Frontier Tmn Process Model

Express Telecommunications Management Network (TMN) Business Process Model (Supporting Information for the Operational Vision Straw Model ) July 1998 Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The TMN Business Process Model provides a structure for the operational design described in the TMN Operational Vision Straw Model, with which Frontier will be able to reshape itself into its desire state, aligning the operations of the business to deliver against Frontier’s established and agreed-to strategic and financial objectives. Business Process Model Operational Vision Objectives Business Characteristics Measures of Success Process Profiles and Detailed Key Performance Indicators Objectives Measures of Success End-state Descriptions Critical Success Factors Key Performance Indicators TMN Operational Design Business Vision Critical Success Factors Express TMN Program Business Vision Business Strategy Market Segment Overall Strategy Strategy Component Price Product Placement Promotion Service Execution Plan Leadership Development Business Process Design Systems Requirements Organization Design Demand/Staffing Models Training Plan Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The purpose of this document is to present functional descriptions of the Key Business Processes configured in the TMN operational design to support understanding the TMN architecture capabilities and recommendations described in the TMN Operational Vision Straw Model. Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

Table of Contents Service Delivery Process 6 Product Sales Order and Provisioning Management Network Definition and Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process 16 Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process 25 Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process 36 Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process 48 Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

Service Delivery Service Delivery Process Product Sales Order and Provisioning Management Network Definition Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The Service Delivery process translates the initial customer contact into specific customer requests and configures network elements to enable customers to use services they have purchased. This process interacts with network elements and third parties (if applicable) to fulfill customer and internal requests for service. Customer Contact Record Contact Provide Information Service Sales Establish Contract Identify Customer Requirements Develop Sales Plan Promote Products and Services Sell Products and Services Record Orders Service Provisioning Follow-up Product Sales Service Request Confirmation Collect Customer Information/Service Address Verify Product Feature Availability Verify Network Capacity Verify Work Force Availability Verify Third-Party Availability Confirm Availability of CPE Collect Customer Site Information Confirm Delivery Date Commit Service Request Information Create Workflow Activities Order and Provisioning Management Network Creation-Network Design/Engineering Facility Design and Assignment Network/Customer Site Engineering Materials Requirement Develop Project Work Details Facility Data Management Service Design and Assignment Identify Service Template Tailor Design Match Logical Design to Physical Reserve Facilities Confirm Facility Availability (Manage Third-Party) Gather Customer Technical Requirements Identify Third-Party Requirements Identify Network Creation Requirements Expand Workflow Activities Network Definition Assignment Service Activation Create Translation Packets Send to NE Manager Create Manual Work Request Dispatch End-to-end Test Perform Completion Test and Put into Service Test Put into Service Network Element Activation

Product Sales Subprocess Functional Definition The Product Sales process identifies which services are being requested and ensures that the services are available. The process coordinates all activities required to sell products to the customer. It includes generating and acting on leads, providing product information to potential and existing customers, providing the information for the service order utilized to activate the particular service, and providing postsales support. Processes Customer management Obtain customer details, location, structure,demographics, contact, people Determine classification and develop a list of potential customers Obtain potential customer requirements Receive customer and product request Validate service address and facilities Identify available products for service address Verify product availability Verify network capacity Confirm and receive CPE availability Collect customer site information Overall coordination Completion on sales process Input External leads Telephone sales, authorized agent, Premises sales, point-of-presence sales Outbound telemarketing Product plans Internal leads Correction request, commitment time Customer profile information Product and location information Sales and corporate plans Service request Output Customer’s needs Customer information updated Connect/Disconnect request Product sales Contract negotiation information Product requirements Order service request completed Query sites by account, pending orders by site or account Key Performance Indicators Percentage of leads turned into sales Average number of unsuccessful sales calls/number of sales Average time CSR takes to complete a sales call by customer type Subscriber churn rate (percent of customers with active accounts after six months) by customer type and product type Number of CSRs per customer and product type Percentage of orders disconnected Percentage of orders disconnected by product type Average time to provide proposal estimate to customer Average number of service order modifications from initial service order Number of inquiries per order per customer

Order and Provisioning Management Subprocess Functional Definition The Order and Provisioning Management process manages the service order life cycle from initial service order receipt to final testing. It validates the request, creates the service order, determines the workflow activities required, and manages the completion of the activities until the service order is completed. This process is the central controlling point for all types of service orders. These orders may be the result of a customer request, a revenue realization action, or a network request. The primary process activities include service request processing, service order management, and service order completion. Input Customer service request order Customer suspend/disconnect request Network service request Confirmed service delivery date and service price Output Manual activation request Unassignment request Design/Assign request Automatic activation request Service order updates Completion notification to trouble management Testing requests Customer notification of modified service orders Processes Commit service request information Receive, validate, and commit service order Reserve facilities of available facility options Send committed service order to OM Create workflow activities Associate workflow activities to service order Notify order management Monitor service order status Update service order status (activities completed or past due) Receive and response jeopardy notifications Complete service order Verify all activities for SO completion Determine if trouble ticket is associated with order Notify customer definition of order completion Modify service order Receive customer modification request Retrieve and modify service order Key Performance Indicators Percentage of service orders commissioned within SLA requirements Average time to deliver a service order Average time to deliver a service order by product Average cost to deliver a service order Percentage of orders correctly provisioned Percentage of services which fail within set time after delivery by product Percentage of service orders that have received jeopardy notifications Percentage of service orders that required modification by the network provider Percentage of orders completed by due date and customer type Percentage of work inspected that meets quality criteria Percentage of service orders missed by due date as a result of the service provider’s responsibility

Network Definition and Assignment Subprocess Functional Definition The Network Definition and Assignment process selects the appropriate design template, and matches/assigns network facilities and equipment to meet the service order requirements. This process also ensures that all third-party requirements are identified and confirms which network requirements are identified. Once all design and assignment activities have taken place, the process will inform the Network Element Activation process. Input Service design/assign/unassign request Assignment guidelines from network planning Inventory information and third-party availability Output Technical definition of request Workflow activities to work management Automatic service activation/deactivation Inventory availability request Network work request to network construction Processes Inventoried network elements Facility characteristics Tailor design Modify or create new template and complete logical design Determines appropriate design Retrieve service design template and map service requirements Query network inventory Query equipment inventory Templates for “typical” design Release facilities Identify optimal available facility Identify optimal available equipment Assign/Unassign facility Notify inventory process Determine manual or automatic Network Element Activation Notify Network Element Activation process Identify network creation requirements Identify trunk requirements (locations,bandwidth) Identify equipment requirements Create network request Identify third-party requirements Key Performance Indicators Percentage of designs correctly completed the first time Percentage of designs that required redesign by product Percentage of correct network capacity assignments Percentage of service orders designed incorrectly due to incorrect network configuration information Percentage of third-party jeopardies Percentage of customer complaints due to defective CPE

Network Element Activation Subprocess Functional Definition The Network Element Activation process includes the physical and logical tasks required to initiate, modify, and disconnect service or service features in the network. Once the elements have been configured, a notification is sent to the Manage Service Order process for coordination of remaining tasks. This process receives input from Network Definition and Assignment for customer configuration changes and from Manage Service Order for demand service activation. Demand service activation refers to services that have been ordered by the end user to be delivered immediately over the customer’s facilities. Input Automated/Manual activation/deactivation request from facilities Automatic/manual activation requests from manage service order Network element update response from network elements Output Element update request to network elements Updated network element notification Work requests to work management Processes Retrieve service order information Retrieve logical equipment assignments Determine manual or automated network activity involved Electronic activation “ Instant” service Activate network elements Manual activation (exception) Reserve/Schedule technician Technician completes work and tests Activated service Request completion Billing Product sales Key Performance Indicators Percentage of elements activated on target Percentage of element activation requests requiring rework Percentage of element activation requests that fail Percentage of requests requiring manual activation Percentage of manual activation requests by element

The Service Delivery process is customer focused, proactive in selling products, and responsible for activating services that have been requested by customers. Vision Critical Success Factors Differentiate by delivering and managing superior customer information, delivering competitive bundled services, and delivering consultative selling/management Customer retention Customer satisfaction Meeting agreed-upon customer commitment dates Error-free installation of products and services Meeting and exceeding industry best practice benchmarks (including cost and timelines) Target market penetration Ability to quickly support new products

The TMN Operational Objectives, translated into the desired Service Delivery process, will ensure that Frontier delivers total quality and maximum value to customers. Improve operational cost structures Shorter installation intervals Simplified process Limited manual involvement The ability to price product competitively Positioned to match or beat the competition in time to deliver service Deliver easy-to-access detailed customer and network information Increased market share Increased flexibility in meeting customer requests Frontier viewed as easier to do business with Improved customer satisfaction Proactive sales Enable flexibility for interfacing with customer and suppliers Improved perception of customer service quality Timely service activation Frontier viewed as easier to do business with Increased reliability of meeting customer commitments Benefits

Service Delivery characteristics and capabilities are prioritized based on operational objectives that can be directly linked to performance metrics and key performance indicators established in the operational vision. Supporting Metrics Percent of orders using self-servicing Percent of order/prov. intervals met Order/Prov. E/R Order/Prov. cycle time Cost per order Percent of time customer accesses sales/product info Sales exp./rev. Sales exp./cust. Percent of contract rework Percent of n/w assign intervals met Assignment E/R Cost per n/w element assigned Average percent of process handled manually Percent of events intervals met Activation E/R Cost per element activated Percent of error-free activations Average percent of process handled manually Percent of events intervals met Activation E/R Cost per element activated Percent of error-free activations Percent of n/w assign intervals met Assignment E/R Cost per n/w element assigned Key Performance Indicators Cost element as a percent of relevant revenue Cost per customer Cost per unit of transaction Improve Operational Cost Structures Objectives Deliver Easy-to-access Detailed Customer and Network Information Enable Flexibility for Interfacing with Customers Customer churn Change in Frontier’s proportion of customers’ telecommunications spending Customer satisfaction levels Percent of transactions handled directly by the customer Percent of customers who access customer self-servicing Percent of instances when service commitments are met Errors as a percent of transactions Mean/Maximum time to deliver service to customer

The following diagram depicts key linkages between Service Delivery and other TMN business processes that can be used as a tool to support TMN program capabilities planning. Network Element Activation Service Delivery Marketing Product Portfolio Relationship Management Financial Asset Management Network Usage Event Processing Network Elements Network Revenue Realization Work Management Network Trouble Management Network Planning Material Logistics Network Performance Management Customer Definition Product Sales Order and Provisioning Management Network Definition and Assignment Activate/deactivate Request Manual Activation, Demand Activation Workflow Activation Jeopardy Notification Updated Element Notification Jeopardy Notification Customer Service Request Marketing Work Management Material Logistics Network Trouble Management Customer Contact Management Network Pricing and Invoicing Customer Definition Network Construction Network Performance Management Financial Asset Management Network Revenue Realization Relationship Management Network Elements Service Correction Order Customer History Promotions, Product Information Product Plan Information on SLA Project Information Suspend, Disconnect Request Response Complete Business Plan Market Drivers Profile Display Status Pending Orders, Service Request Test Results Contact Request Credit Information Restore/ Suspend Request Commitment Time Jeopardy Notification Design/Assign Request Service Request Assignment Guidelines Jeopardy Notification Inventory Status Third-Party Status External Sources Bill Inquiry Customer Contact Management Product Information Order Confirmation Notice Customer Information Updates Service Order Updates Contract Negotiation Modification Contact New Customer, Monitor Deposit Request Credit Check Completion Notification Service Order Project Inventory/ Third-party Updates Testing Requests Availability Check, and Reservation Availability Check, and Reservation Work Request Network Request Updates Modification Contact Unassigned Request Design/Assign Request

Service Delivery Process Product Sales Order and Provisioning Management Network Definition Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

Service Assurance performs preventive maintenance and proactively identifies troubles in the network through surveillance and testing. It supports customer contact for trouble reporting and resolution, identification and resolution of proactive and reactive troubles, and maintaining and monitoring network performance. Trouble Reporting Record Complaints Trouble Monitoring Trouble Resolution Follow-up Customer Trouble Reporting Reactive Maintenance Reactive Service Verification Trouble Report Handling Alarms Testing Analyze Data Trouble History Analysis Test Analysis Event Correlation Trouble Resolution Restore Repair Educate Trouble Management Proactive Maintenance Proactive Surveillance Proactive Testing Routine Scheduled Maintenance Capacity Management (Traffic and Usage Collection) Collect Traffic Data Recommend Action Implement Action Network Performance Management

Customer Trouble Reporting Subprocess Functional Definition The Customer Trouble Reporting process manages all interaction with the customer about a trouble report. It supports the clearing of customer reported faults during the customer contact conversation once it has been determined that the purpose of the customer contact is trouble handling. Additional information about the trouble is retrieved from the customer and the Customer Service Representative (CSR) is led through scripts to identify and resolve the trouble. If the trouble cannot be resolved by the CSR, it is sent to Network Trouble Management for further analysis and resolution. Processes Customer management Customer trouble handling Customer trouble notification Customer trouble monitoring Customer trouble follow-up Documenting customer’s trouble Customer contact history Contact scripting Proactive trouble reporting Input Customer trouble report Test results Trouble history and open trouble ticket data Closed trouble ticket Output Customer trouble request Resolved trouble report Request for trouble ticket Key Performance Indicators Average number of troubles that are associated with a network failure Average outage time per service provider Service assurance costs as a percentage of revenue Number of trouble reports by product type per day Number of trouble reports due to installation errors Percentage of customer reported troubles Percentage of missed commitments by customer type Percentage of troubles isolated correctly Repeat report rate Percentage of service-level agreements met Number of trouble reports resolved by CSR

Trouble Management Subprocess Functional Definition The Network Trouble Management process controls the identification and resolution of troubles that could not be resolved by the CSR during the Customer Trouble Reporting process or that have been identified through Network Performance Management. This process takes into account all existing network activity in analyzing the data and determining how to resolve the trouble. This process requests tests, identifies the source of the trouble, correlates related troubles together, and generates provisioning and work requests, in order to resolve the trouble. Once the trouble is resolved, any necessary feedback is provided to the technician. Processes Trouble identification Receive trouble information and create trouble ticket Determine test type Analyze current trouble information Request end-to-end test Send trouble to be resolved Trouble resolution Determine available resolutions options Create work request as needed Close trouble ticket and send to follow-up Resolution feedback Data and event analysis Trouble tracking Collect status for trouble tickets Provide trouble history for feedback, monitoring, and historical trend analysis Restore the service then repair the fault Input Identified customer trouble Proactive trouble identification Trouble request from customer trouble Trouble request from network performance management Output Closed trouble ticket (restored customer’s service) Trouble feedback Trouble status Work, service, or maintenance request Restored customer’s service Key Performance Indicators Average resolution time per single dispatch Mean time to repair/restore No trouble found rate Number of noncorrelated alarms per equipment type Number of subsequent troubles by service Number of trouble reports by service type Percentage requiring dispatch Repair report rate for service providers Repeat report rate Troubles resolved before commitment time Percent of troubles that are remotely addressable Percentage of service-level agreements met Percentage of trouble tickets cleared within set time Percentage of faults Percentage of work orders emitted with errors

Network Performance Management Subprocess Functional Definition The Network Performance Management process monitors and maintains the overall performance of the network. Proactive surveillance identifies network problems before they become customer troubles, and proactive maintenance is scheduled to maintain the network. Usage and traffic data is analyzed to monitor the capacity of the network and ensure capacity problems are resolved before a customer detects a trouble. Processes Testing Proactive network surveillance and monitoring Network trouble handling Capacity management Generate trouble reports Link to customer trouble reporting for proactive customer notification Historical trend analysis Network maintenance scheduling Input Network data Surveillance data including data from scheduled test and real-time alarms Traffic data Testing systems Test request/results from other processes or network elements Output Improved network performance Notification to customer care Key Performance Indicators Circuit availability percentage Number of out of service credits by service type Percentage of customer trouble reports prevented by proactive maintenance Percentage of proactively determined troubles Repair report rate for service providers (reports per 100 lines) Cost of trouble by service type and by proactive versus reactive Percent of customers experiencing downtime per time period Number of scheduled maintenance jobs completed on schedule Percentage of tests automated and centralized Number of major unplanned outages per period Percentage of incorrect alarms

The Service Assurance process performs proactive and reactive maintenance activities that strive to ensure that service is continuously available to meet customer product/service usage demands. Vision Critical Success Factors Be operationally excellent in core segments and provide high-quality network Performing preventive maintenance and proactive trouble resolution Assigning resources in the appropriate number to the different tasks Creating an accurate and complete picture of the network including characteristics of each network element and the links Measuring the performance of the network in order to maintain the network and provide continuous service Reacting quickly to a dynamic and rapidly developing network environment Resolving network problems in a timely manner Providing real-time network element activation Completing a large percentage of requests electronically Meeting agreed customer commitment dates Installing products and services error-free as expected Continuous improvement in level of skill set of the professionals and technicians

The TMN Operational Objectives , translated into the desired Service Assurance process, will ensure that Frontier exceeds customer service quality commitments. Benefits Improve operations cost reduction Simplified process Limited manual involvement and dispatching Lower maintenance costs through automated diagnostics testing Reduced customer-impacted troubles Reliable network continuously available to support product/service usage Service-level agreement guaranteed Deliver easy-to-access detailed customer and network information Ability to manage customer’s satisfaction Reduced customer-impacted troubles Meet customer service quality commitments Enable flexibility for interfacing with customer Service-level agreement guaranteed Reliable network continuously available to support product/service usage

Service Assurance characteristics and capabilities are prioritized based on operational objectives that can be directly linked to performance metrics and key performance indicators established in the operational vision. Percent of repair performed within time interval Percent of time commitments are met Cost per repair Cost per disconnect Total maintenance expenses Errors per work order emitted Percent of troubles requiring dispatch Troubles by service type Resolution time per single dispatch Number of reports per 100 lines Mean time to repair Percent of n/w repair performed within time interval Failure rate < = Cost per access line Network availability percentage Network control costs Circuit availability percentage Percent of proactive troubles Percent of maintenance jobs completed on time Percent of unplanned outages by period Customer-initiated troubles/Total initiated troubles Cost per customer-communicated trouble Cost per total customer troubles Cost element as a percent of relevant revenue Cost per customer Cost per unit of transaction Improve Operational Cost Structures Objectives Deliver Easy-to-access Detailed Customer and Network Information Enable Flexibility for Interfacing with Customers Customer churn Change in Frontier’s proportion of customers’ telecommunications spending Customer satisfaction levels Percent of transactions handled directly by the customer Percent of customers who access customer self-servicing Percent of instances when service commitments are met Errors as a percent of transactions Mean/Maximum time to deliver service to customer Key Performance Indicators Supporting Metrics Percentage of SLAs met Number of troubles reported by product by day Number of troubles per n/w failure Number of missed commitment by trouble type

The following diagram depicts key linkages between Service Assurance and other TMN business processes that can be used as a tool to support TMN program capabilities planning. Customer Trouble Report Network Trouble Management Network Performance Management Service Assurance Trouble Request Trouble History Existing Trouble Trouble Status Closed Trouble Service Provider Impact Network Trouble Test Results Capacity Statistics Trouble Requests Test Results Capacity Data Request for Trouble Status Test Request Maint. Request Trouble Status Trouble History Contact Request Test Request Test Result Work Request Network Elements Network Planning Network Product Sales Order and Provisioning Management Customer Definition Work Management Network Pricing and Invoicing Network Usage Customer Contact Perform Test Capacity Data Test Results Get Status Pending Service Order Initiative Service Request Service Request Status of Trouble Resolution Technicians’ Feedback Schedule Request Out-of-Service Credits Repair Charges Document Request Out-of-Time Based Service Credits Follow-up Request Request for Contacts Network Elements Relationship Management Customer Contact Work Management Order and Provisioning Management Customer Definition Contract Information Contract Information Trouble Contact Planned Contact Additional Information Commitment Time Test Request Completion Notification Completion Notification Test Request/ Service Order Status Usage Data Order and Provisioning Management Alarms Schedule Surveillance Test Results Profile Deployed

Service Delivery Process Product Sales Order and Provisioning Management Network Definition Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Product Development Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The Product Development process includes developing a customer profile from the incoming information, providing market/customer segmentation, developing a product concept from the marketing process, analyzing competitors’ offerings, implementing the product, and performing ongoing product assessment. Customer Definition Capture Customer Demographics Capture Customer Profile Capture Customer Billing Options Inquire on Customer Status Customer Definition Marketing Identify Market Segment Analyze Market Market Products and Services Analyze Segment Data Analyze Product Data Marketing Products Management Produce Product Plan Define Technical Characteristics Define Charging and Billing Characteristics Define Ordering Characteristics Perform Product Profitability Analysis Introduce Product Product Management Network Creation – Construction Work Force Contractor Management Site Construction Equipment Installation Transmission Media Installation Site Verification Network Construction Network Creation – Network Planning Stakeholder Interaction and Review Traffic Usage Analysis and Monitoring Traffic Forecast Review Service (Switched) Networking Planning Transmission Networking Planning Material Forecasts Budget Development Network Planning

Customer Definition Subprocess Functional Definition The Customer Definition process provides information gathered regarding the customer organization, customer requests to close accounts, account structure and requirements, and billing hierarchy. The information is then available to all the processes to be used to develop new products and services, as this process supports the creation of a dynamic database of all the available customer information utilized to define the customer profile. Processes Identify common customer characteristics Define customer needs Focus groups Surveys Product/Services utilized Calling patterns Capture billing options Generate leads Qualify customer and set up a prospect plan Continuous follow-up on account Inquire on customer status Receive request for profile information Receive status request on trouble resolution Receive status of service orders Input Customer profiles updates Service order updates Updates on product sales Information on billing options Existing customer data Marketplace demographics Market and competitive intelligence Business agreements with third parties Operational Financial Output Updated customer information Customer market segmentation plan Key Performance Indicators Average time to set up a new customer by product and customer type Percent of customers per month rejected due to bad credit Percent of customer information recorded that is incomplete or in error Number of modifications made to the initial customer product subscription within the first six months

Marketing Subprocess Functional Definition The Marketing process is focused on translating strategic direction into actionable marketing plans. The process develops a product plan in terms of platform capabilities and anticipated demand, and identifies requirements for pricing, packaging, promotion, and customer acceptance. It considers the product pricing, packaging, and promotion needed to implement the marketing strategy. It also produces detailed product plans that describe the required implementation. Processes Market program development Set marketing objectives Define business plan opportunities Assess business impact Integrate program plan Market analysis Monitor the marketplace Identify business opportunities Customer market segmentation Analyze and interpret market research results Define customer needs by attribute Identify customer segment opportunities Sales and promotion management Marketing support Consolidate all analysis results Input Strategic and product plans Market intelligence from internal and external sources Potential and existing customer information Customer segmentation plan Output Marketing plan Advertising and promotional campaign plans Validation of segmentation Analysis of competitive data Key Performance Indicators Planned versus actual revenue achieved for new products Percent of revenue achieved from new products Percent of new product specifications developed on target Percent of new product plans developed on target Revenue per product before promotion versus after promotion

Product Management Subprocess Functional Definition The Product Management process manages the overall product life cycle. It takes forecast information, based on market analysis, to identify new products and services. This includes the product characteristics (technical, provisioning, ordering, billing, reliability) as well as all product plan comparisons, product performance, profitability, introduction, and pricing strategies, with input from the existing subscriber mix analysis. In addition, requirements for product modifications and discontinuance of products are determined. This process also analyzes the cross-elasticity effects of similar products, product mix, and resultant profitability effects across the portfolio in determining product offerings. Processes Product life cycle management New product development Product plans definition Product cross-elasticity analysis Infrastructure support requirements of new product Provisioning characteristics Translate product description into provisioning requirements Identify provisioning requirements to support product deployment Define changes Planning forecasting Manage external product approval, testing, and rollout Promotions and campaigns Pricing strategy Input Customer information from the existing customer profiles Customer segmentation plan Marketplace knowledge Strategic plan Product plans Service assurance information regarding reliability of all products in the portfolio Output Product plans Product budgets Work requests Product descriptions Key Performance Indicators Revenue by product Profitability by product Revenue and profit growth rates by product Market share by product Market share growth rate by product Number of new customers by product Number of customers discontinuing product Advertising and promotion expenditure as a percent of total expenditure Percent of customers satisfied with the Network provider’s products Percent of products discontinued

Network Construction Subprocess Functional Definition The Network Construction process prepares the detailed specifications and designs for each component required to implement a product. It defines the physical network architecture required to support the integrated product delivery schedule. This includes the development of a construction plan that will be used to drive the design and deployment of the network including sourcing and managing external contractors to perform the construction implementation phases. Processes Work Force/Contractor management Review network requests for resources Determine resource requirement Schedule/Track force at construction site Site construction Equipment installation Transmission media installation Input Integrated area plans Network switching plan Network facilities plan Interoffice Local loop OSS plan Output New network component available for assignment OSS that enable network and marketplace demand Key Performance Indicators Budgeted construction costs versus actual costs Equipment/Facility utilization rates Overall capital program variance Percent of demand that can be met with available network capacity Percent of network occupancy Percent of new products that can be implemented with available network Percent of decrease in platform design and deployment lead time Percent of platform plans implemented on target Percent of external contractor constructions that fail within set time after commissioning Percent of all constructions that fail within set time after commissioning

Network Planning Subprocess Functional Definition Network Planning is the process that generates the most appropriate plan for managing growth of the network based on forecasts of future demand and current utilization of the network, within the constraints of corporate financial guidelines. The plans created cover all process areas and platform components to develop and implement products. Processes Stakeholder interaction and review for the planning process Traffic/Usage/Event analysis and monitoring Gather usage/event data, analyze data Forecast review Gather product demand/ forecast/schedule information and compare to existing network capacity Service network planning Gather network capacity/facility/demand updates and determine changes required to network plan Produce network plan Provide updated information to associated processes Transmission network planning Material forecast Budget development Input Technical and provisioning information from product plans Marketing plan Forecasts Strategic plan Network capacity information Output Network switching plan Network facilities plan Interoffice Local loop OSS plan Integrated plan Network statistical information Planning budgets Planning guidelines for network assignments Key Performance Indicators Average cross-functional team size Benefit/Cost ratio versus concurrent engineering program size and features Equipment/Facility utilization rates Overall capital program variance Percent increase in program up-front funding from year to year Percent of customers experiencing downtime per time period Percent of projects completed in a concurrent engineering environment Percent of standard modular design/templates usage Time delay/variance associated with making changes Platform plans—planned versus implemented schedule and costs Percent of network occupancy Percent of new products that can be implemented with available network Percent of decrease in platform design and deployment lead time

The Product Development process focuses on products and services targeted to meet customer needs, which should be marketed effectively and priced appropriately to generate demand and maximize profits. Vision Critical Success Factors Deliver high-potential products (extensions) to the market to meet market demand at a competitive average cost Proactive, integrated planning driven by the marketplace Customer satisfaction and retention Target market penetration Timely identification of new and profitable market sectors Competitive, profitable products and services Reliable, high-quality delivery, meeting customer commitment requirements

The TMN Operational Objectives , translated into the desired Product Development process, will ensure that Frontier meets and exceeds customer requirements and demands. Benefits Improve operational cost structures Development of new products at competitive prices Effective marketing Implementation of product and pricing changes on a timely manner Design promotions targeting increased network usage Deploy products on a demographic bases to achieve profitability results Systematic, streamlined process for product development Market intelligence supporting new product definition and delivery Discounts and promotions designed to encourage increased customer incentive to use Frontier Deliver easy-to-access detailed customer and network information “ Transparent” strategic partnerships delivering timely custom solutions Network designed to meet customer requirements Network service available to meet customer demands Support customers’ needs Single source of product information Enable flexibility for interfacing with customers Support customers’ needs Single source of product information Systematic, streamlined process for product development Deployment of network capacity as a result of market demand

Product Development characteristics and capabilities are prioritized based on operational objectives that can be directly linked to performance metrics and key performance indicators established in the operational vision. Percent of transactions performed by customer Time to execute acct. transaction Cost per acct. transaction Percent of errors in n/w installation events Time to implement each n/w element Cost-of-access by product-type Cust. sat. for product/marketing concepts Cost per product Time to market Product-based customer sat. Profit margin by product Cost element as a percent of relevant revenue Cost per customer Cost per unit of transaction Improve Operational Cost Structures Objectives Deliver Easy-to-access Detailed Customer and Network Information Enable Flexibility for Interfacing with Customers Customer churn Change in Frontier’s proportion of customers’ telecommunications spending Customer satisfaction levels Percent of transactions handled directly by the customer Percent of customers who access customer self-servicing Percent of instances when service commitments are met Errors as a percent of transactions (within first six months of operation) Mean/Maximum time to deliver service to customer Key Performance Indicators Supporting Metrics

The following diagram depicts key linkages between Product Development and other TMN business processes that can be used as a tool to support TMN program capabilities planning. Product Management Marketing Network Construction Network Planning Product Development Request for Profile Customer Data Request For Profile Customer Data Product Description Provisioning Information Technical Req. Product Schedule Traffic Analysis Statistics Provisioning Information Technical Req. Product Schedule Technical Information Network Trouble Management Order and Provisioning Management Customer Bill Inquiry Product Sales Work Management Network Performance Management Pricing and Invoicing Customer Contact Relationship Management Network Revenue Realization Network Usage/Event Processing Network Definition Assignment Network Usage/Event Processing Network Definition Assignment Order and Provisioning Management Pricing and Invoicing Product Sales Network Revenue Realization Material Logistics Work Management Financial Asset Management Customer Trouble Reporting Bill Inquiry Credit Limits Customer Details Profile Display Profile Display Product Plan Promotion Strategy Bill Options Promotion Flyers/Parameters Marketing Plans Network Project Network Request Assignment Guidelines Inventory Updates Project Resource Request Status of Trouble Resolution Information on C&B Options Updates Service Order Updates Order Notification Updates Product Information Customer Product Updates, Status Of Service Order Revenue Reports Credit Information Usage Information Capacity Data Network Request Work Order Third-party Requirements Project Plan Labor Cost Profile Display Available Formats Customer Definition Information on Market Market Demand Requirements

Service Delivery Process Product Sales Order and Provisioning Management Network Definition Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The Billing and Charging process starts with the collection of all usage or billing event-oriented activity and ends with the realization of revenue. Account Management Respond to Billing Inquiries Treat Overdue Accounts Bill Inquiry Pricing and Invoicing Prepare for Billing Apply Credit and Discounts Rate Charge Data Rate Aperiodic Movements Calculate Tax Calculate Invoice Format Invoice Produce and Send Invoice Pricing & Invoicing Revenue Realization Prepare Journal Entries Collect Due Debts Deposit Management Revenue Realization Usage Processing Edit & Reformat/Validation Guiding Identify Anomalies Correct Errors Perform Transaction Rating Provide Pre-Bill Inquiry Fraud Prevention Fraud Detection Fraud Analysis Fraud Resolution Usage Processing Usage Collection Collect Usage Data Collect Data of Aperiodic Movements Usage Collection

Bill Inquiry Subprocess Functional Definition The Customer Bill Inquiry process supports the CSR in responding to any customer inquiries regarding bills and in contacting the customer for any billing-related issues. It allows the CSR to view a copy of the bill sent to the customer and to raise and resolve disputes on the bill. It also allows the customer to request an online bill. Processes Request the production or reprinting of different types of documents where required Off-cycle bill Other off-cycle documents Reprint bill/documents previously issued Respond to bill inquiry made by customers Identify issue or inquiry Perform research for difficult inquiries Contact the customer to resolve related issues Track the status of pending inquiries Resolve customer bill dispute Perform immediate resolution Send to account manager to resolve dispute If service is incorrectly set up, create a change order Input Customer inquiries Requests from other processes to contact the customer regarding issues related to Billing and Charging Customer requests for documents—off-cycle bills and reprints of previously issued documents Customer profile information List of documents (including bills) that have been previously issued Document images Disputes on incoming statements Output Pending and resolved disputes for both customer bills and incoming statements Adjustments to the customer account Requests for the production of documents and reprints of previously issued documents Requests to change/correct the service setup Inquiry resolution Customer contacts regarding Billing and Charging Requests for online bills Changes to customers’ billing options Key Performance Indicators Percent of inquiries resolved on initial contact Percent of inquiries resolved within committed timeframe (for those not resolved during initial contact) Customer satisfaction with inquiry resolution Average resolution time for inquiries Customer satisfaction survey

Pricing and Invoicing Subprocess Functional Definition The Network Pricing and Invoicing process focuses on the preparation and delivery of invoices. While the primary purpose of preparing invoices is a request of payment for services rendered, over time a wide variety of additional roles have been incorporated into the invoice including marketing (delivering messages and displaying discounts), customer service (displaying contact numbers), legal/regulatory (displaying regulatory messages), and terms and conditions and credit management (treatment notices and late payment unlashes). Input Unbilled charges and credits, e.g., usage/event and financial settlement transactions, non-usage-based charges and credits One-off charges and credits as a result of service deliv./assu. Financial activity since the last bill, to be included in the bill Requests for document production Requests for the generation of online bills Requests for other documents to be produced Customer/Product information End-user information for the production of end-user bills (in the case of billing services) Contract information Catalog of products and services Tax rules Messages to appear on documents Other charges to be included on the bill from other entities Output Bills to service providers, end users, and other entities Other documents to service providers, end users, and other entities Document images and the list of documents produced to be used in customer bill inquiry Unbilled non-usage-based charges Available document formats Financial transactions generated Requests to contact the customer regarding problems on bills Adjustments to usage/events and financial settlement transactions before the document is issued

Pricing and Invoicing Subprocess Functional Definition This process takes rated usage data for those customers to be billed and rates any nonusage charges and credits before applying discounts and performing any required rerating. All information to appear on the invoice including marketing messages and inserts is collated and formatted to produce documents to be sent to customers. Information from other sources is collected for the production of other document types such as treatment notices identified by the Treat Overdue Accounts process. The Network Pricing and Invoicing process also produces end-user bills for those service providers that require billing services. Processes Identify invoices that are due to be produced and gather the information required Apply discounts and taxes Obtain unbilled usage and nonusage charges Calculate discounts and taxes based on rules and customer and product criteria Standardize all documents and billing data into a standard transaction Rate nonusage events Obtain all transactions to appear on bills Calculate total and subtotals Produce and distribute the document Create and maintain document format Hold and review the bill Key Performance Indicators Number of billing complaints Percent of bills transmitted via available media (paper, diskette, CD-ROM) Average time to introduce new bill format Average time to introduce a new product/service Cost to produce an invoice Percent of bills in error Percent of bills prepared manually Percent of held bills Time to update client account for postpayments and adjustments Total number of documents generated annually

Revenue Realization Subprocess Functional Definition This process handles all activities relating to revenue. This includes handling payments, treating overdue debts, and creating information for company accounting and revenue reporting. Processes Accept the payment, gathering all information required to identify the customer Bank the payment Determine the customer Inform of unallocated payments Manage accounts Receive all financial transactions that occur on a customer account Determine credit or debit account Set up payment arrangements Suspend, reinstate disputed amounts Treat overdue accounts Maintain treatment history Determine high credit risk customers Reconcile incoming statements Collect financial transactions for the purpose of generating accounting inputs and generating revenue report Generate journal entries Generate revenue reports Input Payments Document allocation rules Invoice amounts calculated as due Disputed amounts Resolved disputes Adjustments, both debit and credit Penalties Output Payments with customer and document associated Payments Nonallocatable payments Payment history Account details Request to resume service Key Performance Indicators Cost to process a payment, per payment method Percent of payments made by payment method Amount of receivables, aged Average payment float time (time between bill sent and payment received) Average present value of accounts receivable Percentage of payments in error by payment method Amount of debt write-off Number of disconnects for nonpayment per 1,000 customers Amount of adjustments per month by adjustment type

Usage Processing Subprocess Functional Definition The Network Usage/Event Processing process takes raw usage/event data from the collection process, validates it, associates it with a service provider account, generates any financial settlement transactions required for interconnect agreements with other operators, applies rates to each usage/event, and stores them to be later used in the Network Pricing and Invoicing process. These rated usage/events can be viewed at any time before being billed and can be used to create an online bill before the standard bill round. This process also corrects any errors found in the usage/event transactions, splits out unbillable transactions, and checks that customer-specified and internally-specified credit and usage/event limits are not exceeded. Processes Determine which service provider owns the end user who generates the usage/event Determine the product associated with it and flag those events generated by fraud risk Split usage/events and financial settlements transactions into ratable portions based on appropriate rating algorithms Apply unit rate to each ratable portion based on the product Aggregate/store usage events Support information requirements of other processes Usage/Event error correction automatically/manually Prebill Inquiry for CSRs to obtain details of the usage transactions Produce bill online Usage/Event limit checking (against set credit and usage/event limits defined) Input Usage/Event transaction files Contract and billing services information Customer/Product information List of fraud-risk customers Customer inquiries about unbilled usage/events Online bill, formatted as the customer’s standard bill Internal inquiries about usage/event and financial settlement transactions in the process of being billed (from Hold Bill) Customer specified credit and usage/event limits Internally defined credit limits and high-risk customers from Credit Scoring Output Validated usage/event transactions for other processes Guided usage/event transactions for fraud-risk customers Unbilled usage/event Online bills Unbilled usage/events and financial settlement trans. Adjustments to unbilled usage/events Requests for document production Request for customer contact Request to suspend or disconnect the service Penalties for limit violations Key Performance Indicators Business events read per day Average usage transaction delay Number of days of uncollected usage Average number of errors during traffic reading Average time to read business events

Usage Collection Subprocess Functional Definition The Network Usage/Event Collection process collects usage events from the various sources to be sent to the Network Usage/Event Processing process. These sources can be switches, service providers, other processes, or other external entities such as clearinghouses, etc., depending on the type of usage/events. Processes Determine the collection method for usage events Poll collection mechanism where appropriate Collect usage/events from network elements Collect usage events from service providers Collect usage/events from customer trouble reporting. Collect usage/event from external sources Pass information to usage processing process Input Usage/Event transactions from various sources Output Usage/Event transactions Key Performance Indicators Business events read per day Average usage transaction delay Number of days of uncollected usage Average number of errors during traffic reading Average time to read business events

The Billing and Charging process calculates charges for products the customers have purchased, bills the customer for those charges (as well as for any taxes and surcharges that may apply), and collects payments for the charges billed. Vision Critical Success Factors Deliver Billing and Charging services that meet customer expectations at a competitive dollar amount per customer Reply to customer requests in a timely manner Satisfactorily resolve billing inquiries Manage cost of billing Able to bill for all products and services used Collect outstanding billing on a timely basis

The TMN Operational Objectives , translated into the desired Billing and Charging process, will ensure that Frontier customizes and improves billing processes. Improve operational cost structure Automatic notification Fraud control Settlement validation Timely and accurate bills Flexible implementation of new products and rates Flexible introduction of new usage types Deliver easy-to-access detailed customer and network information Customer driven process Effective customer inquiry Customized billing solutions Flexible options Enable flexibility for interfacing with customers Flexible implementation of new products and rates Flexible introduction of new usage types Benefits

Billing and Charging characteristics and capabilities are prioritized based on operational objectives that can be directly linked to performance metrics and key performance indicators established in the operational vision. Cost per inquiry Inquiries per inv. Inquiry cost per customer Percent of instances achieved resp. time Customer sat. for inquiry resolution Percent of inquiries resolved on initial contact Cost per bill Percent of bills in error Percent of customer generated price quotes Percent of bills produced on paper Time to introduce new bill format Percent of payments applied correctly Percent of instances where there is accurate collection data Pay/Collect cost/cust. Adjust. per month per type Cost per payment applied Avg. age of receivables Rec. write-off as percent of rev. Min. on switch/Min. in systems Number of msgs. sent away Perecent of CDRs in spin files Avg. age of CDRs in Spin files Percent of CDRs written off Time to introduce new usage or event type Msg. collect. cost per customer Mean/Maximum time to collect msgs. Percent of msgs. in error Supporting Metrics Key Performance Indicators Cost element as a percent of relevant revenue Cost per customer Cost per unit of transaction Improve Operational Cost Structures Objectives Deliver Easy-to-access Detailed Customer and Network Information Enable Flexibility for Interfacing with Customers Customer churn Change in Frontier’s proportion of customers’ telecommunications spending Customer satisfaction levels Percent of transactions handled directly by the customer Percent of customers who access customer self-servicing Percent of instances when service commitments are met Errors as a percent of transactions Mean/Maximum time to deliver service to customer

The following diagram depicts key linkages between Billing and Charging and other TMN business processes that can be used as a tool to support TMN program capabilities planning. Bill Inquiry Usage/Event Collection Usage/event Processing Pricing and Invoicing Revenue Realization Product Sales Customer Definition Marketing Product Sales Customer Definition Marketing Order and Provisioning Management Network Performance Management Relationship Management Billing and Charging Customer Contact Customer Contact Customer Trouble Reporting Network Elements Service Provider Others Relationship Management Collect/validate Usage Fraud Management Banks Accounting Profile Display Customer Document Request, Call Rerouting Billing Options Inquiry,resolution Billing Service Correction Orders Time Based SLA Credit Usage/Event Usage/Event Usage/Event Billing Services Information Customer/Product Information Request Suspend/discon Fraud Risk, Usage Event Usage Event Info Usage Event Info Other Entities Usage Event Info Contract Information Bill Options Order Confirmation Nonrecurring Events Repair Charge Document Request Message Parameters Documents Format Document Format Billing Services Existing Customer Details Treatment Rules Deposit Credit Information Credit Info Credit Info Revenue Reports Debits/deposits Suspend Service Restore Request Journals Revenue Reports

Service Delivery Process Product Sales Order and Provisioning Management Network Definition Assignment Network Element Activation SD Vision, Success Factors, Benefits, Metrics, Flow Service Assurance Process Customer Trouble Reporting Network Trouble Management Network Performance Management SA Vision, Success Factors, Benefits, Metrics, Flow Product Development Process Customer Definition Marketing Product Management Network Construction Network Planning PD Vision, Success Factors, Benefits, Metrics, Flow Billing and Charging Process Bill Inquiry Pricing and Invoicing Revenue Realization Usage Processing Usage Collections BC Vision, Success Factors, Benefits, Metrics, Flow Resource Management Process Work Management Financial Asset Management Material Logistics Infrastructure RM Vision, Success Factors, Benefits, Metrics, Flow Resource Management Charging and Billing Process Customer Care Service Delivery Process Service Assurance Process Network Element Activation Product Development Process Resource Management Process Work Management Financial Asset Management Infrastructure Management Materials Logistics Network Definition Assignment Order and Provisioning Management Marketing Product Management Network Planning Network Construction Network Performance Management Trouble Management Product Sales Customer Trouble Reporting Customer Definition Pricing and Invoicing Revenue Realization Usage Processing Usage Collection Bill Inquiry

The Resource Management process is designed to satisfy requirements related to timely delivery of requests, services, accurate and up-to-date accounts, and efficient financial services and controls. Work Management Work Initiation Work Planning Work Scheduling Work Execution Work Completion Tracking and Reporting Work Management Financial Asset Management Budgeting Project Planning Project Accounting Asset Accounting Financial Asset Management Material Logistics Materials Requirements Planning Vendor Programs Procurement Delivery Inventory Management Removal/Disposition Material Logistics Infrastructure Management Provide Infrastructure Supplies Provide Infrastructure Environment Environment Requirements Office Services and Facilities Facilities and Service Management Facilities Procurement Building Services Infrastructure Management

Work Management Subprocess Functional Definition The Work Management process covers the receipt, analysis, and assignment of work orders generated from work requests originating from Network Planning, Network Trouble Management, Network Performance Management, and Network Element Activation (in the case of manual activation). It covers the assignment and prioritization of work orders to work force personnel based on due date and personnel availability. This process also makes requests to Material Logistics to ensure that the materials are delivered to the work force at the right place and time. Processes Work initiation Process work requests Process scheduling request Create work order Infrastructure project plan Manage work order Process the task list associated to a work order or to a schedule request Determine technician skills and parts needed Verify/Confirm resources availability Receive and analyze jeopardy notification Update work order Create work schedule Query availability and reserve parts Determine commitment time Work execution and close the order if work is complete Notify processes involved about work completion Input Work requests Requests for technician availability and reservation Requests for materials availability and reservation Output Completed work order Third-party requests Requests and notifications to impacted processes Key Performance Indicators Number of activities completed per day by technician, per technology Percentage of repeated activities Average actual time spent per activity versus budgeted time Worked time/Working time Work force operative cost per activity and technology Percentage of activities concluded within the planned date High-priority/Low-priority activities

Financial Asset Management Subprocess Functional Definition The Financial Asset Management process manages the collection, processing, and summarizing of financial and economic data. Reports are produced to provide information for planning activities, for control operations, and for management decision making. Processes Budgeting Monitors the budget and tracks financial performance of all the projects Provides forecast information Project planning Evaluate and reevaluate projects due to scope changes or contingency effects Define project KPIs Project accounting Track and report of the costs associated with an asset Monitors milestone dates Analyzed planned versus actuals Asset accounting Creation/Maintenance of fixed assets Forecasting of assets Financial and tax depreciation calculation Appreciation of asset Detailed reporting of assets appreciation/depreciation Input Network projects Infrastructure project plans Marketing plans Inventory costs Labor costs Vendor contracts Output Procurement requests Project information Work requests Key Performance Indicators Percent of expense accounts over budget Value of expense variance in budget Number of detected breaches in internal controls and procedures Number of projects that do not meet the planned completion date

Material Logistics Subprocess Functional Definition The Material Logistics process manages all materials before they are added to the network. It also manages the complete life cycle of the materials including defectives and returns. This process covers planning and delivery of the right materials at the right time to the right place, while minimizing inventory and delivery costs. Processes Material requirement planning Forecast detailed equipment Inventory planning Determine the demand for materials Vendor programs Identify needs for vendor agreements Documents specifications Evaluate vendors performance and choose vendors Procurement Process purchase requisition and material requirements forecast Prepare purchase order Manage purchase order payments Process materials updates Delivery and retrieval Handling, transportation, and interim storage of goods Inventory management Removal disposition Input Network project plans Materials demand forecast Output Material requirements Forecasts Key Performance Indicators Number of work orders not completed in time Value of materials held as a percent of total capital expenditure Materials turnaround time Value of equipment held as a percent of the capital expenditure, per area and technology Value of customer premise equipment (CPE) held as a percent of the capital expenditure, per area and technology Percent of materials requests for stock items that cannot be filled the first time

Infrastructure Management Subprocess Functional Definition The Infrastructure Management process provides the office support services and facilities required to create and maintain an efficient and conducive work and operational environment. Processes Provide infrastructure supplies Planning Requests Provide infrastructure environment Environment requirements Office services and facilities Facilities and service management Facilities procurement Building services Input Internal/External supply requests Requests for facilities Requests for services Requests for office/building space Output Materials requests Material demand forecast Inventory updates Infrastructure project plan Administrative costs Payments notifications Key Performance Indicators Value of office supplies as a percentage of capital expenditure Percentage of facilities and services provided beyond committed time and exceeding the budget Average number of complaints regarding facilities and services

The Resource Management process provides support to all other processes by providing the required infrastructure, facilities and services. Vision Critical Success Factors Meet Resource Management commitments to the business and establish service at a lower cost and maximum efficiency Strategic partnerships with selected vendors/suppliers Cost-effective support for each process area Meeting agreed support response time Timely availability of materials, facilities, and human resources Accurate, complete, and timely financial information Effective legal and regulatory compliance

The TMN Operational Objectives , translated into the desired Resource Management process, will ensure that Frontier increases quality of services delivered to the customer. Improve operational cost structure Efficient use of resources (sales/maintenance forces, etc.) Productivity improvements Accurate and timely delivery of services to the organization Accurate and up-to-date accounts and efficient financial services and control Deliver easy-to-access detailed customer and network information Integrated reporting of service quality guarantees Accurate and up-to-date accounts and efficient financial services and control Efficient use of resources (sales/maintenance forces, etc.) Enable flexibility for interfacing with customers Provide force management for third parties Data support for changes in product/service offerings Proactive statistical analysis of product/service acceptability Benefits

Resource Management characteristics and capabilities are prioritized based on operational objectives that can be directly linked to performance metrics and key performance indicators established in the operational vision. Number of complaints regarding facilities and services Value of materials as percent of capital expenditure Percent of expense accounts over budget Expense variance Number of activities per tech. Actual versus budgeted time per activity “ Occupancy” Cost per activity per tech. Percent of services/facilities delivered over budget Materials turnaround time Percent of activities completed ontime Number of projects that do not meet the planned completion date Percent of services and facilities provided beyond commit dates Percent of work orders not completed on time due to resource constraints Materials turnaround time Supporting Metrics Key Performance Indicators Cost element as a percent of relevant revenue Cost per customer Cost per unit of transaction Improve Operational Cost Structures Objectives Deliver Easy-to-access Detailed Customer and Network Information Enable Flexibility for Interfacing with Customers Customer churn Change in Frontier’s proportion of customers’ telecommunications spending Customer satisfaction levels Percent of customers who access customer self-servicing Percent of transactions handled directly by the customer Percent of instances when service commitments are met Errors as a percent of transactions Mean/Maximum time to deliver service to customer

The following diagram depicts key linkages between Resource Management and other TMN business processes that can be used as a tool to support TMN program capabilities planning. Financial Asset Management Material Logistics Infrastructure Management Resource Management Human Resources Work Management Network Performance Management Network Definition and Assignment Order and Provisioning Management Customer Trouble Reporting Network Trouble Management Network Construction Product Sales Third Party Storage Facilities Third Party Human Resources Network Trouble Management Network Element Activation Network Performance Management Customer Trouble Reporting Network Planning Network Construction Network Definition and Assignment Product Sales Order and Provisioning Management Product Management Marketing Inventory Costs/Value Vendor Contracts Procurement Request Work Request Work Request Availability Query Inventory Updates Equipment Request Administrative Costs/Payments Infrastructure Project Plan Internal/External Supply Request Request for Facilities/Service Space Material Moved Avail. Inventory Test Results Work Request Third-party Activities Jeopardy Notification Inventory Updates Third-party Availability Request Third-party Work Order Schedule Request Availability Check And Reservation Availability Check And Reservation Work Request Inventory Updates Project Resource Request Network Project Technician Feedback, Work Request Network Project/Plans Work Request Budget Development Labor Costs Network Project Plans Work Request Product Budget Market Analysis Service Order Project (For Added Facilities) Goods Received Labor Cost Commitment Time Test Request Completion Notification Commitment Time Jeopardy and Completion Notification Jeopardy Notification Third-party Request Design and Assign Request Inventory Info. Third-party Availability Request Time Report Date Return for Repairs Purchase Order Payments Store Equipment Project Info. Material Request Service Request Inventory Updates Material Demand Forecast

Frontier Tmn Process Model

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Frontier Tmn Process Model