PDT Programme Update

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PDT Programme Update

• WLR Commercial Group 24th July 08

Openreach makes every effort to ensure the
information in this report is accurate at the
time of compilation, however, Openreach does not
represent that it is complete and Communications
Providers should check with Openreach for the
latest available information. Openreach reserves
the right to modify delivery criteria and
delivery dates.
2
Agenda

• Programme Journey and Architecture
• General Programme update
• Focus on Requirements workstream
• SOR Process
• Work-stack cleanse
• Engagement
• Next Steps

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PDT Programme Journey
PRODUCT DEVELOPMENTTRANSFORMATION
High
Agile based development reusable components
Transform our existing development capability (6
stage process)
Complexity
Gain Control
Low
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
2008/9
2009/10
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PRODUCT DEVELOPMENTTRANSFORMATION
Programme Architecture
Provide product development people with a clear
set of priorities which match the broader
Openreach strategy
The heart of the programme a fundamental
overhaul of each of the main phases of product
development
INTERNAL LEADERSHIP
Provide improved leadership to the industry on
the development of our product portfolio
Ensure we review and improve product performance
throughout the lifetime of the product
PRODUCT DEVELOPMENT LIFE CYCLE
INDUSTRY LEADERSHIP
OPERATE IMPROVE
COMMUNICATION
Ensure the behaviour of our people matches our
goals of commercially focused customer centricity
CULTURE BEHAVIOUR
Improve all aspects of our internal and external
communication throughout the product development
process
GOVERNANCE
Refine the Openreach Governance to ensure it
supports effective product development
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PDT Programme Journey
PRODUCT DEVELOPMENTTRANSFORMATION
Development
Behaviour Culture
Deployment
Industry Leadership

• Adoption of a 4 stage iterative Development
  process?
• Implementation of the revised BTD Operating
  Model?
• Openreach Products created from re-usable
  components?

Governance
Internal Leadership
Communications
Moving to a radically different development
process may extend some of the current workstreams
Operate Improve
Requirements
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
2008/9
2009/10
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Programme Update

• Objectives and Desired Outcomes for each
  workstream completed (57!)
• Detailed planning for each workstream to deliver
  the outcomes produced
• Focus on Requirements
• Redefining the SoR process with you
• Transparency, better communication, increased
  collaboration and engagement
• Standardising on the best practises from across
  the different product areas
• Cross Industry / Product Workshop being scheduled
  for August to progress
• Cleansing the historic work stack of more than a
  thousand requirements
• Establishing effective prioritisation of
  requirements to match demand to our ability to
  deliver and effectively manage customer
  expectations

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Desired Outcomes - Requirements

• The workstream will be successful when we have
• delivered a framework for collaborative
  definition of requirements in terms that can be
  easily translated into a set of product
  requirements and an associated business case
  (REQ1)
• developed a mechanism for internal and external
  prioritisation of requirements (REQ2)
• developed a clear set of decision gates and
  timescales and enabled customers to track the
  progress of requirements in a transparent and
  efficient way (REQ3)
• cleansed our workstack of requirements to
  reflect the key priorities for Openreach and our
  customers taking into account our requirement for
  future development (REQ4)
• managed the expectations of our customers and
  our business against our ability and capacity to
  deliver (REQ5)
• clarified the roles, responsibilities and
  accountabilities of all those involved in
  requirements capture. (REQ6)
• delivered an SoR process that is fit for
  purpose within the current market environment
  (REQ7)
• delivered set of internal MIS to provide a
  one-truth record of requirements which can be
  communicated to all stakeholders (REQ8)

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Desired Outcomes - Development

• The workstream will be successful when we have
• enabled reliable and consistent delivery of
  product developments (DEV1)
• developed an interactive and collaborative
  development process, ensuring we stay in step
  with customer needs throughout the development
  cycle (DEV2)
• established parallel development of the
  commercial proposition to ensure a successful
  product (DEV3)
• established a framework for developing process
  and operational readiness ahead of systems to
  ensure the delivered product is fit for purpose
  (DEV4)
• developed an effective trial process for all
  product developments (DEV5)
• a fast track option for product development with
  an agreed set of criteria for its use (DEV6)
• delivered a set of internal MIS to provide a
  one-truth record of product development, to
  help manage customer expectations throughout the
  development process (DEV7)
• evaluated the 4 phase agile based model for
  product development used by BT Wholesale (DEV8)
• ..timely and reliable communications of release
  content and associated documentation (DEV9)
• regularly developed products from re-usable
  components (DEV10)

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Programme Update

• Objectives and Desired Outcomes for each
  workstream completed (57!)
• Detailed planning for each workstream to deliver
  the outcomes produced
• Focus on Requirements
• Redefining the SoR process with you
• Transparency, better communication, increased
  collaboration and engagement
• Standardising on the best practises from across
  the different product areas
• Cross Industry / Product Workshop being scheduled
  for August to progress
• Cleansing the historic work stack of more than a
  thousand requirements
• Establishing effective prioritisation of
  requirements to match demand to our ability to
  deliver and effectively manage customer
  expectations

10
SoR Process

• Problems identified by customers and Openreach
• Customers unhappy about opaque nature of current
  process
• Large number of SoRs into Openreach
• No upfront prioritisation by industry in Ethernet
  WLR
• Confidentiality can make industry discussion
  difficult
• Communication tracking throughout process poor
• Quality/completeness of SoR sometimes not good
  enough to enable effective decision-making
• Inconsistency of approach across products
• Solution
• Identify and agree best practice via
  Cross-Industry Working group, session to be
  scheduled for August
• Chairs of LLU PCG, WLR Commercial Group FCS
  have been consulted on problem statements and
  approach

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Cleansing the work-stack
All items by product line

As of 21/05/08
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Cleansing the work-stack
This highlighted several hundred internal CRs
which may have been generated on behalf of a CP
The work with external CPs is starting. We need
to identify business unit leads for the genuine
internal requirements.
This activity has taken longer than hoped due to
other priorities within the product teams.
Openreach will not be expending development
resource on any requirements within the parked
list. This is currently in place with LLU.
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WLR Customer Forum 24 July 2008
Openreach makes every effort to ensure the
information in this report is accurate at the
time of compilation, however, Openreach does not
represent that it is complete and Communications
Providers should check with Openreach for the
latest available information. Openreach reserves
the right to modify delivery criteria and
delivery dates.
14
WLR Customer Forum

• Will be accessed from the Wholesale Line Rental
  page within Our Products on openreach.co.uk
• Openreach presentations at the WLR CPS
  Commercial Group
• LLU WLR Service Management Forum terms of
  reference, minutes and Openreach presentations
• The Customer Forum content can be expanded to
  cover other meetings etc.

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Engagement
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Engagement Plan
PRODUCT DEVELOPMENTTRANSFORMATION
A monthly meeting with the key industry leads to
allow them to contribute and engage more fully
with the programme
PDT CEF
Ofcom / OTA2
OTA2 Exec
Bilateral meetings with David Halliday (Tiscali),
Michael Eagle (FCS), Mark Knight (SSE)
The regular updates will be used to engage on
specific decisions as opposed to providing
generic updates going forward.
LLU PCG
Quarterly bi-lateral with our top 10 CPs
WLR CG
Cleanse the current requirements workstack
Ethernet CF
Agree a revised SoR process with industry
Bilaterals
Cross industry
Jul
Aug
Sep
Feb
Mar
Dec
Jan
Oct
Nov
Comprehensive update
Interim update
Decision Point
Specific engagement
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Engagement

• Engagement in the next month
• Sharing the desired outcomes for each of the
  work-streams to get your views
• Cross Industry SoR workshop
• Work-stack refresh bilateral engagement
• Creation of a Customer Engagement Forum
• Monthly meeting with leads from each industry
  group plus an open invite
• Get customer insight and collaboration on
  proposed solutions

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Next Steps

• Engagement with you to ensure we have identified
  the right outcomes for the programme
• Engagement on specific issues that we need your
  input on
• Communication of Releases at the tactical and
  strategic level needs to be addressed by the
  programme based on customer feedback
• Move further into execution of the programme