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 funding.

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.

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.

The Problem

A leading service provider was planning to introduce Fiber To The Home network upgrades enterprise wide. Tools were needed to streamline the cost estimation, forecasting, budgeting, and review process to scale and control overall business activities.

Client Benefits

• The client was able to reduce the time to generate a cost estimate from days and weeks to just minutes.
• The time to review a project was reduced from 30 minutes to just 1 or 2 minutes.
• Overall, the client was able to understand and correlate what was actually being charged to projects and thus better plan, manage, and control its expenses.

The Problem

A leading service provider was introducing a Fiber To The Home (FTTH) technology in its network and needed a governance team to coordinate the rollout of FTTH technology across the enterprise in a controlled fashion.

Client Benefits

• The client rolled out developed governance processes and methodologies across 5 regions and 21 markets in a span of four months.
• The client reduced cost of the solution by 40% in approximately 1.5 years through architectural, RFPs, processes and tools development.
• The client reduced approval time per design from ~1 month to less than a week and reduced material costs by 30-40% through standardization and diligent management.

The Problem

A leading Tier 1 US-based Cable Operator wanted to track the investments and deployments from a network upgrade initiative and its corresponding impact on the network performance and customer experience.

Client Benefits

• The client received the capability to correlate the financial investments to improvements in network and customer KPIs at a national, regional, and market level.
• The client used the material to inform the C-level executives and the board of directors on a monthly cadence.
• The effort piqued further interest in data analytics to answer several business problems facing the client.

The Problem

A leading Tier 1 Cable Operator recruited DTS to create and manage WiFi program governance to standardize WiFi design, device certification, common playbook, common BOM, WiFi tools, and program management.

Client Benefits

• The client gained cost synergies from standardizing the BoM, tools and AP validations from volume discounts obtained by consolidation of the equipment and tools.
• The client optimized time to market by defining common playbook, common BoM, and service assurance & service fulfillment processes.

The Problem

A leading Tier 1 Cable Operator recruited DTS to create a program-level Responsibility Matrix (RACI) to manage the complete life cycle for all Fiber To The Home and WiFi initiatives from product inception to product launch.

Client Benefits

• The client’s overall performance improved by defining clear roles and responsibilities across all teams and gained cost synergies from standardizing program level RACI.
• The client optimized operations by assigning clear roles and responsibilities within the different teams (avoiding duplicate efforts and costs).
• The client provided recommended organizational changes to improve effectiveness.

The Problem

A leading cable operator with one of the largest fiber deployment base engaged DTS for 9 months to develop a full suite of Fiber to the Home Training across the organization catering a broad array of target audience.

Client Benefits

• The FTTH training suite addressed the training gap in several areas such as Program Management, Design, Planning, Construction & Maintenance of FTTH networks.
• The training enabled a wide spread audience in the Outside Plant Team to ramp up quickly on processes, technology & network design, planning, and construction activities.

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.