarking standard. i.e. the measures made in separate organizations are directly comparable and free of measurement a

40、rtifacts.the tm forum has already embryonic measurement for each of these levels:o benchmarking program metrics for the customer experience /needs o sla handbook and best proactive guides to cover key quality indicator (kqi) metrics for service features, and also key performance indicator (kpi)metri

41、cs for network factors to date these metrics have been developed piece meal, and do not yet represent a complete set for the types of new value chain based services being delivered into the market place.3 emerging trends in realizing end to end service quality and customer experiencethe presentation

42、 of current industry capabilities highlighted some trends emerging in industry solution which suggests some additional requirements on the ce/sqm would make the framework more readily implementable on available industry products and solutions.those readers less interested in all the details are reco

43、mmend to read only the conclusion section for each of the catalyst presentations. 3.1 formation of virtualized resource services in the majority of the presentations from vendors there has been an evolution of the resource model for both networks and it service towards a virtualized model. the gener

44、al characteristics of all of these models are:1. the resources model exposed by the management capacity is based on a resource model that is closer to a service view rather than an exposure of the detailed components that are used to realize the service. mostly these service models are simpler or ab

45、stracted views of the underlying resources hence the term virtualized resource management service.2. the management services offered cover the full lifecycle of the virtualized resource service including:o capacity forecasting and planning services;o provisioning services;o assurance service;o usage

46、 and billing services.3. end to end views constructed from either or both of bottom up resources views or top down views derived using probe technologies.4. additional functionality - usually based on policies or business rules - for optimizing the allocation of the detailed component resources to i

47、nstances of provisioned virtualized service.the following section provide a synopsis of the related contributions from the catalyst vendor participants.3.1.1 datasynapse examplethe datasynapse demonstration was primarily focused on managing it applications through the optimization and effective use

48、of it applications infrastructure using a managed approach to computing virtualization.figure 4 traditional approach to application managementthis slide shows that the traditional way of managing applications is typified by siloed and fragmented applications management which is complex, inflexible a

49、nd costly.major improvements can be realized is a systematic process is introduced to place applications into a consistently managed virtualized computing /storage environment.figure 5 introduction of a standard it applications management processconsiderable improvement in processor utilization and

50、substantial energy cost saving have been reported by various industry reports by moving to virtualized computing if they are supported by consistent it applications management. fig 5 shows the notion of a complete it application lifecycle process for creating applications packages and activating the

51、m on a virtualized infrastructure.in process terms this capability covers both the operational and sip process in the tmf business process framework (etom) as shown below in purple:figure 6 process areas coverage for it application managementthe most important thing to note is that traditional resou

52、rce management covers solely the operations aspect whereas in this model the resource management covers planning and capacity and other sip processes. this is termed elsewhere as a 360 application/product lifecycle.figure 7 use of policy and dynamic optimizationan additional advantage of moving to t

53、his 360 lifecycle resource management model is that it allows the resource managers to carry out local optimization of the fluctuating application demand on the it computing infrastructure according to rules - or policies - agreed with the business clients. this delivers an additional level of impro

54、vements and savings based on the run time behaviors of the application mix. moreover it allows the business client to describe the policies in terms that are closer to their business objectives e.g. this application takes priority over this other application under these rules, target application res

55、ponse times between upper and lower bounds, etc. the development of metrics is easier when these rules are at the application service level rather than the detailed implementation level and also creates opportunities for differentiation between resource manager providers.figure 8 harmony 3 catalyst

56、resource managementin the harmony 3 catalysts which was run concurrently with this catalysts, the datasynapse was integrated under a amdocs resource manger that send activation requests and set policy requirements (create and maintain resource capacity).conclusionthis demo showed all four main point

57、s described in the introduction to section huawei examplethe huawei demonstration was of a managed ip infrastructure where policy was set and managed by customers. the example service being voice over ip, video on demand, internet bandwidth, time scheduled bandwidth, quality and bit torrent.the basis of the proposal was a model of differentiated (distinctive operation) services carried over a common ip infrastructure. the key technology requirements are for guaranteed quality of experience / service, and service level agreements/ guarantees.figure 9 differentiated service trends