Service Quality Management

Nokia Networks
Service Quality Management

Focus operations on what matters most
Technical White paper
Nokia Networks white paper

Contents
Introduction 3
Market environment – drivers and trends 4
Nokia’s view on Service Quality Management 5
Service Quality Management positioning 6
Key success factors for Service Quality Management 8
introduction
Technology – Nokia Service Quality Manager 9
Service modeling is the way to the “right” data 10
Service modeling concept and service model structure 11
Development approach 12
Service Quality Management implementation – start small 14
– think big
Implementing Service Quality Management in a Service 15
Operations Center
Benefits 16
Conclusions 17
Page 2 networks.nokia.com
Introduction
Today, operators are faced with growing pressure to keep their customers
loyal and to operate more efficiently. Service Quality Management helps the
operator not only to improve service quality, but also to reduce the effort
on troubleshooting and finding the exact root-cause of problems affecting
customers. Service Quality Management also knows how to prioritize services
in a smart way, based on the importance of the service or a location. In
addition to the Service Impact Analysis of detected service performance
degradations, this enables the operator to drive the corrective actions based
on the business impact.
Introducing Service Quality Management into an operator environment means
combining People, Process and Technology. Instead of deploying a new set
of tools, operational and organizational aspects are key areas in order to
introduce Service Quality Management successfully. Tools are only the enabler
to execute the process efficiently and in an automated manner. People skills
are important, because it is people who will drive the operations. So the right
balance between People, Process and Technology is required.
This Technical White paper describes Nokia’s view on Service Quality
Management. It addresses the following topics:
• Market environment, drivers and trends
• Nokia’s view on Service Quality Management
• Service Quality Management positioning
• Key success factors for Service Quality Management introduction
• Technology – Nokia Service Quality Manager
• Service modeling is the way to the “right” data
• Implementing Service Quality Management in a Service Operations Centre
• Benefits and conclusions
Market environment – drivers and trends
Mobile operators have been typically focusing on their network and its
performance in a reactive and technology domain specific manner. Today
they face challenges that are forcing them to review their operational support
systems, including network and service management capabilities. These
challenges include growing competition, demands for higher service quality,
increasing network complexity, stagnant revenue streams from legacy services
and rising costs.
E- UTRAN
! C- plane EPC
! ! PSTN
VOICE
eNodeB MME PCRF Rx+
!
X2 S1 S11 S7
IMS
S5 SGi MGW
eNodeB SGW PDN GW
U- plane MGCF
P/I/S – CSCF
Figure 1 - VoLTE service delivery chain
Let’s imagine an operator offers a Voice over LTE service (VoLTE) to its
subscribers. It is vital that the operator knows whether the service is
performing well for all subscribers.
What if the voice quality is poor for some subscribers? The operator needs
to identify the exact root cause of the service performance degradation
– see Figure 1. Does it reside in the LTE radio, in the Evolved Packet Core
(EPC), the IP Multimedia Subsystem (IMS) or in the backhaul domain? Poor
voice call quality at a key location must be fixed rapidly or the operator risks
disappointing a large number of potentially influential customers.
With the reactive network centric management approach the operator will
notice service performance degradations when customers are affected
already, meaning that they suffer from lower service performance. With
the domain-specific assurance process it is time consuming to identify the
degradations in service performance. Also, the ownership of troubleshooting
the issue may be unclear. With Service Quality Management operators can
evolve from network-centric to service centric operations. They will have
a proactive, service-centric approach that detects service performance
degradations before they affect subscribers.
At the same time, many operators are evolving to an all-IP network
architecture that supports voice, data and video services on a single platform.
Fixed mobile convergence and the IP multimedia subsystem (IMS) allow new
types of services over traditional telecom devices, mobile terminals and home
entertainment systems. Operators are converging their Operation Support
Systems (OSS) and IT management to improve operational efficiency and
reduce costs.
To succeed with Service Quality Management operators need a partner with
long experience in end-to-end Service Quality Management and expertise in
holistic service modeling, automated root cause analysis and setting priorities
based on business and service impact. These capabilities enable mobile
operators to monitor the quality of next-generation voice and data services
such as email, gaming, video and others.
Nokia’s view on Service Quality Management

The Tele Management Forum defines the Service Quality Management
as follows: “It encompasses monitoring, analyzing and controlling the
performance of the service perceived by customers.” (TMF GB921 - enhanced
Telecom Operations Map - The Business Process Framework).
Nokia’s understanding of Service Quality Management goes a step beyond this
definition. It covers also parts of the TMF defined process “Service Problem
Management”. Nokia sees that especially the service problem diagnosis (Root
Cause Analysis) is a key area in Service Quality Management.
In practical terms Service Quality Management answers several questions:
What to fix? Understand the service impact of problems and prioritize
troubleshooting activities accordingly.
When to fix? Monitor the quality of the services in real-time and detect
degradations before they become problems.
How to fix? Pinpoint the root cause automatically to accelerate the resolution
of problems.
To answer these questions, Service Quality Management needs to understand
the end-to-end service delivery chain of the services across network domains.
In other words, across various telco and IT domains as depicted in Figure 1
for the VoLTE service. The term Services in this context means both Customer
Facing Services such as Mobile Broadband, Voice over LTE or Facebook, and
Resource Facing Services such as LTE radio, core network or IP backbone.
Once the end-to-end composition of services has been modeled properly,
operators are able to benefit from a complete view of service quality, the
prioritization of service problems, fast root cause analysis and simplified
operations across technologies and vendors. Relevant Key Quality Indicators
(KQIs) and respective calculation methods need to be defined as well as
proper thresholds for service performance degradation detection. All relevant
data sources providing the input for the KQI calculations need to be identified
and integrated.
With this service performance degradations can be identified and evaluated
based on their effect on service quality, helping the operations staff to
prioritize tasks. The network domain that is causing the issue can be identified
and the corrective actions can be started.
Service Quality Management positioning
Service Quality Management is not a standalone domain – but is closely linked
to other processes and business functions in the operations of modern
mobile telecommunications networks.
Large volumes of Customer Product marketing team

complaints received from sharing details on new
specific locations (2) product designs (6)
Customer Care Marketing

1 2 2 6 6
Proactive status of major services degradation for all SQM team sharing Service Model
relevant locations (1) and on impacted areas wherein design with product marketing for
maximum customer complaints are received (2) proper budget planning and testing (6)
SQM
Program Management /
Planning and Engineering 3 Operations 7
Continuous Improvement
Send historical and current traffic utilization
(SOC) Provide quarterly reports listing the frequently
data for targeted locations for capacity occurring Service Degradation Events and also
assurance for both Data and Voice services (3) Service Incident Management (7)
5
Network Optimization
4 8 VAS / IN / IT - MIS
(Radio / Core)
Report on successful Service Performance Periodic capacity performance reports
restoration after necessary Network on IT Hardware to ensure proactive IT
Configuration Optimization (Radio/Core) (4) NOC Services Continuity (8)
Analyze and report on service degradation ‘Root -

Cause - Analysis’ to guide NOC in prioritizing the
Customer Facing Services Network issues and point
them to the targeted location, network nodes (5)
Figure 2 – Unique customer-centric service operations solution
Figure 2 illustrates that Service Quality Management Operations is positioned

as a core function of Service Operations Center (SOC) of an operator and
is focused on delivering valuable inputs to other business functions like
Customer Care, Marketing, Network Planning, Network Optimization and the
Network Operations Center.
In a nutshell, Service Quality Management Operations adds value to following
functional areas:
• Proactive Problem Management & Root Cause Analysis.
• Capacity Planning of Sites/locations.
• Service modeling of customer facing products and its impact on current
product design.
Service Quality Management does not aim to resolve network resource
problems by itself. It relies on Network Resource Operations, which provides
tools, staff and expertise to fix a particular network incident. Service
Operations thus delegates the service problem resolution to a Network
Operations team. The coordination provided by Service Quality Management
results in reduced service down time and better service quality as the
influence of each network resource becomes clear and dependencies between
different domains are discovered. Thanks to Service Quality Management, the
responsible entities for service degradations are identified, including network
domains, solution partners and content providers. It also helps assess how the
different entities have contributed to troubleshooting.
Operators are also interested in understanding the impact of a service quality
degradation on customers. For example, who are the affected customers
and what is the impact on the service usage. This is enabled by Customer
Experience Management. The combined solution allows operational tasks to
be prioritized according to business impact and customer experience.
Service Quality Management and Customer Experience Management
complement each other to provide a unique customer centric Service
Operations solution, as shown in Figure 3.
Service Customer
Health Experience
Nokia Service Quality Manager Nokia Customer Experience Management

Service Performance Monitoring Transaction Analysis
End2End Application Mobile High Value
… Drill Down for root cause Roamer …
Services Services Broadband Customer
Customer
CFS CFS CFS
Facing Services Prioritize with customer
impact statistics
Resource
RFS RFS RFS
Facing Services
Transaction KPI
Resources
RFS RFS RFS
FM, PM, … Transactional data

Figure 3 – Unique customer-centric service operations solution
Based on business and operational priorities, the operator may come out
with a list of operational use cases, which involve data and insights from
Service Quality Management and Customer Experience Management to take
respective corrective actions.
Some use cases may require that Service Quality Management takes care of
the initial detection and then it triggers Customer Experience Management
for further actions. Or then vice versa – Customer Experience Management
is the starting point and Service Quality Management is triggered for further
activities.
Key success factors for Service Quality Management

introduction
The cornerstones of a successful Service Quality Management introduction
are people, processes and technology. All three areas need to be addressed to
ensure that the mobile operator is getting the full benefits from the solution
as illustrated in Figure 4.
It’s important that the operator staff has a positive attitude towards the
introduction of Service Quality Management. When people understand the
benefit for their daily work, they will also.
be more motivated. Through open and proactive communication, operators
can support their people who tend to worry about imminent changes in their
work. In addition, setting targets for staff during the introduction phase will be
a key success factor.
Process & Technology People & Technology

without People without Process
Alienation & turnover
Technology Automated chaos
Underutilized systems and confusion
Poor customer service
Alienation Automated
Chaos
Sweet
Spot
Process & People Successful
without Technology Process Frustration
People Transformation
Frustration and inefficiency Program
High cost of operation
Source: Gartner research on change management
Figure 4 – The right balance of People, Process and Technology is critical
Process aspects have benefited from substantial development in the
methodology and tools available for process design, management and
automation. This helps bring process development closer to the business side
of companies. Process led thinking helps maximize efficiency and quality when
introducing Service Quality Management. Eventually, the shift from network
operations to service operations results in better ways of working.
Flexible systems such as Nokia Service Quality Manager help operators

transform their existing systems to be part of the service management
architecture. A common challenge is that the systems have been built
over time as technology or service specific stovepipes. Service Quality
Management will help to bridge these gaps, including IT management, and
will provide a consolidated view better suited for the constantly changing
business environment.
Technology – Nokia Service Quality Manager

Nokia Service Quality Manager (SQM) puts the Service Quality Management
process into effect. SQM delivers the capability to manage and monitor
services in general. It effectively supports service assurance. All service-
relevant information available in the operator environment can be collected.
The information forwarded to SQM is used to determine the current status of
defined services. The current service level is calculated by the service-specific
correlation rules.
The core of SQM comprises a set of service models and a powerful rule
engine, which computes in real time the influence of network resources on the
service health. The network resources are represented by events, counters
and other indicators, collected from network management tools or probes.
The logical dependencies of network resources and services are modeled
in a hierarchical system of Resource Facing Services (RFS, such as LTE) and
Customer Facing Services (CFS, such as Mobile Broadband) as presented
in previous sections of this document. The domain experience of Nokia in
communications technology as well as operational processes is productized in
ready-to-use modular rule packages and service models.
Service Operations staff can easily monitor the service health via a modern
web-based GUI interface, featuring service structure diagrams, Geographical
Information System (GIS) views and service dashboards.
Interactive drill-down screens guide the user through a workflow from
detecting service problems to identifying root causes. Trouble Ticket
integration makes it easy to embed the Service Management step in a wider
process context such as ITIL Incident- and Problem management.
Service Quality Manager External OSS /
BSS systems
Applications for modeling, monitoring & reporting
Open Interfaces
GIS
Dashboards &
Service Editor Service Monitor
Reports UFM
TT System
Off - the - shelf Service Models Rule Engine
Email / SMS
MBB Voice MBBoLTE VoLTE
External DWH
2G BSS PaCo LTE IMS Service Catalog /

Inventory
3G RAN CSCO EPC IP/MPLS
SLA
Data Collectors CEM
Service
Resource Service Configuration Network Service
Impacting
topology topology Data KPIs KPIs
Alarms
Figure 5 – Nokia SQM overview
Nokia SQM provides the following capabilities, for example:

• Service Modeling (with multiple off-the-shelf service models)
• Service Monitoring
• Service Impact Analysis
• Root Cause Analysis
• Service Availability & Quality Insights
• Service Usage Insights
• Profiling
• Service Problems / Alarms
Service modeling is the way to the “right”

data
A network management environment usually provides a constant flow of data.
The challenge is to identify the “right data” that provides the key insights
to the service quality delivered to customers. Therefore the approach to
Service Quality Management encompasses a service model based on deep
understanding of communications technology and real know-how about the
effect on customer experience.
Service modeling concept and service model structure
Service Quality Management focuses on the quality of the service while it is
being used. The service usage phase can be divided into:
1. The mobile network is available for customers to use: there is network
wireless coverage available to the customer. The complete network
infrastructure is available.
2. Customer’s device can register on the network. This is the fundamental
step, where the customer can be authenticated and registered for the basic
network services.
3. Customer uses the service by starting an application in the device that
translates the user desire into a series of requests.
4. Customer uses the service. Network and service infrastructure delivers the
requests and corresponding responses between the customer’s device and
the respective sources or peers.
5. Service usage is terminated, either intentionally by the customer or is
interrupted for other reasons.
These steps reflect different aspects of service quality and form the Key
Quality Indicators (KQI) as described in ETSI 102 250-1: with Network
Availability, Network Accessibility, Service Accessibility, Service Integrity and
Service Retainability. Additional KQIs like Service Availability and Mobility
further support modeling the service quality.
Services in operator networks are no longer just voice, mobile data and
short messages. Applications, Over the Top (OTT) Services such as Instant
Messaging, Google and Facebook imply different service characteristics,
requiring different service models.
The service model structure is based on the understanding of the service and
resource hierarchy, starting with what the customer is receiving or deliverables
from the operator to its customers. This is also called Customer Facing
Services (CFS), examples of which include Web access, Voice calls and short
messaging service.
The CFS is delivered to customers by Resource Facing Services (RFS)
supported by underlying network and service resources. The relationship
between the CFS and corresponding RFS is the foundation for service model
development. This is illustrated in Figure 6.
The service model provides service quality assessment for a specific CFS.
It is also used for root cause analysis as it bridges the service quality to the
underlying network resources. A simple illustration of a service model is given
in Figure 7.
The service model consists of:
• The data hierarchy that determines KQIs and corresponding KPIs.
• Correlations and calculation rules that compute KQI from KPI and service
quality from various KQIs.
• Thresholds for identifying violations of KQI values and raising respective
Service Alarms.
• Data source definitions.
• Supplementary information supporting the Root Cause Analysis.
What matters Customer Facing Customer Facing Customer Facing Customer Facing
to users Service Service Service Service
Supporting Resource Resource Resource Resource Resource

Services Facing Service Facing Service Facing Service Facing Service Facing Service
Logical Logical Logical Logical Logical Logical Logical

Entities Resource Resource Resource Resource Resource Resource
Figure 6 - Service and resource hierarchy
Development approach
Throughout the service usage phase, service model developing engineers
need to identify all the resource facing services that support the delivery
of CFS and the corresponding technical processes that implement the RFS.
Selected performance indicators for these technical processes will then be
used for the corresponding KQI calculation.
Similar steps are performed for different stages during the service usage
phase to identify the top level technical procedures and the corresponding
KPIs. These KPIs are used to calculate the KQI.
A simple service model data hierarchy can be established as shown in Figure 7.
Service Quality
Service Oriented
KQI KQI KQI KQI
KPI KPI KPI KPI KPI KPI KPI KPI KPI KPI KPI KPI
Network Oriented
Fault Performance Probing Real Time

EMS/NMS
Management Management Solution Monitoring …
Figure 7 - Service model hierarchy
The service quality is based on various KQIs, each supported by a group of

KPIs that reflect performance of certain procedures. Under these, KPIs for
subroutines or processes can be collected to identify potential bottlenecks or
areas of degraded performance.
As well as the KPIs/KQI data hierarchy, the service model can also represent
different dimensions, such as geographical areas and customer segments.
• The geographical area presentations are typically based on the existing area
concept available in the network, such as service area or Tracking Area in an
LTE network.
• The customer or customer segment presentation requests enriched data
that carries not only information about a specific technical procedure or
traditional statistical KPI, but also customer identity such as IMSI or other
attributes that identify customer groups, for example an enterprise.
• Similarly, the customer device type is another dimension that can help
operators.
• As well as supporting service quality assessment and monitoring, the
service model, together with service and resource hierarchy, provides
strong support for root cause analysis.
The root cause analysis is performed in a top down approach. Once
degradation of a particular KQI is recognized, the KPIs of corresponding and
underlying procedures are examined to identify the problem.
The service model is the key because it provides a focus on the data relevant
to service quality and thus the operator business.
Data Service
LTE Network Service
LTE Network Service LTE Network Service
IP
eNodeB MME S/P - GW
Connectivity
MME
S/P-GW
Figure 8 - Service quality root cause analysis
A Service Quality Management solution ideally provides a set of pre-defined

service models with pre-defined KPIs and KQIs as well as thresholds for
service performance degradation detection. These service models need to be
adaptable and extendable to serve operator specific requirements.

implementation – start small – think big
Operators can implement Service Quality Management at their own pace and
according to their needs. As the Nokia SQM is based on modular off-the-shelf
service models aligned with specific business processes to address relevant
services, operators can select which modules to start with (for example SQM
for LTE), in order to enable rapid returns. This will give a flexible and fast
delivery in multi-vendor and multi-technology environments.
Once these initial steps have been completed, expansions will follow,
supporting additional network technologies and services as they are delivered
to customers. In parallel, there will be tighter integration into the existing
system landscape such as Trouble Ticketing and eventually evolving to a tight
integration with Customer Experience Management.
Many operators who embrace this way of thinking have actually found a way to
continuously improve business agility and maintain a competitive advantage.
Implementing Service Quality Management
in a Service Operations Center
When implementing Service Quality Management in as Service Operations
Center (SOC) the operator should at the time of due-diligence for the SOC
discuss the Operating model for SOC Operations with Business Consultants.
This activity is part of the SOC Strategy discussion within the operator. The
Business Consultants would guide the SOC stakeholders in defining the
SOC Operations interactions. Once the SOC Unit’s interactions with relevant
business units are decided, the next step would be to design the targeted
SOC Operational processes and its hand-off processes to other business
functions (To-Be processes).
Figure 2 illustrates a view on the Service Quality Management operations eco-
system, a holistic view on multiple business functions and the role they would
play in the operator’s SOC Operating Model.
Nokia helps operators implement Service Quality Management as part of
a SOC. Nokia provides expertise to design and implement a pro-active
operations enabling SOC. Nokia follows a structured approach for SOC
introduction, where different activities are grouped into five Work Packages
(Figure 9).
Assessment & Prioritization Prioritized Use Cases & Processes

WP1 To select the right UCs and Processes for CSP, based on business
priorities and capabilities
Operating Model Design & Adoption To - be operational model

WP2 (Process Assessment) To make each UC/Process concretely operational for each User
Business Value Argumentation Highlight the Business Impact

WP3 (BVA) To enable CSP team to assess the benefits of each investment on
OSS platforms
Architecture Design & Adoption Prioritized Logical & Functional Architecture

WP4 (Tools) To understand the Architecture evolution with introduction of OSS
tools
Governance Ensure Project & Operations Continuous

(Operations Best Practices) Improvement
WP5
To keep the entire organization aligned towards the agreed SOC &
NOC Strategy & Objectives
Figure 9 - Structured approach for SOC introduction
The initial step is to capture the operator’s business strategy, goals,
requirements and current operational challenges towards a Service Operation
Center. Based on this the use cases for SOC can be identified in an operator
specific context. The shortlisted use cases can then be prioritized based
on business priorities and capabilities. These activities are part of the
Assessment & Prioritization (A&P) Work Package.
The Operating Model Design & Adoption Work Package takes care that the
identified Use Cases are translated to an operating model. This work package
primarily deals with Process Consulting. Based on an assessment of the As-Is
process environment recommendations for the To-Be process architecture
are generated.
In parallel the Architecture Design & Adoption Work Package provides the
target SOC tool architecture recommendations based on the Use Cases
defined in the A&P Work Package. The recommendations take the As-Is
systems architecture into consideration and the consultant will determine the
existing gaps in terms of the functionality supported, integration gaps, and
reporting requirements/gaps.
When establishing a SOC it is important for the operator to assess the
business value of the investment. The scope of the Work Package Business
Value Argumentation includes the creation and refining of business value
models for each of the Use Cases shortlisted in the A&P phase. With these
models the operator can assess how much business value can be expected
from each Use Case.
One of the key success factors for SOC operations is to have Governance
in place. The respective Work Package ensures the implementation of the
operations best practices. A joint operations office (SOC office) is set up
with staff both from the operator and Nokia. This team defines the SOC
Office mode of operation, identifies process owners, defines the operational
reporting requirements as per escalation levels and makes the resource
planning. It also monitors the progress of the SOC introduction against the
plan and provides respective reports to the Senior Management on the
adherence to Governance policies and procedures.
Benefits
With the implementation of Service Quality Management operators can realize
significant operational and business benefits. They can improve the service
quality for customers with lower OPEX.
Following some benefits achieved by operators after moving from network to
service centric operations:
90%+ of the service problems are 20% faster alarm handling

detected proactively by Service • Network availability increases,
Operations Center (SOC) leading to fewer critical alarms.
• SOC communicates the service • Second Line/NOC has clear
problems to Customer Care (CC). priorities over which service-
• CC is aware of the service affecting alarms need to be
problems before customers fixed, thus smoothing the
report them. workload and saving operations
resources in peak hours.
50% reduction in number of service
related complaints and 50% faster 20% reduction in site visits
service restoration • Immediate prioritization of
• Operations can quickly and corrective actions based on
accurately find the cause of service impacts, avoiding
the problem, with root cause unnecessary site visits or
analysis. rescheduling non-urgent site
• Trouble tickets created with root visits.
causes for affected services.
5% increase in service usage
This avoids bouncing between
network domain teams in Second • Overall network quality
Line/Network Operations Center increases, leading to enhanced
(NOC). service experience and thus
increased service use.
Conclusions
Service Quality Management is critical to ensure the continuous improvement
in quality and reliability in service operations required by mobile operators
today. Introducing Service Quality Management supports the operator to act
more efficient and reduce the operational costs.
Key success factors are:
• Deep understanding of the telecom operations business and the
technology of communication networks.
• A holistic approach considering the three dimensions Processes,
Technology and Organization.
• Kick start with off-the-shelf service models which enable an easy
introduction and lifetime support. A robust yet flexible architecture, which
is scalable and based on latest IT technology. The architecture has been
designed for easy customization and integration.
• A Telco vendor as a partner that can deliver turnkey implementations with
an experienced local and global service organization.
Nokia is a registered trademark of Nokia Corporation. Other product and company names mentioned herein may be trademarks or trade names of their
respective owners.
Nokia
Nokia Solutions and Networks Oy
P.O. Box 1
FI-02022
Finland
Visiting address:
Karaportti 3,
ESPOO,
Finland
Switchboard +358 71 400 4000
Product code C401-011936-WP-201511-1-EN

© Nokia Solutions and Networks 2015
networks.nokia.com

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Nokia Networks

Service Quality Management

Technical White paper

Nokia Networks white paper

Figure 1 - VoLTE service delivery chain

Nokia’s view on Service Quality Management

Large volumes of Customer Product marketing team

Customer Care Marketing

Analyze and report on service degradation ‘Root -

Figure 2 – Unique customer-centric service operations solution

Figure 2 illustrates that Service Quality Management Operations is positioned

Nokia Service Quality Manager Nokia Customer Experience Management

FM, PM, … Transactional data

Key success factors for Service Quality Management

Process & Technology People & Technology

Source: Gartner research on change management

Figure 4 – The right balance of People, Process and Technology is critical

Flexible systems such as Nokia Service Quality Manager help operators

Technology – Nokia Service Quality Manager

2G BSS PaCo LTE IMS Service Catalog /

Data Collectors CEM

Figure 5 – Nokia SQM overview

Nokia SQM provides the following capabilities, for example:

Service modeling is the way to the “right”

Supporting Resource Resource Resource Resource Resource

Logical Logical Logical Logical Logical Logical Logical

Figure 6 - Service and resource hierarchy

KQI KQI KQI KQI

Fault Performance Probing Real Time

Figure 7 - Service model hierarchy

The service quality is based on various KQIs, each supported by a group of

LTE Network Service

LTE Network Service LTE Network Service

Figure 8 - Service quality root cause analysis

A Service Quality Management solution ideally provides a set of pre-defined

Service Quality Management

Assessment & Prioritization Prioritized Use Cases & Processes

Operating Model Design & Adoption To - be operational model

Business Value Argumentation Highlight the Business Impact

Architecture Design & Adoption Prioritized Logical & Functional Architecture

Governance Ensure Project & Operations Continuous

Figure 9 - Structured approach for SOC introduction

90%+ of the service problems are 20% faster alarm handling

Product code C401-011936-WP-201511-1-EN

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