Before launching any major new project, it is essential to fully envision how the project will be executed along with a detailed view of success criteria, goals, requirements and action plan. The DTS team has extensive experience helping its clients establish a detailed project rollout plan, forecast key project resources, and compile necessary financial plans.

Project Rollout Planning

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We help our clients identify key drivers for their project, understand interdependencies between various teams and actions, and finally outline a detailed rollout plan. Some of our works include:

Resource Forecasting

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With our strong analytics background, the DTS team is able to help our clients quickly model and forecast critical resource requirements for their project. Some of our works include:

Financial Planning

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Comprehensive financial planning is critical to the success of any major project. The DTS team members have a strong business background and are able to help our clients compile key financial plans including project budget and cost models. Some of our works include:

Recent Magazines

2020 Winter Magazine

This magazine discusses the cost center issues related to access networks and Telecom for Healthcare (T4H) revenue opportunities

2020 Summmer Edition

Here we address hot topics such as Powering future 10G networks, CBRS spectrum valuation, IOT, Edge computing & QoE.

2019 Winter Magazine

In this magazine we are focusing on the powering related frameworks. We provide a framework for evaluating different powering solutions and use this framework in analyzing the latest Extended Spectrum Evolution for the cable operators.

Network Transformation 2.0

The Problem

A leading Tier 1 Cable MSO was evaluating its multi-year network transformation strategies. They approached DTS to assist them with the analysis, cost forecasting, and material preparation for the board of directors to convince them of their roadmap and hence the request for multi-billion dollar incremental fundin

Client Benefits

  • Our clients, who are the officers of the company, convinced the board of directors to spend multiple billions of dollars in the infrastructure over 5 to 10 years.
  • Our client have a multi-year executable plan with clear allocation across organizations that can be used as a baseline over the next 10 years.
  • Our client was able to conduct multiple technology- and budget- related “what-if” scenarios based on different market conditions.

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Network Transformation Cost Model

The Problem

A leading Tier 1 Cable Operator recruited DTS to develop a Network Transformation Strategy to evolve its network to address growth, competitive, and product needs. DTS engaged with them to develop a 10-year node-level technology strategy along with a cost estimate.

Client Benefits

  • The cost model was a first-of-its kind view of a 10-year projection of enterprise-wide cost estimate by region and by year to support the Network Transformation initiative.
  • The effort pulled together all the core components essential to develop an enterprise-wide Capital Budgeting tool.
  • The model output was a flat file of activity and spending that enabled creation of various executive dashboards – activity/spending by region, type (Capex, Opex etc.).

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Outside Plant Operations Strategy and Planning

The Problem

A leading service provider needed to operationalize their high level network transformation plans. This included planning projects in a manner that would optimize design and construction from a resource and cost points of view. Planning needed to include defining resources, funding, materials and permits required to implement their deployment plan.

Client Benefits

  • Budget based on spend timing allowed for more accurate and timely funding that reduced budget variance and reduced program delays.
  • Detailed resource requirements by resource type by time period made available to support deployment plan, allowing timely on-boarding of resources.
  • Materials arrived and available on time, preventing costly delays and dissatisfied customers.

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Sparing Strategy

The Problem

A leading service provider was looking to optimize its sparing strategy. The enhanced process would need to improve visibility of available spares and maintain service SLAs that were in place.

Client Benefits

  • The client received a usable cost-effective sparing strategy in less than 3 months that also provided visibility to available spare materials throughout the organization.
  • The client used the sparing model quarterly to maintain required stocking levels as deployments grew.
  • $1M in initial savings was realized by staging sparing locations for plug-in module spares needed to support emergencies to back fill material spares.

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Outside Plant Labor Analysis and RFP

The Problem

A leading service provider is investing in a multi-billion dollar network upgrade. One of the major risk they are facing is the labor availability and the costs. They asked DTS to assist them in running the labor strategy and RFP.

Client Benefits

  • The client accomplished a projected $100 – $150M reduction in the overall labor spend due the structured analysis and recommendations from DTS.
  • Our client was able to de-risk the highly visible multi-billion dollar network transformation plans by get commitments from the labor vendors at reduced cost.
  • The client developed a repeatable process for gaining control over the plans, run labor RFPs and gain control over the labor commitments.

More

Outside Plant Operations Strategy and Planning

The Problem

A leading service provider needed to operationalize their high level network transformation plans. This included planning projects in a manner that would optimize design and construction from a resource and cost points of view. Planning needed to include defining resources, funding, materials and permits required to implement their deployment plan.

Client Benefits

  • Budget based on spend timing allowed for more accurate and timely funding that reduced budget variance and reduced program delays.
  • Detailed resource requirements by resource type by time period made available to support deployment plan, allowing timely on-boarding of resources.
  • Materials arrived and available on time, preventing costly delays and dissatisfied customers.

More

Network Transformation Cost Model

The Problem

A leading Tier 1 Cable Operator recruited DTS to develop a Network Transformation Strategy to evolve its network to address growth, competitive, and product needs. DTS engaged with them to develop a 10-year node-level technology strategy along with a cost estimate.

Client Benefits

  • The cost model was a first-of-its kind view of a 10-year projection of enterprise-wide cost estimate by region and by year to support the Network Transformation initiative.
  • The effort pulled together all the core components essential to develop an enterprise-wide Capital Budgeting tool.
  • The model output was a flat file of activity and spending that enabled creation of various executive dashboards – activity/spending by region, type (Capex, Opex etc.).

More

Outside Plant Operations Planning

The Problem

A leading service provider needed to operationalize their high-level network transformation plans. This included planning projects in a manner that would optimize design and construction from resource and cost points of view. All this had to be done while ensuring the right projects were completed in time and under budget.

Client Benefits

  • Budget: Accurately forecasted 10 year multi billion funding and its spending allocations that reduced the budget variances and program delays.
  • Operational: Significantly reduced the operational challenges due to labor availability and construction inefficiencies.
  • Material and Labor Forecasts: Forecasted the resource and material needs to its lowest granularity that reduced execution challenges (labor and material availability etc.).

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Fiber To The Home Data Analytics

The Problem

A leading Tier 1 Cable MSO was observing higher-than-expected-and projected project costs and needed to correlate actual costs to projected costs to understand the issues and better control budget overruns.

Client Benefits

  • The client was able to identify expenses on spare materials that should not have been charged to the projects, leading to a development of a separate sparing program.
  • The client found that on over 10% of the projects, funds were being used to provide temporary services not covered in the funding request.
  • Overall, the client was able to understand what was actually being charged to the projects and better manage and control their expenses and close a 43% program variance.

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