Transcript Delivering the Undertakings

BT Industry Development Event
Delivering the Undertakings
13 & 16 March 2006
Welcome
Jo Upward
Agenda
10.30am
Welcome & Introduction
Jo Upward
10 mins
10.40am
Update on the Delivery of the Undertakings
Peter McCarthy-Ward
10 mins
10.50am
Organisation and Operations (Openreach)
Emma Gilthorpe
10 mins
11.00am
Organisation and
Operations (BTWholesale)
Angus Flett
10 mins
11.10am
Q&A session
20 mins
11.30am
Equivalence: What does it actually mean?
• Introduction
• IPStream Provision and Repair
• New Product Development, Process &
Governance (Generic)
• Migrations
50 mins
Malcolm Austin
Malcolm Austin
Keith Edwards
Guy Bradshaw
12.20pm KPIs
Andy Kennedy
Paul Hunt
15 mins
12.35pm Next steps
Jo Upward
5 mins
12.40pm Q&A Session
All
20 mins
1.00pm
Close with lunch to follow.
2
BT Group
Undertakings Programme Office
Peter McCarthy-Ward
The Undertakings
•
•
•
•
•
•
55 pages, 204 discrete deliverables details @
http://www.ofcom.org.uk/telecoms/btundertakings/btundertakings.pdf
Ofcom quarterly reports @
http://www.ofcom.org.uk/telecoms/btundertakings/implementation/
BT bulletins @ http://www.undertakingsbulletin.com/
KPI reports @
http://www.btplc.com/Thegroup/Regulatoryinformation/Ourundertakings
/KeyPerformanceIndicators/index.htm
EAB information @
http://www.btplc.com/Thegroup/Theboard/Boardcommittees/Equalityof
AccessBoard/EqualityofAccessBoard.htm
Openreach data @ http://www.openreach.co.uk/
4
The Undertakings: Delivered
Appoint Openreach CEO by 22/10/05
Establish EAB by 22/3/06
Publish exchange space availability by 1/11/05
Publish Code of Practice by 22/1/06
Publish product transparency by 22/12/05
Launch address matching service by 31/12/05
IP Stream RFS date 31/12/05
Wholesale product management organisation 22/1/06
Establish Openreach by 22/1/06
Consult on Leased Lines by 22/1/06
Separately secured Openreach HQ by 22/3/06
5
The Undertakings: Pending
Exchange accommodation product due 21 March 2006
RFS for S/MPF due 30 June 2006
Access to engineering appointment books due 1 July 2006
Openreach accounts published - Q1 2006 due July 2006
RFS for WES/BES due 30 September 2006
IBMC IPStream, S/MPF due 31December 2006
RFS Analogue WLR “due” 31 December 2006
RFS ISDN2 WLR 30 September 2007
RFS ISDN30 WLR 31 December 2007
6
Openreach – Open for Business
Emma Gilthorpe
Openreach – Open for Business
•
Launched 11 January 2006
•
Huge amount of change was necessary:
– Around 30,000 people transferred into the business
– Identified the assets to be operated and controlled by Openreach –
around £8bn
– Transferred delivery of the key access and backhaul products
• WLR (analogue, ISDN2, ISDN30)
• LLU (SMPF, MPF)
• WES
• BES
•
Equality of Access Board in place since November
– Very active in monitoring our transformation and ensuring delivery
Although Openreach is a regulatory creation it will be judged
by its success in meeting the needs of all its customers
8
The Openreach Organisation
Steve Robertson
CEO
Operations
North
Andrew Jones
9
Operations
South
John Dunn
HR
Jane Hobbs
Finance &
Bus Planning
Peter Cross
General Counsel
Nigel Cheek
Equivalence &
Public Affairs
Emma Gilthorpe
Service
John Small
Sales, Product &
Marketing
Anne Heal
CIO
Colin Windsor
Chief Engineer
Bob Cowie
Some Early Achievements
People
• Openreach version of the Code of Practice and ‘Key Messages for the
Engineering Community’ published
• Openreach training programme (CBT, telephone-based training for engineers)
well established
• Financial remuneration schemes aligned with Openreach’s Scorecard
performance
• We are recruiting 1300 additional engineers
• We have training plans to increase skills and capabilities across our field force
to improve network reliability
Reporting
• KPI product equivalence reporting
Products
• Address matching service launched
10
Need for Collaboration
• Address matching
– Dimensioned for 25,000 hits but only operating at 1,500
– Need to understand why
• Does service meet your needs?
• Are you changing your own internal processes?
– Feedback to [email protected]
• Trialling and testing environments
– Trials will be essential for the effective implementation of the
Undertakings
– Must trial at volume to ensure successful product launch
– Need to work with our customers to ensure that you can participate
fully
– Feedback to [email protected]
11
Areas for Improvement
•
Customer business management
– Sent letters to customers on preferred relationship management
arrangements
– Have been working hard to create a new Openreach customer relationship
management team and sales culture:
• Organisational design
• External recruitment
• Transfers from BT Wholesale
– Taken longer than hoped but have committed to have 50% resources in
place by end March and remainder as soon as possible after that
•
Effective communication of progress
– We must have “joined–up” communications from Openreach to ensure
clear, coherent communication to our stakeholders
•
Openreach branding
– Employee ID Cards
– Advertisements
12
Where We Go from Here
• Deliverables in the next six months
–
–
–
–
–
Systems platform for SMPF and MPF (30/6/06)
Improved access to engineering appointment books (1/7/06)
Measuring stakeholder satisfaction
Compliance complaints handling process
Openreach communications and engagement programme
• Reviewing customer channels
• Customer Newsletter
• Webcast
• Changing the way we do business is key
– Equivalence becomes a core value for Openreach
– Self-governing approach over-delivers on the Undertakings
– We work with you - our customers - to anticipate and meet your
requirements
13
Organisation & Operations
BT Wholesale
Angus Flett
14
Guiding principles
Maintain operational
efficiencies, where no
conflict with
Undertakings
Meet both the letter
and the spirit of the
Undertakings
Transform into
a high-quality
and responsive
wholesaler
Design
implementation
in an efficient
manner
Drive changes in
both behaviour
and outcome
15
What changes have we made?
• Re-organisation of BT Wholesale Products & Strategy
• Changes to governance & processes to reflect Code of Practice
requirements
• Changes to scorecards and incentive schemes
• Training, reminders and guidance
• Regular compliance checks
• Process in place for reporting any potential non-compliance
• A new more open approach to industry
16
Product Management Organisation:
Separation framework
White boxes =
common functions
Cameron
Rejali
Portfolio
Tarquin Bellinger
Product
Management
Angus Flett
Commerc. mgt
Cust exp -Other
Prod
mgt
Pricing
Programme
Management
Paul Banjo
Pricing
Prod
devt
BTW-CNS –
Core Network Services
Prod
mgt
Prod
devt
Pricing
BTW-VNS –
Value-added
Network Services
17
Prod
mgt
Pricing
BTW-UNS –
Unregulated &
New Services
Prod
devt
Pricing governance
• The team is split into three discrete groups which each works on pricing
for only one product group
• At team meetings:
• All participate when discussing ‘how’ we do business not ‘what’ we do.
• VNS/UNS people leave the room before CNS topics are discussed
• We have separate CNS, VNS and UNS distribution and attendance lists to
ensure proper separation
• WPAG agendas and minutes are also split into separate sections
• Pricing papers cannot contain any cross portfolio analysis outside of the
originating product group
• MD Products & Strategy and FD are the only two people allowed to take
a wider cross portfolio view across BTW
• but must still comply with the Undertakings and competition and regulatory
law in general
18
Portfolio team
Role
• Development of portfolio strategy e.g.
• Opportunities for new products not subject to SMP designations or the Undertakings
• Migration from 20CN to 21CN portfolio
• Consultancy support to Product Management
• Common capabilities development
• e.g. making Ethernet a common capability so we can deploy cheaper/faster
• Product marketing - communications and training
Approach
• Strict enforcement of Chinese walls across BTW Product Management
• Team can help CNS or VNS (i.e. offer consultancy)
• Team can brief MD Products on cross portfolio issues but cannot influence business
cases
• Team can see both CNS and VNS information but must observe Chinese walls when
using it
• Information is filtered where necessary for downstream BT LoBs.
19
Scorecard
Products and Strategy Scorecard
Cameron
Directors excluding
Angus and Paul
Angus, Paul and
Don
Non-WS Managers
Targets Weighting
Targets Weighting
Targets Weighting
Targets Weighting
Targets
Weighting
For Q1-Q3 2005/06
Group objectives
Unit objectives
Personal objectives
Existing
Existing
Existing
20%
40%
40%
Existing
Existing
Existing
20%
40%
40%
Existing
Existing
Existing
20%
40%
40%
Existing
Existing
Existing
10%
40%
50%
Existing
Existing
Existing
10%
40%
50%
For Q4 2005/06
Group objectives
Unit objectives
Personal objectives
None
Existing
Existing
0%
50%
50%
Existing
Existing
Existing
20%
40%
40%
None
Existing
Existing
0%
50%
50%
Existing
Existing
Existing
10%
40%
50%
None
Sub-set
Existing (provided
they are all WSspecific)
0%
50%
50%
* Changes in red
*Unit objective:
• for Cameron and non product Directors the unit is Products & Strategy
• for Angus and Paul the unit is CNS,VNS and UNS products
• for product managers the unit is CNS or VNS
20
WS Managers
Example Scorecard
BT WHOLESALE PRODUCTS & STRATEGY
CURRENT PRODUCTS & STRATEGY OBJECTIVES (2005/6)
Threshold
A) SHARED WEB ITEMS
1) Safety
2) Customer Satisfaction Top Box
3) 21CN
90% HASERD complete
47%
70% of BTW components
completed
Proposed Measures
On Target
Stretch
Threshold + 10% reduction in
collisions
48%
80% of BTW components
completed
Target + 5% reduction in Lost
Time Injury
49%
100% of BTW components
completed
B) UNIT ITEMS
1) Total capital expenditure
2) ASD - Support the plan, development & launch of ASD and the dissolve
Planning
& build
& PMO
of BTW
resources
and BTWO Threshold
as appropriate
+ equivalence
assigned
issues with industry and Ofcom
agreed
3) Total External Revenue (excluding transit)
4) Total EBITDA
5) SG&A costs
SUBSET OF PRODUCTS AND STRATEGY OBJECTIVES FOR
"CORE NETWORK SERVICES (WS) EMPLOYEES" FOR Q4
2005/6
A) SHARED WEB ITEMS
1) Safety
B) UNIT ITEMS
2) ASD - Support the plan, development & launch of ASD and the
dissolve & build of BTW and BTWO as appropriate
3) Total External Revenue (excluding transit)
Weighting %
On Target + agreed
equivalence timelines met
On Target
Stretch
90% HASERD complete within
WS teams
100% HASERD complete
within WS teams
N/A
Planning & PMO resources
Threshold + equivalence
On Target + agreed
assigned for WS product set issues with industry and Ofcom equivalence timelines met for
agreed for WS product set
WS product set
21
20%
20%
Weighting %
Threshold
£m for CNS product set
10%
10%
10%
10%
10%
100%
Proposed Measures
£m for CNS product set
10%
£m for CNS product set
20%
30%
50%
100%
Training & behaviour
• The real key is to ensure our people behave in accordance with both the letter
and the spirit of the Undertakings
• Over 99% of BT Wholesale managers have read the Code of Practice and
completed the CBT training
• We are running road shows which use role plays to focus on the rules on
sharing Commercial Information & Customer Confidential information and
influencing Commercial Policy
• 1648 managers have attended 23 events to date
• We plan to train 2300 managers in total and have added extra events because of
the high level of demand
• We have issued guidance notes on Commercial Information/Customer
Confidential Information/Commercial Policy to the Products team
• We are developing specific guidelines for each of the common function teams
• The BTW Undertakings programme team have responded to 32 queries from
Products people over the last 2 months
• proof that people are thinking about what they can and cannot do
22
Being a Good Wholesaler
• Open and transparent
• Fit for purpose products
• Proactive
A Wholesaler of Choice
23
Q&As
Equivalence in Practice
Introduction
Malcolm Austin
25
What does equivalence of inputs mean?
The same products and services for BT and others
• Same timescales, terms and conditions (including price)
• Same systems and processes
• Operating with the same reliability and performance
• Same commercial information
• Subject only to:Trivial differences
Differences in credit vetting, payment, contract terms on
termination, safe working, security
Other differences agreed by Ofcom
26
What does this mean in practice?
• The way that products are delivered to CPs will generally not change
• ..but BT Wholesale & Openreach will make changes to ensure that
products are delivered wholly equivalently to BT’s downstream divisions
• The RFS or Ready for Service date is the date from which all new supply
has to be equivalent
• The IBMC or Installed Base Migration Complete date is the date from
which the existing BT installed base must be migrated to the EOI product
• For IPStream, BT Retail achieved IBMC on the same date as RFS i.e. one
year early
• Migrations involving an Equivalence of Inputs product must also be
equivalent
• Publication of KPIs for provision and repair
• Wholly equivalent SOR process
27
IPStream:
Provision & Repair
Malcolm Austin
28
IPstream Service Fulfilment for BT Retail and
BT Global Services pre Dec ‘05
BTR/BTGS
BTW
CPs
BT Retail/
BT GS
Order
Handling
systems
BTR/BTGS could
monitor order progress
Directly on CSS
BTW
Order
Handling
system
(e.Co)
Workflow (CSS)
29
BTW Broadband
Provisioning OSS
IPstream Service Fulfilment for BT Retail and
BT Global Services post Dec ‘05
BTR/BTGS
BTW
CPs
BT Retail/
BT GS
Order
Handling
systems
BTR/BTGS can only
monitor order progress
via BTW systems & customer
reports
BTW
Order
Handling
system
(e.Co)
BTW Broadband
Provisioning OSS
BTW still has direct access to CSS
Which will be removed by EOI
for new orders June ‘06
Workflow (CSS)
Openreach formed and
CSS moved into Openreach
Openreach
30
IPstream Service Fulfilment post June ‘06
BB Communications Provider
BB SMC
BT Wholesale
eCo
The same principles
apply to Assurance –
singleton interface and
reporting
Broadband Order placed
B2B Gateway
Openreach
on FlowStream
KCI’s
SMPF order
created on
CSS
31
All BTW IPstream orders
and reporting on progress
is via singleton B2B
Gateway interface.
New Product Development
BT Wholesale
Keith Edwards
32
Product development process
• BT has always operated a single product development process designed
to ensure SoRs from all customers are treated on equal terms.
• We have reviewed and amended the process to :
 deliver the Undertaking requirements around the separation of CNS and VNS
 ensure 100% compliance with the process
33
Key Changes and Benefits
• Single, transparent process consistent with equivalence of input.
• Separate focus and management of SMP products (CNS) and products of
commercial significance (VNS)
• Undertakings process discipline reinforced by
 Code of Practice and associated management training
 Revised terms of reference for Gating bodies (define attendance and
information sharing)
• New Products Requirements Forum established
 ensures compliant and single point of entry to the product development
process
 improves integration with product plans
• Key process documentation templates and guidelines revised
• Ofcom Regulatory SoR Process unchanged, now operates in Openreach
and BT Wholesale.
34
Approvals
Product Development Investment Governance
Director,
Product Management
MD,
Products & Strategy
Shared with EAB
Developed separately by
CNS/VNS/UNS, with no
view of resource
constraints
Process
Director,
Product Development
Product plans
Estimated budget
requirement based
on deliverables.
Split CNS / VNS /
UNS
Costed
work stack
MD,
Products & Strategy
and Wholesale Executive
Based on view of resource
envelope.
Avoid undue discrimination
Transparent decision making
Prioritised
work stack
>
iterative
<
MD Products
Investment
prioritisation
Approved annual
funding envelope
Product
Development
Board
35
Allocates funds and
resources.
Conflicts resolved by MD,
Products & Strategy
BT Wholesale Product Development Process Flows
Openreach
(customer)
Consumer &
Business (Retail)
Corporate &
International (GS)
Service Lines (non wholesale)
Wholesale Customers
MNO & Altnets ISPs and SPs
Account/Commercial
Management
MARKETING
Business Unit
Product Requirements Forum (PRF)
Internal & External Requirements / Product Management
Non BTW
requirements only
Wholesale Service
Line
Product Development Board (PDB)
Requirement Management
Team (RMT)
36
BTWholesale Portfolio Change Process
Phases
Entr
y
P3.
P0.
Concep
t
P1.
Specify
& Plan (feasibility)
D
0
D
1
P2.
Design &
Implement
D
2
GATES
Testi
ng/
Trial
D
3
P4.
Laun
ch
D
4
P5.
Clos
ure
All SoRs
PRF
Product
Development
Board
Portfolio
Investment
Forum
Pricing –
WPAG
Launch
Go/NoGo
CIM
Feasibility
funding
Solution Design
funding
Pricing agreed
Development
funding
Customer Communication on
Progress
37
Launch agreed
Post
Implementation
Review
Product Development – Process Changes
Before
Decision making bodies – mixed
attendance and information sharing
One BT Wholesale work stack
potentially visible to all.
Inconsistent entry to product
development process
Inconsistent application of
equivalence of input
Process not transparent, creating
potential suspicion
Lack of direct integration at point of
entry with product plans
After
Decision making bodies have
separate attendance
Information sharing guidelines
Logical separation of information on
all product management systems
All entry is via new single “Front
Door”
Explicit checks by governance
bodies and submission template
guidance
One generic BT Group process
operated by all Business Units
Refreshed Product Plans and new
PRF have common ownership
38
Cross Portfolio Migrations
Guy Bradshaw
39
Communication Provider Migrations Today
Migrations
Equivalence Demonstrated
IP-IP
Standard lead times
Same order gateways
IP-DS
Same reporting mechanisms
DS - IP
All CPs
Same order processes
Same pricing
IP - LLU
Same systems
LLU - IP
40
Migrations Challenges
PRODUCTS LINES
BB
LLU
CALLS
WLR
NO.
PORT
CONVERGENCE
MAJOR CHALLENGES:
• Alignment of processes, policies, systems, technologies
• Implementing a single system across different work stacks and with Industry
MULTIPLE MIGRATIONS
41
Migrations Future Strategy
Strategy
To provide a seamless End to End standardised any-to-any migration process led by
Consumers which neither favours the Gaining/Losing CP, yet allows free competition, ease of
switching, takes account of multi provider/ multi product transfers and minimises End User
involvement whilst satisfying the requirements of the Undertakings
Key Principles
Any solution must meet the objectives of keeping the Customers well informed and well protected.
Customer experience must facilitate ease of switching
The Solution:
The Benefit:
Symmetrical seamless migration processes
Differentiation between product sets
Aligned lead times
21CN compatibility
Fully strategic systems
Faster time to market
Aligned KPIs
‘Spirit’ of the Undertakings
Improved customer experience and
flexibility
Stove pipe developments eliminated
Potential savings/increases efficiencies
across industry
Any-any migrations
42
Migrations Going Forward
• Developed an ‘equivalent’ framework
• Based upon feedback from Industry
• Awaiting outcome Ofcom consultation
• Feasibility underway to test the broad technical viability (Upstream and
Downstream)
43
KPIs
BT Wholesale
Andy Kennedy
44
New BT reporting structure
Main BT PLC Board
BT CEO
Management reporting
Compliance oversight
EAB
Openreach
Board
Openreach
Operating
Committee
BT Wholesale
Board
BT
Wholesale
BT Retail
Board
BT Retail
45
BT GS
Board
BT Global
Services
KPI reporting
• BT reports monthly to the EAB on:
– Progress towards delivering the Undertakings
– Provision and repair for Equivalence of Input products plus
DataStream and PPCs
– Code of Practice training completion
– Customer satisfaction measures
– Employee attitudes & opinions (annually)
– Complaints
• BT reports quarterly to industry on:
–
–
–
–
Undertakings delivered
Product provision and repair KPIs
Code of Practice training completion
Details are at
www.btplc.com/Thegroup/Regulatoryinformation/Ourundertaki
ngs/KeyPerformanceIndicators/
46
BT Wholesale KPI principles
• Objective is to demonstrate equivalence/transparency by measuring
comparative service levels between customers
• Complement existing published product KPIs
• We will report product KPIs for:
•
IPStream
•
DataStream
•
PPCs
•
IPStream migrations
• Initial reports will use those existing KPIs we consider most important:
•
Fulfilment / assurance
• We will add/amend these over time following consultation with industry and
the EAB
• These KPIs will be reported monthly to the EAB and quarterly to industry
47
Product KPIs
BT IPstream
Fulfilment % orders completed by CCD
Assurance % Broadband faults cleared by
BT Wholesale within 40 hrs of receipt
BT Datastream
Fulfilment % orders completed by CCD
Assurance % Broadband faults cleared by
BT Wholesale within 40 hrs of receipt
PPC
Fulfilment
The percentage of Service orders
successfully completed on or before
the committed delivery date
Assurance The number and percentage of product
faults that are cleared within 5 hours
48
Example Graphs
Example KPI graphs (on the BT Group Web-site)
•
http://www.btplc.com/Thegroup/Regulatoryinformation/Ourundertakings/KeyPerfo
rmanceIndicators/KeyProductPerformanceIndicators/index.htm
49
Product KPIs
Migrations
Overview
• Compare performance between the various “Broadband” migration
paths (BT IPstream, BT Datastream and LLU)
• No KPIs currently exist
• Different processes and lead-times complicates direct comparison
between migration types
Proposal
• For fulfilment use % success by Original Delivery Date
• Initial KPI plans shared with UKCTA, measures now being developed
50
Product KPIs
CPS
• No KPIs currently exist
• Unable to identify relevant comparative measures
• Welcome feedback
51
Next Steps
• Seek your feedback on these Product KPIs
• Feedback to [email protected]
• BT Wholesale will host an industry working group end of April to
ensure:
• Proposed measures are fit for purpose
• Identify improvements
• Plans to enhance the IPstream / Datastream fulfilment KPI
• Existing measure based on BT Retail system (CSS)
• Moving to BT Wholesale eCo system based measure
• Ensure all activity types are captured
52
KPIs
Openreach
Paul Hunt
Openreach products
Initial product set:
•
•
•
•
Wholesale Line Rental – analogue, digital and ISDN30
Local Loop Unbundling – classic(full) and shared
Wholesale Extension Services
Backhaul Extension Services
• We provide performance reporting to EAB monthly and
industry quarterly.
• We compare BT v External CP
• As a result of looking at performance on each measure
Openreach investigates and explains to the EAB possible
areas of non equivalence – monthly.
54
Openreach products
- the performance graphs.
WLR PROVISION
Business / Residential Transfer
ANALOGUE / DIGITAL
Business / Residential New Provide
WLR PROVISION
Business Transfer
ISDN30
Business New Provide
Business / Residential Standardcare (Level 1)
WLR REPAIR ANALOGUE
Business / Residential Promptcare (Level 2)
Business / Residential Totalcare (Level 3)
WLR REPAIR
Business / Residential Standardcare (Level 1)
DIGITAL
Business / Residential Totalcare (Level 3)
WLR REPAIR
Business Promptcare (Level 2)
ISDN30
Business Totalcare (Level 3)
55
Openreach products
LLU PROVISION
- the performance graphs.
Shared (SMPF)
Classic (MPF)
Shared faults cleared in 40 clock hrs (excl. park)
LLU REPAIR
Classic faults cleared in 40 clock hrs (excl. park)
Classic (enhanced) faults cleared in 20 clock hrs (excl. park)
WES PROVISION
WES REPAIR
BES PROVISION
BES REPAIR
56
Openreach products
- Example performance graphs
WLR Analogue Repair - Business Prom pt Care
(Com parison of Repair perform ance)
20
15
10
5
0
Feb- Mar05
05
BT
Apr05
May- Jun05
05
Extl CPs
Jul05
Aug- Sep- Oct05
05
05
BT 12 month Ave.
Nov- Dec- Jan05
05
06
Average time to restore (wkg hrs)
Average time to restore (wkg hrs)
WLR Analogue Repair - Business Standard Care
(Comparison of Repair performance)
20
15
10
5
0
Feb- Mar- Apr- May- Jun05
05
05
05
05
BT
Extl CPs 12 month Ave.
30
20
10
0
57
Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan05
05
05
05
05
05 05
05
05
05
05
06
BT
Extl CPs
BT 12 month Ave.
Extl CPs 12 month Ave.
Average time to restore (wkg hrs)
Average time to restore (wkg hrs)
40
BT 12 month Ave.
Extl CPs 12 month Ave.
WLR Analogue Repair - Residential Standard Care
(Com parison of Repair perform ance)
WLR Analogue Repair - Business Total Care
(Com parison of Repair perform ance)
50
Extl CPs
Jul- Aug- Sep- Oct- Nov- Dec- Jan05
05
05
05
05
05
06
30
20
10
0
Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan05
05
05
05
05
05 05
05
05
05
05
06
BT
Extl CPs
BT 12 month Ave.
Extl CPs 12 month Ave.
Next Steps
Jo Upward
Next Steps
FEB 06
MAR 06
APR 06
MAY 06
JUN 06
JUL 06
AUG 06
SEP 06
Exchange Space
Consultation closed
NetLocate target launch
KPIs
KPIs published,
feedback requested
Working
Group
Consultation Closure
Product Migrations
Further Roadshows
Bulletin (4-6 weekly)
59
OCT 06
NOV 06
DEC 06
Feedback
60
Q&As
Close
Jo Upward