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HOTO assessment - Coggle Diagram
HOTO assessment
pains
Tools
no clear data flow , tool maping between build and run tools( sesam, salto gini , SN , flip, oceane , orchestra ,Orion, ect ..)
no training program for main tool service now
data discripency between different tools
Poor quality of originally raised orders leading to further tools incorrect data
there is no field for logistics to get device serial # in Salto which required manual work during HOTO
Frequent issues with Salto which restricts the router status change in GINI.
GINI connect is perfect for HOTO. But it doesnt capture info from sesam perfectly (data inconsistency)
Lot of human/manual work
most of activities are manual through excel ,high chance of mistakes and time consuming
HOTO
hoto manager doesn’t have the authority, ownership& responsibility of handling the process , fixing issues he is only checking tools , data and filling checklist ( authority of hoto mngr) , this role needs to be formalized and empowered .( best practice UC HOTO manager )
early assignment & engagement of HOTO manager since beginning of project ( kick off)
Automation
no automated report capturing data directly from tools instead of manual work
No Auto-sync between the ordering and monitoring tools- data flow
process
no clear, defined ,standard HOTO process /guidelines per service/product , well communicated globally can be by service then slightly customized afterwards according to customer
HOTO is too complex . Level of effort to make it work becomes a pain and consumes too much time with high chance of error due to lot of manual / human interference
Flow between processes and Hoto process between different products , Wan , LAN , UC need to be aligned
in OG , no specific process , responsibilities are not well defined , who is the owner of HOTO
no process for customer managed devices transformed under OBS responsibility then we are stuck with HOTO not having their devices details
Lack of knowldege :
lack of awareness of operational tools &their data flow between from PM& build team& HOTO manager
unclear responsibilities of involved teams SI & SO
no standard process for all run teams to be used with all customers with basic stad tools for delivery/operations , then to be slightly customized according to service/ customer
no clear tool maping ( data flow ) which delivery tool reflects in operational tools - no clear understanding of tools automation
no clear view when data are reflected in operational tools , can we have it checked at early stage of the delivery ? Or after RFS ? RFB ? SAT ?
Products
selling products to customers though not all their required monitoring data are available /implemented In our tools ( EX: VMI )
frequently Device missing in MySM & Flexible SDWAN Portal
no clear Handover process of business talk sites
no link between dependant services ex: voice dependant on SDWAN , no sharing between teams/ tools which delay implementation/hoto of dependant services
process
input
BVPN
Sesam / Filliade data (?)
SDWAN
MLAN
MLAN NS
MLAN IS
MSI (assets takeover)
MSI (assets transformation)
IS/ERS
Flip
output
receiving tool / format
data requirements
standard (OBS products)
non-standard (customer specific)
RACI
responsible
HOTO manager
CSM
delivery manager / teams
accountable
PM
consulted
CBU director
product owner
informed
account manager
steps
solutions
best practice